Dear PM Advisor. Nov 3, 2014

Dear PM Advisor,

What percent of questions need some calculation in the PMP exam?

Math Geek in Mumbai

Dear Math Geek,

I wish it were all of them. Because I know when I get those correct. The philosophical questions test to see if you can think the same way as the PMI so there is more uncertainty there. 

That being said, let's see what questions are likely to require calculations:

1 - 2 about number of communication channels (just remember C = n(n-1)/2)
1 - 2 Earned Value scenarios, each with 3 - 5 questions associated
1 - 2 Net Present Value questions 
2 - 3 Cost Plus Fee questions
1 - 2 Normal distribution/6 sigma questions
2 - 3 PERT questions (just remember Pert = (O + 4*ML + P)/6)
And if you consider Network Diagramming calculations, 1 -2 of those with 3 - 5 questions in each

So you are looking at a range of 13 - 32 calculation questions within the 200. Most likely these are all within the 175 questions that count so around 15% of your questions require calculations and you can check your work to ensure you got them right. 

Good luck,

PM Advisor.

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Oct 27, 2014

Dear PM Advisor,

I'm taking a PMP Preparation class. How long do the PDUs I earn in this class last?

Learning in Lahore

Dear Learning,

I'm going to assume you are taking a PMP prep class in preparation for sitting for your PMP exam for the first time. In that case there is no date at which the education your are obtaining runs out. According to the PMP handbook linked here, there are years during which your PM experience apply but your education can be 50 years ago for all they care.

If you are taking the class to earn PDUs for maintaining your certification, you must report them in the next three-year period during which you need to obtain 60 credits.

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Oct 6, 2014

Dear PM Advisor,

I see that the grades I can receive when taking my PMP exam are 'not proficient', 'moderately proficient' and 'highly proficient', Can you explain the value of securing moderately proficient versus highly proficient on my PMP certificate in career perspective?

Overachiever in Delhi

Dear Overachiever,

As far as anyone other than you is concerned, the PMP test is graded Pass/Fail. Nobody asks for your grade. Like most credentials, you either have it or you don't. 

So why does PMI grade it in such a way? Self-preservation.

The PMP exam is a HUGE moneymaker for the organization. $500 a pop for hundreds of thousands of people adds up fast. When I took the exam back in the last millennium (1999), there was a minimum score and they graded applicants with a number. I believe I barely passed which told me I studied exactly enough.

But picture what happens to those who barely fail. They are out $500 and want to argue with the PMI on the correctness of their answers. Especially some of the philosophical questions that ask you what you would do in a certain situation. You can claim to be doing the right thing and PMI disagrees. Who to mediate? 

So the PMI protects itself by not telling you which questions you got right or wrong. It only tells you that you scored each section with a particular proficiency. 

Never mind, just take my advice and pass the test and tell everyone you scored highly proficient. 

Good luck,

PM Advisor.

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Sep 1, 2014

Dear PM Advisor,

I’ve been taking practice PMP tests and struggle with ones where they ask me something is a tool or technique in one of the processes. Other than memorizing every single tool, technique, input and output in every process, how am I supposed to know these?

Feeling like a tool in San Diego.

Dear Tool,

And I mean that in the nicest sense of the word. There are a few tricks I’ve discovered to help you with this problem. The first one is, as you’ve suggested, memorizing every input, tool, technique and output in every process. I have a cheat sheet that you can memorize linked here. It will take a normal person about five hours to do so. If you are willing to spend the time on this, bring it with you in your mind and spend the first 10 minutes of your four hours transcribing this on the pieces of paper they give you when you take your test. Then, when you are faced with these questions, look them up and you know you got another question right.

For those who’d rather spend their time doing other things, here are some hints:

• Tools or techniques = doing something
• Inputs or outputs = something you can hold

About half the time, the question will ask which of the following is or is not a tool or an input or an output.

Eg: Perform Qualitative Risk Analysis

Inputs = Risk mgmt plan

Scope baseline

Risk Register

EEF, OPA

Outputs = Project Doc updates

Tools = Risk prob and impact assessment

Prob & Impact matrix

Risk data qual assessment

Risk categorization

Risk Urgency assess

Expert Judgment

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Aug 25, 2014

Dear PM Advisor,

I struggle with all the Earned Value Formulae. Any hints for making this portion of the PMP test easier to study for?

