PMP 2012 Print

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Proj_]t M[n[g_m_nt Tr[ining

ForPMPandCAPMCertification Training
Copyright2012CertSchool.com.Allrightsreserved. PMP,CAPM,PMBOK,PMIareRegisteredMarksofProjectManagementInstitute,Inc.
Cours_ Outlin_
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ExaminingProjectManagementFramework InitiatingaProject PlanningProjectWork

Part1:Baselines Part2:ManagementPlans
ExecutingProjectWork MonitoringandControllingProjectWork ClosingtheProject

1 PMP, CAPM, PMI, PMBOK are registered trademarks of Project Management Institute Inc.
Copyright 2012 CertSchool.com. All rights reserved PMP, CAPM Certification Training Slides
M__t th_ Instru]tor
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InstructorName Credentials Achievements
M__t th_ Instru]tor

AdityaChinni,
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MCA,PMP,SCPM,SCM,Prince2CertifiedPM,Sigma
CEO,CertSchool,iTroopConsulting 18+YearsITProgram/ProjectManagement 5YearsCSC,8yearsforSunMicroSystems 5YearsatHCLIndia

Engineer,Architect,Developer TeamManager,MaintenanceManager Sr.Manager
Applications:
SunDownloadCenter SunStoreECommerce UtilitiesERPImplementation UtilitiesLargeRedistrictingProject(Construction,Telecom,&IT)
T_[m Introû]tion
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Name,Education,#Yearsofexperience Whatisyourrole HowPMPcanhelpyou?
@\out C_rtS]hool
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CertSchoolisaccreditedbyPMIasaGlobalRegisteredEducation Provider AsapartofRegisteredEducationProvidersqualificationprocess CertSchoolpassedarigorousreviewofcontent,material,design anddeliveryofeducationproductsbyPMI CertSchoolwasfoundedin2003totrainprojectmanagersto effectivelymanageprojects CertSchoolswiderangeoftrainersincludeprojectmanagers, functionalmanagerandgeneralmanagersandindustryexperts fromfortune10companies.
@\out th_ _x[m: PMP Eligi\ility
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Meet 3requirementstoappearfortheexam Education PMExperience

7500HoursofProject ManagementPractice
PMEducation
HighSchool
Minimum5Yearsof totalexperience 4500HoursofProject ManagementPractice
35Hours
Degree
Minimum3Yearsof totalexperience
35Hours
@\out th_ _x[m: C@PM Eligi\ility
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Education & HighSchool
Anyoneofthefollowing2requirements PMExperience
1500HoursofProject ManagementPractice
PMEducation OR
23Hours
PMP @ppli][tion Cost
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Yes
PMI Member? Fee: $129
No
MEMBER Exam Fee: $405 ReExam Fee: $275
NON MEMBER Exam Fee: $555 ReExam Fee: $375
C@PM @ppli][tion Cost
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Yes
PMI Member? Fee: $129
No
MEMBER Exam Fee: $225 ReExam Fee: $150
NON MEMBER Exam Fee: $300 ReExam Fee: $200
PMP Ex[m Form[t
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200Questions(FourOption,MultipleChoice),includes25pretest questions
Thatmeans175Questionsformarking
61%(106/175)MinimumtoPass 70%123/175isRiskFreescore 4HoursMaximumTimeAllowed 1m12Sec.perQ

