# Foundations of Project Management — Quick Review

**Version 1.2 · Robert Caldwell · Six sessions, August 24–September 14, 2026 · Updated October 5, 2026**
Use this after the complete guide. This is a memory aid, not a current certification outline. Updated with Foundations workbook v8.1; verified course details and remaining differences are distinguished.

The new Module 2 and Module 5/6 review questions are already covered here and in the complete guide. Retain **PMO = Project Management Office**, program benefits from related work, and **project scope = work / product scope = features and functions**. Iterative and Agile are not interchangeable labels. *(Module review: Foundations  M2 Review MASTER.docx, body blocks 17, 43, 91–93.)* *(Module review: Foundations M5 Review MASTER.docx, body blocks 3–5.)*

## Core distinctions

| If a prompt describes… | Think… |
|---|---|
| Temporary, unique work producing a product/service/result | Project |
| Continuing, routine work | Operations |
| Related projects coordinated for additional benefits | Program |
| PM authority stronger than functional-manager authority | Strong matrix |
| Functional-manager authority stronger | Weak matrix |
| Optional assistance, tools, templates | Supportive PMO |
| Required standards and compliance | Controlling PMO |
| Direct supervision/management of projects | Directive PMO |
| Product features and functions | Product scope |
| All work needed to deliver the result | Project scope |
| Hierarchical decomposition of the total scope | WBS |
| Lowest official WBS level in this course | Work package |
| Unique WBS component identifiers | Code of accounts |
| Labor units, usually hours | Effort |
| Working periods occupied by an activity | Duration |
| Longest-duration network path | Critical path |
| Assigned work commitments | Resource loading |
| Addressing excess demand against available capacity | Leveling / resource adjustment |
| Data collection, measurement, reporting | Monitoring |
| Analysis and corrective action | Controlling |
| Doing/directing the planned work | Executing |
| Change over an interval | Progress report |
| Current snapshot | Status report |
| Prediction of future performance | Forecast |

Sources:  *(Aug 24 · 01:23:51 · segments 243–263; 01:55:55 · segments 313–315; 02:11:10 · segments 354–358; 02:27:21 · segments 404–418)*  *(Aug 31 · 00:44:32 · segments 119–128; 02:29:07 · segments 293–315)*  *(Sep 2 · 00:40:35 · segments 130–132)*  *(Sep 9 · 00:51:49 · segments 95–104; 01:03:31 · segments 136–165)*  *(Sep 14 · 02:00:36 · segments 244–257; 02:25:49 · segments 310–326)*

## Recall lists

- **Six constraints:** scope, schedule, quality, budget, resources, risk.
- **Competency areas:** ways of working, power skills, business acumen.
- **Course focus areas:** initiating, planning, executing, monitoring/controlling, closing.
- **Communication plan:** who, what, when, how.
- **Tuckman:** forming → storming → norming → performing → adjourning.
- **Cost estimating:** analogous, parametric, bottom-up.
- **Risk responses:** escalate, avoid, transfer, mitigate; then acceptance/contingency for retained risks.

Sources:  *(Aug 24 · 02:55:40 · segments 495–519; 03:04:51 · segments 522; 03:15:01 · segments 568)*  *(Aug 26 · 00:34:44 · segments 64–66; 03:04:09 · segments 503–526)*  *(Sep 9 · 02:09:54 · segments 270–281)*  *(Sep 14 · 00:35:46 · segments 92–107; 00:44:35 · segments 126–146; 02:12:30 · segments 275–301)*

## Formulas and interpretation

| Calculation | Formula / convention | Check |
|---|---|---|
| ROM — **workbook-confirmed course rule** | Lower = base/2; upper = base×2 | −50% / +100%; asymmetric |
| Triangular | `(O + M + P) / 3` | Same units in all inputs |
| PERT beta | `(O + 4M + P) / 6` | Multiply 4M before summing |
| Early finish — simple FS example | `EF = ES + duration` | At a merge, wait for all predecessors |
| Late start — simple FS example | `LS = LF − duration` | Backward calculation respects all successors |
| Total float — simple course example | `LS − ES = LF − EF` | Shared along the branch, not additive |
| Uniform commitment | `individual effort / duration` | Sum overlapping assignments per period |
| Labor cost | `hours × rate` | Include each person's effort |
| Cumulative planned cost | Prior cumulative + current period cost | Plot this series for the course S-curve |
| Expected value | `probability as decimal × impact` | Keep dollars and days separate |

O = optimistic; M = most likely; P = pessimistic. In this lesson, **EV = expected value**, not earned value. ES/EF/LS/LF shortcuts here apply to the reconstructed FS-only, zero-lag example, not every type of network.

Sources:  *(Aug 26 · 01:42:11 · segments 303–312)*  *(Aug 31 · 02:36:47 · segments 324–340)*  *(Sep 2 · 02:01:10 · segments 302–326)*  *(Sep 9 · 00:54:12 · segments 101–104; 02:23:05 · segments 310–325)*  *(Sep 14 · 00:26:26 · segments 67–74)*

**Additional workbook formulas/details:** budgetary −10%/+25%; definitive −5%/+10%. Free float protects successor early starts; total float protects project finish/constraints. In the 58-day network, design has 0 free float and 6 total float; build has 6 of each. Fixed duration is unchanged by more people; variable duration can shorten.  *(Workbook v8.1, printed pp. 110 [PDF 116]; 126–127 [PDF 132–133]; 117 [PDF 123]; 134–136 [PDF 140–142])*