Can’t see the value in Albuquerque

Dear Can’t,

Once you struggle with the more philosophical questions on the PMP exam you’ll see the calculations like those Earned Value ones as a breath of fresh air. But first let me give you some hints to make these easier for you.

You are usually given some numbers and asked to calculate the rest. I’m going to assume you know some elementary Algebra before you take the test. Here are the three numbers you are usually given: 

Planned Value (PV), Actual Cost (AC) and Earned Value (EV). 

If they are evil they will give you one of the below formulae and you will need to use that basic Algebra to determine the missing number from above. Either way, you’ll need to remember the following formulae and below I’ll show you the easy way to do this.

There are four rules to remember:    

1. EV always come first in the calculation
2. AC goes with anything that says Cost
3. Negative Variances are always bad
4. Indexes less than 1.0 are always bad

So let’s put these rules to the test. You are asked to calculate Cost Variance. You get Variances by subtracting one number from another. Rule 1 says EV always goes first. Rule 2 says AC goes with any Cost calculation.

Thus CV = EV –AC     Simple, right?

What does that leave you with for Schedule Variance?  EV goes first, Rule 2 is not in effect so the only thing left to put in the equation is PV.

Thus SV = EV – PV.

The same two rules apply for the Index calculations.

Cost Performance Index requires EV to go first, only this time the EV goes in on top of the line. 

We’re talking about cost so AC goes on the bottom.

Thus CPI = EV/AC

SPI must use PV since that’s all that’s left.

Thus SPI = EV/PV

Rules 3 and 4 help you convert formulae into reality. If you have a negative SV, you are behind schedule. A negative CV means you are OVER budget. Don’t get confused by the negative number. Negative is bad, being over budget is bad.

Same with the indexes. Less than 1 is bad so a SPI of 0.8 means you are behind schedule. Over 1.0 is good so a CPI of 1.2 means you are UNDER budget.

Remembering these hints will help you with about 5 of the 200 questions you will be faced with. For those that require TCPI or ETC, you just have to memorize the formulae. More on these in a future post.

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor, Feb 17, 2014

Dear PM Advisor,

I’ve been taking practice PMP tests and struggle with ones where they ask me something is a tool or technique in one of the processes. Other than memorizing every single tool, technique, input and output in every process, how am I supposed to know these?

Feeling like a tool in San Diego.

Dear Tool,

And I mean that in the nicest sense of the word. There are a few tricks I’ve discovered to help you with this problem. The first one is, as you’ve suggested, memorizing every input, tool, technique and output in every process. I have a cheat sheet that you can memorize linked here. 

It will take a normal person about five hours to do so. If you are willing to spend the time on this, bring it with you in your mind and spend the first 10 minutes of your four hours taking the test transcribing this on the pieces of paper they give you. Then, when you are faced with these questions, look them up and you know you got another question right.

For those who’d rather spend their time doing other things, here are some hints:

Quite often, the test will ask you which of the following is not a tool or technique in a particular process. The first thing you need to do is decide if one of the answers is not even a tool or technique. You can determine that by looking at these two rules:

• Tools or Techniques = doing something
• Inputs or outputs = something you can hold

So if you look at an option, picture it in your mind. Is it something you do or something you can hold after someone has done something? If it is the former, it's a tool or technique. If the latter, its either an input or an output. 

Let's look at an example randomly flipped to in the PMBOK. Here is the Perform Qualitative Risk Analysis Process.

Inputs 

• Risk Management Plan
• Scope Baseline
• Risk Register
• Environmental Enterprise Factors 
• Organizational Process Assets

Tools & Techniques

• Risk Probability and Impact Assessment
• Probability & Impact Matrix
• Risk Data Qualification Assessment
• Risk Categorization
• Risk Urgency Assessment
• Expert Judgment

Outputs 

• Project Document Updates

Do you see how the Tools and Techniques groups are things you do? Assessments, Filling out a Matrix, using Expert Judgment, Categorizations. 

This trick won't help in all cases but it should narrow your choices to one in half of those types of questions. 