Domain
Initiation Planning Execution Monitoringandcontrol Closing
%ofQuestions
13% 24% 30% 25% 8%
#ofQuestions
23 42 52 44 14
61%
14 26 32 27 9
70%
16 29 36 31 10
Total
100%
175
106
123
C@PM Ex[m Form[t
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150Questions(FourOption,MultipleChoice) includes15pretestquestions 65%(88/135)MinimumtoPass 3HoursMaximumTimeAllowed Pass/Failavailablewhencomplete
C@PM Ex[m qu_stions îstri\ution
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KnowledgeArea 1 2 3 4 5 6 7 8 9 10 11 12 Introduction ProjectLifecycle PMIProcesses IntegrationManagement ScopeManagement TimeManagement CostManagement QualityManagement HRManagement CommunicationsManagement Risk Procurement
% of Questions 4% 4% 11% 11% 11% 11% 9% 7% 7% 7% 11% 7%
# ofquestions 6 6 15 15 15 15 12 9 9 9 15 9
PMP Stu^y Pl[n
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C@PM Stu^y Pl[n
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3 Roun^s of Ex[m
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Round1 (EasyQuestions) 110 1120 2130
Round2
(KnowtheseQuestions)
Round3 (HardestQuestions)
191200
Qu_stion Ch[r[]t_risti]s
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Thefollowingarethedifferentcharacteristicsandcomponentsyoumust recognizewheninterpretingquestions,especiallythesituationalones.
Noise Weusethiswordtoreferenceinformationthathasnovalueor bearinginaquestion.Wecallit"noise"becauseitiscontentthathas beeninsertedtodistractyouintheexamenvironment.Wealsocall suchcontent"disinformation." TheexamtypicallyusesPMIterminology.Aquestioncouldhaveone possibleanswercommonlyconnectedwiththequestionbutnotPMI terminology.AnotherpossibleanswerusesthePMIterminologyfor thecommondescription(e.g.,budgetatcompletionvs.budget).In thisexample,ifyouansweredbudget"becauseyouweren'tfamiliar withthetruedefinitionofbudgetatcompletion,"youaretechnically wrongbecausebudgetatcompletion"isthebetteranswer.
Common Terminology
Qu_stion Ch[r[]t_risti]s [n^ Compon_nts (]ont.)
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TooMuch Information (TMI)
Theexamcouldpresentquestionsthatcontainagreatdealofinformation. Forexample,youmightencounterasituationalquestioninwhichanumberof variablesarethrownatyou,suchastime,cost,scope,andquality.Lookat eachvariableandseehowitrelatestowhatthequestionisasking.For example,ifyouaregivenvariablesassociatedwithtime,quality,andscope, andtheyareallgood,ornotenoughinformation,andthecostvariablelisted showsthatyouareoverbudget,thenthatvariableislikelytheoneyouare concernedabout. Theexamcouldpresentquestionsthathaveanansweroranswersthatare fromawrongKnowledgeAreaorfromthecorrectKnowledgeAreabutthe answeristooearlyorlateintheprocesstobeacceptable.Questionscould havereferencesto"whatwouldyoudo(first,last,before,after)this."Inthis case,morethanoneanswerisinthegeneralrange,butonlyoneiscorrect.
WrongArea,or WrongPointin Time
Qu_stion Form[ts
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Theexamusesanumberofquestionformats.Someofthequestionsusemultiple formats.Understandingoftheformatshelpsyoudissectthequestionandthe availableanswers.Herearesomeformats: Select questions Chicken or the egg (sequence) Select NOT/EXCEPT questions All (or a combination of) the answers None of the answers
QuestionFormat Select Description Thisislikelythemoststraightforwardquestionformatonthe exam.Itsimplyasksyoutoselectthebestanswer.Beaware, however,becauseitcanalsoincludeotherquestionformats, includingtheChickenortheEggformatquestions. Example Amilestonehaswhatduration? A.1day B.0(noduration)(Correct) C.1hour D.8hours
Situational Calculation
Qu_stion Form[ts (]ont.)
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QuestionFormat SelectNOT/EXCEPT
Description Forthisthetypeofquestion,youmustselectthe answerthatdoesnotapply.Generally,thisquestion typeisnotabigdealunlessyouhavealreadyhit"the wall"thatwediscussedintheexamenvironmentpart ofthisbook.Thekeytohandlingthistypeofquestion istodeterminewhichthreeanswerselectionshave somethingincommon.Thefourthanswerselectionis theexceptionandtheanswertochoose.
Example Allthefollowingareareasof communicationmanagement except A.ManageStakeholders Expectations B.ReportPerformance C.QuantitativeAnalysis(Correct) D.DistributeInformation
All(oraCombination Withthisquestionformat,all oracombination of theanswersareacceptable.Themainthingtoconsider oftheAnswers) isthatthereisn'tabadchoice.Theoddsarethatiftwo oftheanswers(otherthanAlltheanswers")look good,sowillthethird.
Whichofthefollowingareareasof riskmanagement? A.IdentifyRisk B.PerformQuantitativeRiskAnalysis C.PlanRiskResponses D.Alltheanswers(Correct)
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QuestionFormat NoneoftheAnswers
Description Withthisformat,everyavailableanswer(otherthan "noneoftheabove")failstoapplytothequestion.You mustevaluateeachanswertodetermineitsrelevant KnowledgeArea.IftherelevantKnowledgeAreafor eachanswerliesoutsidethescopeofthequestion, thennoneoftheanswersapplies.
Example WhatKnowledgeAreaispartofthe tripleconstraint? A.Communications B.Procurement C.ProfessionalandSocial Responsibility D.Noneoftheanswers(Correct)
ChickenortheEgg
Withthisformat,morethanoneanswerisacceptable. Thekeyistounderstandtheirorder whatcomesfirst (last,before,oraftersomethingdependingonwhatthe questionisasking).Inthiscase,lookatwhatthe questionisaskinganddeterminethebestanswer basedonthetimelineoftheanswers.
WhatcomesbeforeEstimateActivity Durations? A.SequenceActivities B.EstimateActivityCosts C.DefineActivities(Correct) D.ProjectPlanDevelopment
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QuestionFormat Situational
Description Thisquestionformatisprobablythemostchallenging, andtheexamwillincludeatleast75questionsusing thisformat,someincombinationwithotherformats. ThisquestionformatexpectsyoutoleverageyourPM experienceandunderstandingofthePMBOKGuide andthePMIwayofthinking.
Example
You'vetakenoveranexistingproject anddiscoverthatithassuffered majorscopecreepbecausethe formerProjectManagercouldn'tsay notothesponsor,anditlacked enoughsupportingdocumentation. Typically,youwillseeaChickenortheEgg(whatcomes Whatdocumentdoyoufirstwantto see(orcreateifitdoesn'texist) first) withwhomdoyoucommunicateregardinga project,orwhatisyournextactionontheproject.Keys abouttheprojectfoundation? A.RiskList tosuccessinthisareaaretounderstandthechartin B.ProjectCharter(Correct) theFrameworkareaofthisbook,plusthekeyrole C.CommunicationsPlan playersinthemethodology. D.Budget
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QuestionFormat Calculation
Description ThisquestionformattypicallyfallsundertheSelector theNoneoftheAbove(sometimes"notenough information")formats.Ifyouknowtheformulasforthe exam,youshouldn'thaveaproblemwithcalculation questions.Insome,youcouldencounterpossible answersthat"addup"correctlyifyoudon'tknowthe formula,butattempttoreverseengineerthequestion. Anexample:youaretocalculateCPI(divideEVbyAC). Youhaveincorrectanswersthattotalothercalculations aswell(SV,SPI,CV,orothers).Itisnotuncommonfor theexamtohavequestionsthatdonotgiveyou enoughdata,suchasfuturevalueorpresentvalue. Therefore,itisimportantthatyouknowallthe componentsofaformula.
Example WhatistheCPIforthefollowing data?AC=$200,PV=$400,EV=$200, BAC=$1,000 A.$200 B.$200 C.1.0(Correct) D.0.5
Proj_]t M[n[g_m_nt Bo^y of Knowl_^g_, (PMBOK Gui^_) Fourth Eîtion
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3parts
Part1:IntroductionFramework(2Chapters) Part2:ProcessGroups(1Chapter) Part3:KnowledgeAreas(9chaptersstartingfrom4)
Processes 42
Initiation 2 Planning 20 Execution 8 MonitoringandControl 10 Closing 2
PMBOK GuidewasadoptedbyANSI(1999)asanAmericanStandardforProjectManagement.TheFourth Editionwasissuedin2008.
Pro]_ss
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(Inputs, Tools [n^ T_]hniqu_s, [n^ Outputs)
Aprocessisasetofinterrelatedactionsandactivities performedtoachieveaprespecifiedproduct,result,or service. Eachprocessischaracterizedbyitsinputs,thetoolsand techniquesthatcanbeapplied,andtheresultingoutputs

DefinitionsfromProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage37
How to m[n[g_ Proj_]t & Ph[s_s
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ProjectLifecycle
PMI ProcessGroups ForProject Management
ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage6
4 Lif_ Cy]l_s
Corporate or Business Life Cycle
Policy Identify Planning Needs Project Realization Conception Product In Service
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Dispose
Product Life Cycle

Feasibility Acquisition Operations Dispose
Concept
Develop
Implement
Closeout
Project Life Cycle
PMI Process groups Used to manage each phase

PMIsdefinitionoftheprojectmanagement isbased42processesgroupedinto5 ProcessGroupsand9knowledgeareas
Copyright2012CertSchool.com.Allrightsreserved. PMP,CAPM,PMBOK,PMIareRegisteredMarksofProjectManagementInstitute,Inc. ProjectManagementBodyofKnowledge(PMBOK) Guide FourthEditionPage6
Ph[s_-to-Ph[s_ R_l[tionships in [ Proj_]t
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Projectsthataremultiphasedfollowsequential process. Phasetophaserelationshiptypes:

Sequential Overlapping Iterative
Factorsthatdecidethetypesofrelationshipsin betweenphases:
Levelofcontrol Effectiveness Degreeofuncertainty
Proj_]t M[n[g_m_nt Pro]_ss Groups
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ProcessGroup
Description Thoseprocessesperformedtodefineanewprojectoranewphaseof anexistingprojectbyobtainingauthorizationtostarttheprojectorphase. Thoseprocessesperformedtoestablishthetotalscopeoftheeffort, defineandrefinetheobjectives,anddevelopthecourseofactionrequiredtoattain thoseobjectives Thoseprocessesperformedtocompletetheworkdefinedintheproject managementplantosatisfytheprojectobjectives. Thoseprocessesrequiredtotrack,review,andregulatetheprogressand performanceoftheproject,identifyanyareasinwhichchangestotheplanare required,andinitiatethecorrespondingchanges ThoseprocessesperformedtofinalizeallactivitiesacrossallProject ManagementProcessGroupstoformallyclosetheprojectorphase.
Initiating
Planning
Executing Monitoringand controlling Closing
GlossarydefinitionsfromProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage39
Knowl_^g_ @r_[s
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Overviewofprojectmanagement knowledgeareasandprojectmanagement processesbasedonProjectManagement BodyofKnowledge(PMBOK)Guide FourthEditionPage43
Pro]_ss Ch[rt
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5ProcessGroups
Initiation Planning Execution Monitoring &Control Closing
Integration Scope
9KnowledgeAreas
Time Cost Quality HR Communication Risk Procurement

Overviewofprojectmanagementknowledgeareasandprojectmanagementprocessesbasedon ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage43
42Process Refer:PMBOKGuidePage43
Proj_]t M[n[g_m_nt Pro]_ss Ch[rt

ProjectManagementProcessGroups KnowledgeAreas InitiatingProcessGroup ProjectIntegration Management ProjectScope Management DevelopProjectCharter Planning ProcessGroup DevelopProjectManagementPlan CollectRequirements DefineScope CreateWBS DefineActivities SequenceActivities EstimateActivityResources EstimateActivityDurations DevelopSchedule EstimateCosts DetermineBudget PlanQuality PerformQualityAssurance AcquireProjectTeam DevelopProjectTeam ManageProjectTeam DistributeInformation ManageStakeholderExpectations ReportPerformance Executing ProcessGroup DirectandManageProjectExecution
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Monitoring&ControllingProcessGroup MonitorandControlProjectWork PerformIntegratedChangeControl VerifyScope ControlScope
ClosingProcess Group CloseProjector Phase
ProjectTime Management
ControlSchedule
ProjectCost Management ProjectQuality Management ProjectHuman Resource Management Project Communications Management
ControlCosts PerformQualityControl
DevelopHumanResourcePlan
IdentifyStakeholders
PlanCommunications PlanRiskManagement IdentifyRisks PerformQualitativeRiskAnalysis PerformQuantitativeRiskAnalysis PlanRiskResponses PlanProcurements
ProjectRisk Management
MonitorandControlRisks
Project Procurement Management
ConductProcurements
AdministerProcurements
CloseProcurements
BasedondatafromProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage43
Project Framework
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Proj_]t Fr[m_work
UnderstandProject,Programs,Portfolios, PMOs,andOrganizationalStructures
Proj_]t D_finition
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(Comp[r_ Op_r[tions)
Projectis:
Aworkundertakentoproduceuniqueproduct,serviceoraresult Temporaryinduration,meansclearlydefinedbeginningandfinishdates.ProjectshouldEND whenProjectobjectives aremetorcantbemetoreventhoserequirementsarenolongerrequired. Temporarydoesntmeanshortinduration
Projectscanalsohavesocial,economic,andenvironmentalimpactsthatfaroutlasttheprojects themselves ProjectExamples:

SettingupnewbusinessOrConstructingBuildings,Roads,monumentssoon..OrSettingupITnetworks,Computer systems,websitessoon..OrMarketingcampaignsOrRuralEducationalProgram Everyprojectcreatesauniqueproduct,service,orresult
Anongoingworkeffortisgenerallyarepetitive processbecauseitfollowsanorganizationsexisting procedures Anindependentlymanageablecomponentofan existingprojectiscalledSubProject
ReferenceProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage: 5
Project Framework
Proj_]t M[n[g_m_nt
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Projectmanagementistheapplicationofknowledge,skills,tools, andtechniquestoprojectactivitiestomeettheproject requirements. Projectmanagementisaccomplishedthroughtheappropriate applicationandintegrationofthe42logicallygroupedproject managementprocessescomprisingthe5ProcessGroups Managingprojectstypicallyinvolves: Scheduling.