## Dependencies

| Type | Constraint | Memory example |
|---|---|---|
| FS | B starts after A finishes | Bake, then frost |
| SS | B starts after A starts | Baking starts; frosting preparation can start |
| FF | B finishes after A finishes | Music cannot finish before the aisle walk finishes |
| SF | B finishes after A starts | Storage cannot end before pickup starts |

Mandatory = hard logic; discretionary = preferred logic. Internal/external concerns control and boundary. These classifications can combine. A lead permits overlap; a lag is a wait/delay.  *(Sep 2 · 00:09:08 · segments 23–42; 00:18:30 · segments 50–57; 00:23:45 · segments 71–113)*

## Workbook recall additions

- **Project wording:** temporary initiative in a unique context undertaken to create value.
- **Seven domains:** governance, scope, schedule, finance, stakeholders, resources, risk.
- **Six principles:** holistic view; value; embed quality; accountable leadership; sustainability; empowered culture.
- **Rolling wave:** detailed near-phase plan, broad later-phase plan; not a synonym for Agile.
- **Modified Delphi:** independent initial expert estimates, discussion/revision, repeat to consensus.
- **Finalize baseline:** validate, approvals, archive, communicate.
- **Control cycle:** actuals/forecasts → compare → analyze causes/impact → correct → authorized revisions → report.
- **Change flowchart:** accept/reject/**defer**; notify; integrate accepted change.
- **Risk definition:** uncertain positive or negative effect; course response exercises focus on threats.
- **Closing:** project, phase, contract, or termination before completion; final actuals → review → document/archive → celebrate success.
- **Risk-planning steps:** identify → qualitative → quantitative → prioritize/threshold → manage → reserve → document.
- **Software:** enter accurate work, logic, resources and calendars; milestones have zero duration; validate before saving the baseline.

Sources:  *(Workbook v8.1, printed pp. 28 [PDF 34]; 49–51 [PDF 55–57]; 75–76 [PDF 81–82]; 110 [PDF 116]; 164 [PDF 170]; 169 [PDF 175]; 179–180 [PDF 185–186]; 191 [PDF 197]; 196 [PDF 202]; 212 [PDF 218]; 233–235 [PDF 239–241])*

## Frequent traps

- Strong/weak matrix describes **authority**, not employee ability.
- Team cohesion alone does not establish overall success.
- A sponsor authorizes/supports; a PM manages day-to-day work.
- The WBS covers the **whole** project.
- A RAM assigns involvement; RACI supplies the letter model.
- **Course RACI:** Responsible, Approver/Authority, Contributor, Informed. Workbook p.124 (PDF 130) confirms these labels; the sample O/A/I legend uses I for implementer.
- Effort-hours do not automatically equal calendar duration.
- Critical path is longest by **duration**, not number of activities.
- Two activities with six days of float on one branch do not create 12 days of delay allowance.
- Fast tracking overlaps work and can increase rework risk; crashing adds resources and usually cost.
- Several concurrent assignments can be acceptable if their total fits capacity.
- Analogous uses a similar project; parametric uses a relationship/model; bottom-up aggregates detailed work.
- A cumulative cost baseline is planned spending, not proof of actual spending or work completed.
- Avoidance **eliminates** the threat; mitigation **reduces** it.
- Qualitative analysis prioritizes; the quantitative example calculates exposure.
- A CCB/designated authority evaluates changes to baselines.
- Lessons learned include good practices as well as mistakes.

## Numerical benchmarks from class

| Example | Answer |
|---|---|
| Liam: O16, M20, P35 minutes | Triangular 23.67; PERT 21.83 |
| Second commute: O5, M7, P13 | PERT 7.67 minutes |
| Requirements17 → test procedures29 → test12 | 58 days; critical path |
| Requirements17 → design15 → build8 → test12 | 52 days; six shared float days |
| John: 25 + 28/1.5 hours/week | 43.67; 3.67 above a 40-hour threshold |
| Five-day lawn project | Labor $1,740 + materials $4,150 = $5,890 |
| 12% probability × $40,000 impact | $4,800 expected value |

Sources:  *(Aug 31 · 02:42:56 · segments 352–366; 02:50:29 · segments 375–384)*  *(Sep 2 · 02:01:10 · segments 302–326)*  *(Sep 9 · 00:55:34 · segments 103–104; 00:59:47 · segments 122–132; 02:23:05 · segments 310–325)*  *(Sep 14 · 00:29:20 · segments 72–74)*

## Resolved and remaining differences

**Resolved from this workbook:** course ROM and RACI; free-float definition; modified Delphi steps; rolling-wave meaning; seven-domain/six-principle framework; exact 58-day diagram.  *(Workbook v8.1, printed pp. 67 [PDF 73]; 110 [PDF 116]; 117 [PDF 123]; 124 [PDF 130]; 49 [PDF 55]; 75–76 [PDF 81–82]; 134–136 [PDF 140–142])*

**Still distinguish carefully:** lecture's new competency labels versus the workbook's older triangle; four workbook team stages versus five in the lecture; level-of-effort listed without definition; QA/QC not fully distinguished; leveling/smoothing terminology; current certification exam claims. See the source/review index.

## Suggested review sequence

1. Explain the core distinctions out loud without reading the right-hand column.
2. Recompute PERT, the 58-day network, resource overload, cumulative cost, and expected value.
3. Work through the complete guide's 42 practice prompts and check the answer key.
4. Revisit the recording for missed concepts using the timestamped emphasis index.
5. Use the printed/PDF page references to check missed concepts; keep remaining lecture/workbook differences visible.