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor, Feb 10, 2014

Dear PM Advisor,

I struggle with all the Earned Value Formulae. Any hints for making this portion of the PMP test easier to study for?

Can’t see the value in Albuquerque

Dear Can’t,

Once you struggle with the more philosophical questions on the PMP exam you’ll see the calculations like those Earned Value ones as a breath of fresh air. But first let me give you some hints to make these easier for you.

You are usually given some numbers and asked to calculate the rest. I’m going to assume you know some elementary Algebra before you take the test. Here are the three numbers you are usually given: Planned Value (PV), Actual Cost (AC) and Earned Value (EV). If they are evil they will give you one of the below calculations and you will need to use that basic Algebra to determine the missing number from above. Either way, you’ll need to remember the following formulae and below I’ll show you the easy way to do this.

There are four rules to remember:

1. EV always come first in the calculation
2. AC goes with anything that says Cost
3. Negative Variances are always bad
4. Indexes less than 1.0 are always bad

So let’s use these rules. You are asked to calculate Cost Variance. You get Variances by subtracting one number from another. Rule 1 says EV always goes first. Rule 2 says AC goes with any Cost calculation.

Thus CV = EV –AC  Simple, right?

What does that leave you with for Schedule Variance?  EV goes first, Rule 2 is not in effect so the only thing left to put in the equation is PV.

Thus SV = EV – PV

The same two rules apply for the Index calculations.

Cost Performance Index requires EV to go first, only this time the EV goes in on top of the line. We’re talking about cost so AC goes on the bottom.

Thus CPI = EV/AC

Schedule Performance Index, SPI, must use PV since that’s all that’s left.

Thus SPI = EV/PV

Rules 3 and 4 help you convert formulae into reality. If you have a negative SV, you are behind schedule. A negative CV means you are OVER budget. Don’t get confused by the negative number. Negative is bad, being over budget is bad.

Same with the indexes. Less than 1 is bad so a SPI of 0.8 means you are behind schedule. Over 1.0 is good so a CPI of 1.2 means you are UNDER budget.

Remembering these hints will help you with about 5 of the 200 questions you will be faced with. For the one or two questions that require TCPI or ETC, you just have to memorize the formulae. More on these in a future post.

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor, Feb 3, 2014

Dear PM Advisor,

What’s a WBS Dictionary and how do you use it?

Poor Speller in Chicago

Dear Poor Speller,

The Work Breakdown Structure (WBS) is the oldest tool in the Project Manager’s toolkit and one of the more graphic ones. It is the first opportunity for the PM to express his style as he shows the way he intends to organize the project. Will he organize it by phase, function, or deliverable? How many levels will he go before work starts to be done? I always love watching the way a PM drafts his WBS; it is a look into his mind.

One thing about a graphic tool such as a WBS: there is no room for paragraphs or even sentences. Nouns and adjectives are all you have room to work with. And sometimes a chunk of work requires more than that to allow those executing the work to know what needs to be done. That’s where the WBS Dictionary comes in. It is a tool that provides more detail around a piece of work that is in the WBS. Not every WBS element must be defined, just those that need it.

I don’t strictly use a WBS Dictionary as a stand-alone tool. But when I enter WBS elements into the Gantt chart, I’ll use the Notes tab on that line to enter additional details.

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Jan 20, 2014

Dear PM Advisor,

I'm looking at the different organizational structures in the PMBOK and I'm having a hard time distinguishing between weak, strong and balanced matrix. They all look alike to me.

Stuck in the Matrix. Hartford, CT.

Dear stuck in the matrix,

They do look similar so let me highlight the differences for you. First you need to recognize the PMI's bias on this. That's important since they wrote the PMBOK and write the test questions pertaining to this topic. They believe that in the best possible world, every organization has a PMO, a Project Management Office staffed with fully trained Project Managers. Thus, in Matrix organizations, the best or strongest version has the PMs coming out of the PMO. Like this:

The other extreme, as far as the PMI is concerned, is when a person is in a functional department not called a PMO, like R&D or Marketing, and she doesn't even have the title of Project Manager. That they consider a Weak Matrix:

In between the two extremes is a balanced matrix structure where the person managing the project doesn't report to the PMO but at least has the title of Project Manager:

The PMI uses different terminology than I, referring to the level of authority and influence wielded by the Project Manager. But if you're trying to pass the PMP exam, my explanation might work better. 