Identifyingrequirements. Establishingobjectives. BalancingProjectconstraintsincludingScope,Schedule,Budget, Quality,RisksandResources Addressingtheconcernsandexpectationsofthestakeholders.
D_liv_ry [lign_^ to Org[niz[tion
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Mission
Portfolio
Strategy
Program
Projects
Project
Organizationsarebuildwithamission.Theydevelopseveralstrategiestoachieve thosemission.SeveralProjectsareinitiatedtoachieveeachstrategy Todeliverthoseprojectsaprojectmanagementorganizationshouldbedeveloped. ThedeliveryorganizationsshouldbegovernedbyPortfolioandProgram ManagementPrinciples.

Project Framework
R_l[tions
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Portfolio
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Aportfolioreferstoacollectionofprojectsorprogramsandother workthataregroupedtogethertofacilitateeffectivemanagement ofthatworktomeetstrategicbusinessobjectives Portfoliomanagementreferstothecentralizedmanagementofone ormoreportfolios,whichincludesidentifying,prioritizing, authorizing,managing,andcontrollingprojects,programs,and otherrelatedwork,toachievespecificstrategicbusinessobjectives Successismeasuredintermsofaggregateperformanceofportfolio components.Portfoliomanagersmonitoraggregateperformance andvalueindicators
Portfolio Sub Portfolios
Highlevel Programs
Programs
Projects
Other Work
Project Framework
Progr[ms
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Aprogramisdefinedasagroupofrelatedprojectsmanagedina coordinatedwaytoobtainbenefitsandcontrolnotavailablefrom managingthemindividually. Programsmayincludeelementsofrelatedworkoutsidethescope ofthediscreteprojectsintheprogram.Aprojectmayormaynot bepartofaprogrambutaprogramwillalwayshaveprojects Programmanagementisdefinedasthecentralizedcoordinated managementofaprogramtoachievetheprogramsstrategic objectivesandbenefits.Projectswithinaprogramarerelated throughthecommonoutcomeorcollectivecapability. Iftherelationshipbetweenprojectsisonlythatofasharedclient, seller,technology,orresource,theeffortshouldbemanagedasa portfolioofprojectsratherthanasaprogram. Programmanagementfocusesontheprojectinterdependencies andhelpstodeterminetheoptimalapproachformanagingthem.
Proj_]t M[n[g_m_nt Offi]_ (PMO)
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Aprojectmanagementoffice(PMO)isanorganizationalbodyassignedtothecentralizedand coordinatedmanagementofthoseprojectsunderitsdomain.TheresponsibilitiesofaPMOcan rangefromprovidingprojectmanagementsupportfunctionstoactuallybeingresponsibleforthe directmanagementofaproject. APMOmaybedelegatedtheauthoritytoactasanintegralstakeholderandakeydecisionmaker duringthebeginningofeachproject,tomakerecommendations,ortoterminateprojectsortake otheractionsasrequiredtokeepbusinessobjectivesconsistent. ThePMOmaybeinvolvedintheselection,management,anddeploymentofsharedordedicated projectresources. AprimaryfunctionofaPMOistosupportprojectmanagersinavarietyofwayswhichmayinclude:
ManagingsharedresourcesacrossallprojectsadministeredbythePMO; Identifyinganddevelopingprojectmanagementmethodology,bestpractices,andstandards; Coaching,mentoring,training,andoversight; Monitoringcompliancewithprojectmanagementstandards,policies,procedures,andtemplatesviaproject audits; Developingandmanagingprojectpolicies,procedures,templates,andothershareddocumentation (organizationalprocessassets);and Coordinatingcommunicationacrossprojects.
Project Framework
Proj_]t St[k_hol^_rs
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Personororganizationwhohasabusinessinterestintheoutcomeofa projectorwhoisactivelyinvolvedinitswork. Stakeholdersare2categories,PositivestakeholdersandNegative stakeholders

Stakeholderswhoseinterestsarepositivelyimpactedbytheprojectandthose whoinfluenceprojectspositivelyarepositivestakeholders Stakeholderswhoseinterestsarenegativeimpactedbytheprojectandthose whoinfluenceprojectsnegativelyarenegativestakeholders
Example:TheNewYorkYankeesproposed$800millionBronx stadium, 2006.Stakeholdersinclude:

Staff,management,andownersofthe NewYorkYankees MajorLeagueBaseball Chambersofcommerce, Localandstatewideelectedofficials Engineers,architects,andconstructionworkers Fans,Localresidents
G_n_r[l Ch[r[]t_risti]s of [ Proj_]t Lif_ Cy]l_

Projectsdifferanddisplaycertaincommoncharacteristics. Atthebeginning,costandstaffinglevelsarelow. Reachesthepeakonceworkiscarriedout. Dropsrapidlyuponprojectcompletion.
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Stakeholderinfluences,uncertainties,andrisksare:
Highatprojectstart. Lowatprojectend.
ImpactofVariableBasedonProjectTimeimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage17
Project Framework
Progr_ssiv_ El[\or[tion
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Successivelayersofdetailareaddedtotheplans. Deliverablesfromonephaseareapprovedbefore workbeginsonthenextphase. Aphasemaybeginbeforeapprovingthe deliverablesofapreviousphaseifrisksare acceptable. Providesgreaterlevelofdetailastheproject progresses.
Detailisaddedtoplansinprogressiveelaboration
Ent_rpris_ Environm_nt[l F[]tors
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Enterpriseenvironmentalfactorsrefertobothinternalandexternalenvironmental factorsthatsurroundorinfluenceaprojectssuccess. Enterpriseenvironmentalfactorsmayenhanceorconstrainprojectmanagement optionsandmayhaveapositiveornegativeinfluenceontheoutcome. Theyareconsideredasinputstomostplanningprocesses. Examplesinclude:

