Tips for Memorizing ITTOs

Here are some pneumonics to memorize ITTOs
* Tips are provided only for Tools and Techniques (except for Integration and Scope)

Project Integration Management
INPUTS
- OPA is common for all processes
- EEF is common for all processes except 4.6 Close Project or Phase
TOOLS & TECHNIQUES
- EJ for all processes
- All processes have only 1 TT except 4.3 Direct & Manage Project Execution and 4.5 Perform Integrated Change Control, which have Project Management Information System and Change Control Meetings, respectively

Project Scope Management

INPUTS
- Requirements Documentation is for all processes except 5.1 Collect Requirements

TOOLS & TECHNIQUES
- 5.2 Collect Requirements
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision making techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes

Here is a technique.
* 1-to-1 = Interviews
* 1-to-5 = Focus Groups
* 1-to-15 = Facilitated Workshops
* 1-to-50 = Questionnaires and surveys
* Think of Focus Group - think of two group techniques, "creativity" and "decision making"
We are left with two,
* Observations - think of job-shadowing
* Prototype - think of Concept Cars

- 5.2 Define Scope
F – Facilitated Workshop
A – Alternatives Analysis
P – Product Analysis
E – Expert Judgment

You can remember it as For All Project Experts

Project Time Management

6.1 Define Activities

.1 Decomposition
.2 Rolling wave planning
.3 Templates
.4 Expert judgment
You can remember it as "DERT"

6.2 Sequence Activities
.1 Precedence diagramming method (PDM)
.2 Dependency determination
.3 Applying leads and lags
.4 Schedule network templates
You can remember it as "PADS"

6.3 Estimate Activity Resources
.1 Expert judgment
.2 Alternatives analysis
.3 Published estimating data
.4 Bottom-up estimating
.5 Project management software
You can remember it as "BAPPE"

6.4 Estimate Activity Durations
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimates
.5 Reserve analysis
You can remember it as "TARPE"

6.5 Develop Schedule
.1 Schedule network analysis
.2 Critical path method
.3 Critical chain method
.4 Resource leveling
.5 What-if scenario analysis
.6 Applying leads and lags
.7 Schedule compression
.8 Scheduling tool
You can remember it as "SWARS SCC"

6.6 Control Schedule
.1 Performance reviews
.2 Variance analysis
.3 Project management software
.4 Resource leveling
.5 What-if scenario analysis
.7 Adjusting leads and lags
.7 Schedule compression
.8 Scheduling tool
You can remember it as "SWARS VPP"


Project Cost Management
7.1 Estimate Costs
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Bottom-up estimating
.5 Three-point estimates
.6 Reserve analysis
.7 Cost of quality
.8 Project management estimating software
.9 Vendor bid analysis

You can remember it as "TARPE PC PV" - notice TARPE is also in 6.4

7.2 Determine Budget
.1 Cost aggregation
.2 Reserve analysis
.3 Expert judgment
.4 Historical relationships
.5 Funding limit reconciliation
Remember it as "use Historical Relationships and Expert Judgments to aggregate Costs, analyze Reserves and Reconcile Funding limits Project"

7.3 Control Costs
.1 Earned value management
.2 Forecasting
.3 To-complete performance index (TCPI)
.4 Performance reviews
.5 Variance analysis
.6 Project management software

Remember it as "FET" - note, the "VPP part is the same for 6.6 Control Schedule

Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
11.2 Identify Risks
.1 Documentation reviews
.2 Information gathering techniques
.3 Checklist analysis
.4 Assumptions analysis
.5 Diagramming techniques
.6 SWOT analysis
.7 Expert judgment
You can remember it as "SAD DICE".
How does it relate to Risk?
Risk is an uncertain event - DICE represents uncertainity
and it has a negative connotation and when it happens, the outcome is SADness

Project Procurement Management
12.2 Conduct Procurements
Think about the chronology of procurement
1. You search for potential sellers - 2. If you don't find what you need, you place ads - Advertising
3. Then, after you have a list of sellers, you evaluate them - Proposal Evaluation Techniques
4. Then, to find out if the price quote was good you use - Independent Estimates
5. With all the above information, then you go to experts in your company - Expert Judgment
6. to evaluate sellers - Proposal Evaluation Technique
7. After you zero out sellers, you bargain - Procurement Negotiations

12.3 Administer Procurements
There are 3 Actions and 4 Systems
Actions:
1.Procurement Performance Reviews
2.Performance Reporting
3.Inspections and Audits

Systems:
1.Contract Change Control Systems (CCCS)
2.Payment Systems
3.Claims Administration (system)
4.Records Management system (RMS)