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

Dear PM Advisor. Nov 11, 2013

Dear PM Advisor,

I'm currently unemployed and want to boost my resume to increase my chances of being hired as a Project Manager. The state of New Jersey is offering me money to get some training. Would you suggest taking a training course in Project Management or a PMP prep course?

Novice in Morristown, NJ

Dear Novice,

The two different courses you mention serve two very different purposes. I teach both so I can provide a perspective.

A PMP Prep class will help you memorize the terminology, tools, inputs and outputs, processes and knowledge areas that comprise Project Management accourding to the Project Management Institute, (PMI). While you'll learn a lot of cool stuff, you won't know when to use the tools. More and more companies are asking for the certification so it will look good on your resume.

A course in Project Management will tell you when to use the tools and give you practice in using them. A good course will use all the PMI terminology so there is no confusion when you use the terminology with others. When you're hired as a Project Manager, you will be expected to know these skills.

If you are fortunate, you can take both courses. In that case, take the PM course first and learn how to use the tools, then add those formal training hours to those you need to sit for your PMP test. Then take the PMP prep course, pass the PMP exam and your resume should be ready. You will not only have the certification but the knowledge of how to use the tools.

If you only have money for one or the other, take the PM course. It will help you more in the long run if you know how to use the tools than it will to have the certification but not the knowledge how to use the tools. You can always tell future employers that you are working on your certification. Then take the PMP Prep course later.

Good luck,

PM Advisor

Send your questions to Bruce@RoundTablePM.com

PMBOK 5th edition exam aid

Back in 2011 I posted some aids to help you study for the PMP exam. But the cheat sheet I asked you to memorize and recreate once you get into the exam room has been significantly obsoleted by the fifth edition of the PMBOK.

So I've created a new one for you. You need to print out page one on legal size paper. A3 should work for Europeans.

Get access to a word version of it by clicking on this link:

PMBOK 4 versus 5

So the PMBOK standard changed again, like it does every four years. Any major differences?

Looks like they made it bigger, no surprise there. 618 versus 497 pages. But the big difference can be spotted on the map. The matrix that shows the processes in Process Groups versus Knowledge areas has changed: See the new one below:

PMBOK edition 5. 2013

Compare this to the fourth edition:

PMBOK edition 4. 2008

So they have decided to add another knowledge area: Stakeholder management along with a couple more processes within this knowledge area.

They also added the plan process for the knowledge areas that lacked this in the past: Scope, Time and Cost. So I suppose it has become more standardized though I question if all these planning activities were needed in the first place. Do we really need to plan how to plan?

They did change some of the names of the processes so that it's easier to see that they fall under Monitoring and Control. Control Quality, Control Communications and Control Procurements versus Perform, Report or Administer.

But the tools, inputs and outputs have been radically changed. See this link to a new cheat-sheet for studying for your PMP exam. They have added 'Meetings' to the list of tools in about half of the processes. Really? Like we don't already have too many meetings? 

Anyway, prepare to take the new test starting in August. 

Dear PM Advisor. April 14, 2013

Dear PM Advisor,

What's TCPI?

Earned Value in Manhattan

Dear Earned Value,

Judging by your name, you are aware that TCPI is one of the calculations you use in Earned Value Management.It is pretty simply explained though a little more difficult to calculate. In general it means: What return do you need to get on your future project spends to ensure you complete the project on budget?

Let's look at a simple example.
Client is paying vendor $5,000 per document to create 10 documents over 10 weeks assuming 40 hours per week at $125 per hour.

5 weeks into the project, where are we? We expected 5 documents worth $25,000. Planned Value, PV = $25,000

However, only 4 documents turned over from vendor. Earned Value, EV = $20,000

And, the vendor billed client 240 hours for the generation of the four reports. Actual Cost, AC  = $30,000

So in this case we have a Cost variance, CV = EV - AC of $10,000
And we have a Schedule Variance, SV = EV - PV of $5,000

Cost Performance Index, the indication of how much value we are getting for every dollar spent is:
CPI = EV/AC = 20/25 = 0.80


In order for us to complete the project on budget, we need to have a To Complete Performance Index TCPI far enough above 1. The formula is: TCPI = (BAC-EV)/(BAC-AC) where BAC is Budget at Completion or the original project budget.

Let's see how this works in our example.
TCPI = (50-20)/(50-30) = 30/20 = 1.50

So on the above project, we need to get $1.50 for every future dollar spent to ensure we complete on budget. A tall order but one that sounds right given that we are already halfway through the project and spending a lot more than we were supposed to.

Good luck,

PM Advisor.

Send your questions to bfieggen@gmail.com

Dear PM Advisor. April 7, 2013

Dear PM Advisor,

What's the difference between Theories X, Y and Z management styles?

Algebra in Waltham, MA

Dear Algebra,

I remember getting this one wrong when I took my PMP exam 15 years ago. I since learned that McGregor has Theory X and Y. Ouchi is responsible for Theory Z.

You can take the time to read the full books here.

http://www.amazon.com/Theory-American-Business-Japanese-Challenge/dp/0380719444/ref=sr_1_1?s=books&ie=UTF8&qid=1365381048&sr=1-1&keywords=ouchi+theory+z

http://www.amazon.com/Human-Side-Enterprise-Annotated-Edition/dp/0071462228/ref=sr_1_2?ie=UTF8&qid=1365380899&sr=8-2&keywords=mcgregor+theory+x

Or just get the summaries on Wikipedia: X and Y or Z 

But, if all you want to do is pass the relevant questions on the PMP test, here is all you need:
Theory  Theorist              What is it?                                                                      
X: McGregor Managers have to stay on top of dishonest workers to make them work
Y: McGregor Workers are honest, managers can trust them to work unsupervised
Z: Ouchi         Provide workers with security and they will be loyal to management

You can remember this by the fact that the Japanese guy wants to treat workers like traditional Japanese companies did back in the 80's. And as far as X and Y is concerned, X is bad like when they X out bad singers in the Idol show.

Good luck,

PM Advisor.

Send your questions to bfieggen@gmail.com

PMBOK Process map

The latest PMBOK has a real lousy process map so I created my own. Here is a link to the PowerPoint version. Enjoy.

Dear PM Advisor. March 25th, 2013

Dear PM Advisor,

I've been taking PMP Practice tests and struggle with the scenarios where they ask what you should do. All the options seem to be good ideas. Any hints?

Puzzled in Manhattan.

Dear Puzzled,

The question formulators have typically left out one word: First.

I have found that when adding that word at the end of the sentence: What should you do first? the answer becomes more clear. Usually all the options are good but they want to know what is the first thing the PM should do given the scenario described previously.

This is not always the case, sometimes they have included the word first and you don't need to add it yourself.

But there also seems to be another trend the PMI wants. Whenever an option suggests talking to your boss, asking your boss, advising your boss of something bad, reject it. Let me make this clear. PMI says reject it, I don't. This has always seemed like a bad career choice to me. I always suggest keeping your boss informed and asking his/her advice. But, for some reason, the PMP exam wants you to solve all the problems within a vacuum.

This two pieces of advice should help you with 95% of the scenario questions.

1. Add the word: first. 
2. Reject any answer that suggests talking with your boss.

Good luck,

PM Advisor

Send your questions to bfieggen@gmail.com

Dear PM Advisor. March 4th, 2013

Dear PM Advisor,

I'm sitting for my PMP test soon and can't get straight which processes fit into the Execution group and which in Monitoring and Controlling. I've been a PM for a long time and know they both happen at the same time. But PMI want's you to know the difference. Do you have any hints for getting these questions right? I've taken a few practice tests and keep getting them mixed up. 

Executioner in Branchburg, NJ.

Dear Executioner,

I like to use homonyms to help me remember things like this. In this case, I remember that Measure starts with an M just like Monitor. So if the process includes some kind of measurement, it must fit in the Monitoring and Controlling group. You have to Measure in order to Report Performance or Verify Scope so it must be in this group. The other word is Control and that encompasses all the other processes like Control Costs, Schedule and Scope.

Execution consists of doing the work you planned in the previous phase. Monitoring and Controlling consists of Measuring the output of that work and Controlling the constraints. Of the six constraints on any project: Scope, Time, Cost, Quality, Resources and Risk, all but Resources have a Control Process in this group. I guess the PMI realized there is no controlling of resources.

So look for any aspect of Measurement within the tools used or the word Control within the process and you can be sure that the work falls in the Monitoring and Controlling Group. Otherwise, you are just doing the work, Executing.


Good luck,

PM Advisor

Send your questions to bfieggen@gmail.com

Dear PM Advisor. February 11, 2013

Dear PM Advisor,

I'm reading my PMBOK and it seems that every process has the same two inputs added to each: Enterprise Environmental Factors and Organizational Process Assets. As far as I can tell, these equate to Miscellaneous. What am I supposed to do with these? And how am I supposed to place these in my memory while I study for my PMP exam?

PMP Student in Manhattan, New York.

Dear PMP,

These two inputs are how PMI categorizes a lot of tools used within the organization and outside that are used on projects. The way you can think about them are that the Organizational Process Assets are tools that are stored within the Project Management Office (PMO) and  Enterprise Environmental Factors are stored outside this group. (My nemonic is Organizational = O = PMO and Enterpise = E = External)

What does this mean to you? Whenever there is a tool that should be stored by the PMO (assuming your company has such an entity or by some knowledgeable person if no PMO exists) this is an Organizational Process Asset. Examples of these would be templates for a Charter or Risk Register, WBS and Gantt charts from previous projects, lessons learned.

When the tool comes from outside the company, it's an Enterprise Environmental Factor. So government regulations, industry groups, etc. are clearly from this group. It gets confusing when it's a tool from within the company but outside the PMO, especially when you don't have a PMO. So picture yourself as a hoarder of project data, templates and processes. Would you keep this tool? If so, its an Organizational Process Asset. If not, it's an Enterprise Environmental Factor.

Another question that may come up on your PMP test regarding these may ask you if either of these is a tool in some process, an input in another or an output in a third. Remember that it is always an input. An output might be an update to one or more of these tools.
Good luck,

PM Advisor.

Send your questions to bfieggen@gmail.com

Dear PM Advisor. February 4th, 2013

Dear PM Advisor,

What is a 'Work Package?' Different people within my organization call it different things. Is it a part of an activity or a big collection of activities within the Work Breakdown Structure?

Two Minds in Brooklyn, New York.

Dear Two Minds,

The Project Management Institute has made a change in the last few years on its definition of a Work Package. The levels of a Work Breakdown Structure (WBS) used to be titled this from top to bottom:

Level 1: Project Name
Level 2: Tracks
Level 3: Deliverables
Level 4: Tasks
Level 5: Sub-tasks
Level 6: Work Packages

Now that they want you to conduct the Work Breakdown Structure and then define activities as a second step, here are the new levels:


Level 1: Project Name
Level 2: Tracks
Level 3: Deliverables
Level 4: Work Packages

Then you break down the Work Packages during Activity Definition into Activities. PMI doesn't want these activities showing up on the WBS so they define the Work Package as the lowest level on the WBS.

I'm not sure why they did this. But that's the way the PMI now wants it so, if you want to pass your PMP test, you need to know this terminology.

I still do my WBS the old fashioned way as shown above and do it in one shot unless the project is huge and needs to be broken down by different groups. Here's the method I use.

Good luck,

PM Advisor.

Send your questions to bfieggen@gmail.com

PMP Exam aids

A lot of my friends have asked advice about passing the PMP exam. One of the best pieces of advice I have is to memorize all the Project Management Processes, all the inputs, tool and techniques and outputs for these processes. This will get you 20% of the answers on this test.

To make it easier, I developed a cheatsheet that has all these handy. I ask people to transcribe this many times until they can do it from memory. Then they can transcribe it as soon as they get into the exam room onto the sheets of scratch paper the exam provides. After that, whenever you get some crazy question along the lines of : Is Risk Identification an input to Risk Monitoring, a tool and technique in Risk Identification, an output in Risk Qualification of all of the above, one can look at the sheet you transcribed and find the answer.

Help yourself to a copy of the full sheet here

A friend of mine, Brian O'Driscoll, created a set of flashcards to help memorizing the various formulae you'll be tested on. He has agreed to let me post these here also for your use.