Organizationalculture. Governmentorindustrystandards(e.g.,productstandards,qualitystandards) Infrastructure(e.g.,existingfacilitiesandcapitalequipment) Existinghumanresources Marketplaceconditions. Stakeholderrisktolerances. Politicalsituations. Companyworkauthorizationsystems Projectmanagementinformationsystems(PMIS)
Project Framework
Org[niz[tion[l Pro]_ss @ss_ts
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Organizationalprocessassetsincludeanyorallprocessrelatedassets,fromanyorallofthe organizationsinvolvedintheprojectthatcanbeusedtoinfluencetheprojectssuccess. Theseprocessassetsincludeformalandinformalplans,policies,procedures,andguidelines. Organizationalprocessassetsmaybegroupedintotwocategories

1. ProcessesandProcedures
Organizationalstandardprocessessuchasstandards,policies,standardproductandprojectlifecycles,andquality policiesandprocedures Templates,GuidelinesandFinancialcontrolsprocedures Organizationcommunicationrequirements Issue,defectmanagementproceduresandChangecontrolprocedures Riskcontrolprocedures,includingriskcategories,probabilitydefinitionandimpact Proceduresforprioritizing,approving,andissuingworkauthorizations. Processmeasurementdatabases Projectfiles(e.g.,scope,cost,schedule,andperformancemeasurementbaselines,riskregisters,plannedresponse actions,anddefinedriskimpact), Historicalinformationandlessonslearnedknowledgebases(e.g.,allprojectclosureinformation) Issueanddefectmanagementdatabasescontainingissueanddefectstatus,controlinformation,issueanddefect resolution,andactionitemresults, Configurationmanagementknowledgebasescontainingtheversionsandbaselines Financialdatabasescontaininginformationsuchaslaborhours,incurredcosts,budgetsandanyprojectcostoverruns.
2.
CorporateKnowledgeBase

Th_ PMI Co^_ of Ethi]s [n^ Prof_ssion[l Conû]t
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PMIexpectsallProjectManagementPractitionerstoadhereto4 valuesanddoonlyRIGHTandHONARABLEthings PMIexpectsallProjectManagementPractitioners tosethigh standardsinallaspectsoftheirlivesatwork,athome,andin servicetotheprofession PMIbelievesthatPractitionersadheringtoconductbecome betterProjectManagementprofessionals PMIs4coreValuestobeconsideredare:

Responsibility Respect Fairness Honesty
BasedonPMICodeofEthicsandProfessionalConduct At:http://www.pmi.org/en/AboutUs/Ethics/~/media/PDF/Ethics/ap_pmicodeofethics.ashx
Project Framework
1. R_sponsi\ility
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ResponsibilityisPractitioners dutytotakeownershipforthedecisionstheymakeorfailtomake,the actionstheytakeorfailtotake,andtheconsequencesthatresult Standardsconsideredare:

Practitionersshouldmakedecisionsinthebestinterestsofsociety,publicsafety,andtheenvironment Practitionersacceptsonlythoseassignmentsthatareconsistentwiththeirbackground,experience,skills,and qualifications
Practitionersneedtoprovidegapsistheirqualificationstostakeholderssothatstakeholderscanmakeinformeddecisions Practitionersbidonlywhentheircompaniesarefullyqualifiedtothework
Practitioners fulfillthecommitmentsthattheyundertake Practitionerswilldoexactlyaswhattheysaythattheywilldo Whenerrorsoromissionsaremade,Practitionerswilltakeownershipandmakecorrectionspromptly Practitionersprotectproprietaryorconfidentialinformation Practitionersreportunethicalorillegalconducttoappropriatemanagement

Examplesofillegalbehavior:theft,fraud,corruption,embezzlement,orbribery.Abusingphysicalorintellectualproperty ofothersisillegalbehavior.Assistingillegalactivitiesofothersisalsoconsideredasillegal. FootNote:ManypeopleconsiderreportingtoPMIisnecessarywhentheyfindillegalactivities.PMIisnotawatchdogof allillegalactivities.AppropriateManagementsuggeststofollowtheorganizationalreportinghierarchylikeimmediate managersorHRDepartmentoftheirorganization.
Practitionersonlyfileethicscomplaintswhentheyaresubstantiatedbyfacts
2. R_sp_]t
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ItisPractitionersdutytoshowhighregardtothemselvesand resourcesentrustedtothem.Resourcesmayincludepeople, money,reputation,thesafetyofothers,andnaturalor environmentalresources. StandardsInclude

Practitionerslistentootherspointsofview,seekingtounderstand them Practitionersapproachdirectlythosepersonswithwhomtheyhavea conflictordisagreement Practitionersconducttheirnormalbusinessinaprofessionalmanner, evenwhenitisnotreciprocated
Practitionersavoidthemselvesengagingingossipandavoidmakingnegative remarkstoundermineanotherpersonsreputation
Practitionernegotiateinagoodfaithanddonotexercisethepowerof theirexpertiseorpositiontoinfluencethedecisionsoractionsof othersinordertobenefitthempersonallyatothersexpense

Project Framework
3. F[irn_ss
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FairnessisPractitionersdutytomakedecisionsandactimpartiallyandobjectively. Theirconductmustbefreefromcompetingselfinterest,prejudice,andfavoritism Standardsinclude:

Practitionersdemonstratetransparencyintheirdecisionmakingprocess Practitionersconstantlyreexaminetheirimpartialityandobjectivity,takingcorrectiveaction asappropriate Practitionersprovideequalaccesstoinformationtothosewhoareauthorizedtohavethat information Practitioners makeopportunitiesequallyavailabletoqualifiedcandidates Practitionersproactivelyandfullydiscloseanyrealorpotentialconflictsofinteresttothe appropriatestakeholders Practitionersrefrainfromdecisionmakingprocesswhenthereisarealconflictofinterestuntil theymadefulldisclosureoftheconflictofinterest Practitionersdonothireorfire,rewardorpunish,orawardordenycontractsbasedon personalconsiderations,includingbutnotlimitedto,favoritism,nepotism,orbribery Practitionersdonotdiscriminateagainstothersbasedon,butnotlimitedto,gender,race,age, religion,disability,nationality,orsexualorientation
4. Hon_sty
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HonestyisPractitionersdutytounderstandthetruthandactinatruthful mannerbothintheircommunicationsandintheirconduct StandardsInclude:

Practitionersearnestlyseektounderstandthetruth Practitionersshouldbetruthfulintheircommunicationsandintheirconduct Practitionersshouldprovideaccurateinformationinatimelymanner Practitioners makecommitmentsandpromises,impliedorexplicit,ingood faith Practitioners strivetocreateanenvironmentinwhichothersfeelsafetotell thetruth Practitionersdonotengageinorcondonebehaviorthatisdesignedto deceiveothers,includingbutnotlimitedto,makingmisleadingorfalse statements,statinghalftruths,providinginformationoutofcontextor withholdinginformationthat,ifknown,wouldrendertheirstatementsas misleadingorincomplete Practitionersdonotengageindishonestbehaviorwiththeintentionof personalgainorattheexpenseofanother
Project Framework
Gloss[ry of T_rms
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AbusiveManner: Conductthatresultsinphysicalharmorcreatesintensefeelings offear,humiliation, manipulation,orexploitationinanotherperson. ConflictofInterest: Asituationthatariseswhenapractitionerofproject managementisfacedwithmakingadecisionordoingsomeactthatwillbenefit thepractitioneroranotherpersonororganizationtowhichthepractitionerowes adutyofloyaltyandatthesametimewillharmanotherpersonororganizationto whichthepractitionerowesasimilardutyofloyalty.Theonlywaypractitioners canresolveconflictingdutiesistodisclosetheconflicttothoseaffectedandallow themtomakethedecisionabouthowthepractitionershouldproceed. DutyofLoyalty: Apersonsresponsibility,legalormoral,topromotethebest interestofanorganizationorotherpersonwithwhomtheyareaffiliated. Practitioner: Apersonengagedinanactivitythatcontributestothemanagement ofaproject,portfolio,orprogram,aspartoftheprojectmanagementprofession.
Int_rp_rson[l Skills
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Abilitytoworkharmoniouslyandefficiently. Interpersonalskillsinclude:
Leadership. Teambuilding. Motivation. Communication. Influencing. Decisionmaking. Politicalandculturalawareness. Negotiation.
AppendixGfrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEdition417 421
Project Framework
L_[^_rship Skills
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Leadershipinvolvesfocusingtheeffortsofagroupofpeopletowardacommon goalandenablingthemtoworkasateam. Leadershipistheabilitytogetthingsdonethroughothers.Respectandtrust, ratherthanfearandsubmission,arethekeyelementsofeffectiveleadership. Abilitytoguideandinspireotherstoachieveresults. Abilitytoleadinclude:

Buildingrelationships. Takinginitiatives. Inspiringothersthroughpositiveinfluence.
Establishrapport,enhancecredibility,and gainothers'trust. Leadershipcapabilitiesarecriticalatthe beginningofaprojectorphase. Effectivelycommunicatethevision. Motivateandinspireteammembersfor higherprojectperformance.
T_[m Builîng Skills
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Teambuildingistheprocessofhelpingagroupofindividuals,boundbya commonsenseofpurpose,toworkinterdependentlywitheachotherin theorganization Developingateamenvironmentinvolveshandlingprojectteamproblems anddiscussingtheseasteamissueswithoutplacingblameonindividuals Teambuildingactivitiesconsistof

Tasks
establishgoals define,andnegotiateroles andprocedures
AndProcesses
interpersonalbehaviorwithemphasisoncommunication conflictmanagement motivation leadership
TeamBuildingisanOngoingprocesstoworkcollaboratively
Project Framework
Motiv[tion Skills
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Projectteamsarecomprisedofteammemberswithdiverse backgrounds,expectations,andindividualobjectives.Theoverall successoftheprojectdependsupontheprojectteams commitment,whichisdirectlyrelatedtotheirlevelofmotivation Motivatingteammeansgettingtheircommitmenttoachieve objectives Motivationalfactorsinclude:

Jobsatisfaction. Challengingwork. Asenseofaccomplishment, achievement,andgrowth. Financialcompensation. Rewardsandrecognitions.
Communi][tion Skills
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Effectivecommunicationwithintheprojectteamandbetweentheprojectmanager,team members,andallexternalstakeholdersisessential.Opennessincommunicationisagatewayto teamworkandhighperformance.Itimprovesrelationshipsamongprojectteammembersand createsmutualtrust Ensureeveryoneiskeptinformed,knowsexactlywhattodo,andhasalloftheinformationtodo theirjobs Projectmanagersshouldidentifyvariouscommunicationchannels,understandwhatinformation theyneedtoprovide,whatinformationtheyneedtoreceive,andwhichinterpersonalskillswill helpthemcommunicateeffectivelywithvariousprojectstakeholders Effectivecommunicationistheabilityto:
Motivate. Delegate. Organize. Solveproblems. Obtaininformation.
Useeffectivelisteningtechniquesto:
Manageconflicts. Takeappropriatedecisions. Providesuitablesolutions.
Project Framework
Influ_n]ing Skills
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Influencingisastrategyofsharingpowerandrelyingoninterpersonalskillstogetothersto cooperatetowardscommongoals. Usingthefollowingguidelinescaninfluenceteammembers:

Leadbyexample,andfollowthroughwithcommitments Clarifyhowadecisionwillbemade Useaflexibleinterpersonalstyle,adjustthestyletotheaudience Applyyourpowerskillfullyandcautiously.Thinkoflongtermcollaboration
Influentialmanagersusepersuasioninsteadofcoercion.
Influenceisbasedon: Credibility. Trust. Support. Collaboration.
Managersinfluencebydemonstrating:
Goodlisteningandrespondingskills. Goodsenseofhumor. Abilitytoexpressoneself. Beingsociableandoptimistic. Anobviousenthusiasmfortheirwork.
D_]ision M[king Skills
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Decisionsaretheresultofcollaborationand negotiation.Therearefourbasicdecisionstyles normallyusedbyprojectmanagers:

Command Consultation Consensus Coinflip(random).
Therearefourmajorfactors thataffectthedecisionstyle: timeconstraints,trust,quality, andacceptance.

Copyright2012CertSchool.com.Allrightsreserved. PMP,CAPM,PMBOK,PMIareRegisteredMarksofProjectManagementInstitute,Inc. AppendixGfrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEdition417 421
Project Framework
Six Ph[s_s of D_]ision M[king
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Phase ProblemDefinition
Involves Exploringandclarifyingtheproblemorsituation.
ProblemSolutionGeneration
Brainstormingideas,solutions,oralternativesfortheproblem. Defineevaluationcriteria,rateprosandconsofalternatives,select bestsolution. Involvekeyparticipantstogainacceptanceandcommitmentto makingthesolutionwork. Postimplementationanalysis,evaluation,andlessonslearned. Evaluatinghowwelltheproblemwassolvedandprojectgoals achieved.(Extensionofpreviousphase)
IdeastoAction SolutionActionPlanning SolutionEvaluationPlanning EvaluationoftheOutcomeandProcess
Politi][l [n^ Cultur[l @w[r_n_ss Skills
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Organizationalpoliticsareinevitableinprojectenvironmentsduetothe diversityinnorms,backgrounds andexpectationsofthepeopleinvolvedwithaproject. Theskillfuluseofpoliticsandpowerhelpstheprojectmanagertobe successful.Conversely,ignoringoravoidingprojectpoliticsand inappropriateuseofpowercanleadtodifficultyinmanagingprojects. Cultureatabehaviorallevelincludesthosebehaviorsandexpectations thatoccurindependentlyofgeography,ethnicheritage,orcommonand disparatelanguages.Culturecanimpactthespeedofworking,the decisionmakingprocess,andtheimpulsetoactwithoutappropriate planningRequiredtobuildanenvironmentoftrust Createawinwinatmosphere
Project Framework
N_goti[tion Skills
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Negotiationisastrategyofconferringwithpartiesof sharedoropposedinterestswithaviewtocompromiseor reachanagreement.Negotiationisanintegralpartof projectmanagementanddonewell,increasesthe probabilityofprojectsuccess. Negotiatesuccessfullyby:

Analyzingthesituation. Differentiatingtheneedsandwantsofboththeparties. Focusingonissuesandinterestsratherthanonpositions. Beingrealisticwhenmakingproposals. Impressingtheotherpartywhilegivingconcession. Ensuringawinwinsituationforbothparties. Communicatinginanappropriatemanner.
Org[niz[tion[l Stru]tur_
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Matrix Functional Weak Balanced Strong Projectized
Project Framework
Fun]tion[l Org[niz[tion
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AFOisahierarchywhereeachemployeehasone clearsuperior.Staffmembersaregroupedby specialty,suchasproduction,marketing, engineeringatthetoplevel. Specialtiesmaybefurthersubdividedinto functionalorganizations,suchasmechanicaland electricalengineering. Eachdepartmentinafunctionalorganizationwill doitsprojectworkindependentofother departments.
Fun]tion[l Org[niz[tion Ex[mpl_
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FunctionalOrganizationimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:29
Project Framework
M[trix Org[niz[tion
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Matrixorganizationsareablendoffunctionaland projectizedcharacteristics.
Weakmatricesmaintainmanyofthecharacteristicsofa functionalorganization,andtheprojectmanagerroleis moreofacoordinatororexpediterthanthatofatrue projectmanager. Strongmatriceshavemanyofthecharacteristicsofthe projectizedorganization,andcanhavefulltimeproject managerswithconsiderableauthorityandfulltimeproject administrativestaff. Whilethebalancedmatrixorganizationrecognizesthe needforaprojectmanager,itdoesnotprovidetheproject managerwiththefullauthorityovertheprojectand projectfunding.
W_[k M[trix Org[niz[tion Ex[mpl_
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WeakMatrixOrganizationimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:29
Project Framework
B[l[n]_^ M[trix Org[niz[tion Ex[mpl_
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BalancedMatrixOrganizationimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:30
Strong M[trix Org[niz[tion Ex[mpl_
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StrongMatrixOrganizationimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:30
Project Framework
Proj_]tiz_^ Org[niz[tion
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Inaprojectizedorganization,teammembersare oftencolocated,mostoftheorganizations resourcesareinvolvedinprojectwork,and projectmanagershaveagreatdealof independenceandauthority. Projectizedorganizationsoftenhave organizationalunitscalleddepartments,but thesegroupseitherreportdirectlytotheproject managerorprovidesupportservicestothe variousprojects.
Proj_]tiz_^ Org[niz[tion Ex[mpl_
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ProjectizedOrganizationimagefrom ProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:31
Project Initiation
Initi[tion O\j_]tiv_s

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ProjectAssessmentandFeasibilityStudy DefineHighLevelScope IdentifyProjectStakeholders,Performkeystakeholderanalysis DevelopProjectCharter Identifyanddocumenthighlevelrisks,assumptions,and constraints ObtainSponsorand/orClientApprovals
P_rform proj_]t [ss_ssm_nt
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MeetwiththeSponsor,Customer,andOtherSubjectmatterexpertsto evaluateprojectfeasibility Assessingprojectteamscapabilitiestoperformtheproject Mostcommonlyfeasibilitywillbeperformedinfollowingareas:

Finances Operations Technology Politics Legalities Resources Time Geography
ThisfeasibilitystudyisdifferentfromProjectSelectionfeasibilitystudy. HereProjectManagerevaluatedPossibilitiestocompletetheproject
Project Initiation
Qu_stions n__^ to \_ _v[lu[t_^
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Dowehaveenoughmoneyto executetheprojectproperly? Willthisprojecthaveanegative impactonacompanysimageand revenue? Whataretheongoingsupport requirements? Doesthisprojectfitinthewaythis companydoesthework? Howmanydepartmentsareinvolved inthisproject? Doesthisprojectconflictwithother projectsalreadyintheworks?
Doesthisprojecttechnical requirementsmeetthecurrent capabilities? Doesthisprojectconflictswitheither corporateorgovernmentalpolitics? Whosetoeswillthisprojectstepon? Arethereenoughhuman,material resourcesavailableforthisproject? Isthereenoughtimetodeliverthe project? Areprojectstakeholdersare geographicallydispersed?
Proj_]t S_l_]tion
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ProjectSelectionCriteria:Theactofchoosingaprojectfromamongcompetingproposals. ProjectSelectionMethods:Anysystematicapproachusedtoanalyzethevalueofaproposed projectinordertochooseamongcompetingproposals. DecisionModels:2majorcategories

Description
Analyzethepredictedvalueofthecompletedprojectsindifferentways. Maypresentthevalueintermsof: WeightedScoringModels BCR BenefitsCostRatio PaybackPeriod NPV NetPresentValue&IRR InternalRateofReturn ROI(ReturnonInvestment) EVA(EconomicValueAdd) Usedifferenttypesofmathematicalformulasandalgorithmstodetermine theoptimalcourseofaction.Modelsinthissectionare LinearProgramming NonlinearProgramming DynamicProgramming IntegerProgramming Multiobjectiveprogramming
System
BenefitMeasurement (EconomicalModels)
ConstrainedOptimization (MathematicalModels)
Aspirantswillnotbetestedindetailsofthesemodels.
Project Initiation
High-L_v_l S]op_
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Projectsponsors,CustomersidentifyProjecthighlevelscopeandprovide toProjectManagementteam.WhichwillbeincludedinProjectCharter
HighLevelscopestatementshelpestablishtheboundariesoftheproject Highlevelscope canbederivedfromdefinedProjectObjectives HighlevelscopealsoincludesListofDeliverables Highlevelscopealsoidentifiesoutofscopeconditionsbydescribingwhatdeliverables willnotbecreated Itisagoodpracticetoprovidealistoforganizationsthose areinscopeand organizationsthose areoutofscope
Basedonhighlevelprojectscope,ProjectteamdevelopsdetailedScope statementinPlanningphaseoftheproject.Gradualdetailingofthescope iscalledProgressiveElaboration DuringProgressiveelaboration,highlevelscopewillbeexplainedindetail butnewitemswillnotbeaddedandnochangesaremade
High-L_v_l Risk
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Projectsponsors,CustomersmustprovideExternalProjectRisks, Constraints.AccordingtoPMI,Risksaredocumentedandmanagedina documentcalledRiskRegister.RiskRegisterwillbeinitiatedinearlystages oftheprojectandupdated,maintainedthroughouttheProjectlifecycle.

HighLevelRiskIdentificationhelpestablishimplementationapproach Bylookingintohistoricaldata,andpreviousexperiencestoidentifyHighlevelRisks HighLevelRiskIdentificationalsohelpstounderstandcurrentenvironment
ProjectteamwillconductdetailedRiskIdentificationprocesstoaddevery risktotheRiskRegister.LaterProjectteamwillperformQualitativeand QuantitativeanalysistofilterrisksandprovideRiskResponsestrategies ByidentifyingHighLevelRisksandResponsestrategiesduringtheearly phasesofproject,allowsprojectteamtotakeGO/NOGOdecisions
Project Initiation
4.1 D_v_lop Proj_]t Ch[rt_r
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Overview
Thisprocessdevelopsadocumentthatlistsinitialrequirements thatsatisfythestakeholdersneedsandexpectations.Charter authorizesProjectorPhaseSTART
Inputs
1. Project Statement of Work 2. Business Case 3. Contract 4. Enterprise Environmental Factors 5. Organizational Process Assets
Toolsand Techniques
Expert Judgment 1.
Outputs
ProjectCharter
Busin_ss C[s_ D_v_lopm_nt
CertSchool.com
Aprojectbusinesscaseisaprojectjustification documentthatoutlinesaprojectproposalandplanfor authorizedfunding,resources,andimplementation. Theobjectiveofaprojectbusinesscaseistojustify:

Whatbenefitandcosttheprojectbringstothebusiness Whytheprojectisimportantandshouldbefunded Wheretheprojectneedstobeimplemented Whentheprojectcanbeimplemented Whoisrequiredtoimplementtheproject Howtheprojectcanbeimplementedwithsuccess
Project Initiation
Busin_ss C[s_ pro]_ss lif_]y]l_
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BusinessManagers,Sponsors
Clients,Sponsors,SeniorManagement
Requirement oridea
Initiate Process
Develop Business Case

Sponsors,ProjectTeam
Sponsors,ProjectTeam,Steeringteam
Sponsors,ProjectTeam,Steeringteam
Propose alternatives
Select Alternative/ Approval
ImplementProject UsePMIs42 Processes
Transition tosupport
SupportManagers,ProjectTeam
Proj_]t St[t_m_nts of Work (SOW)
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Thestatementofwork(SOW)isanarrativedescriptionofproducts orservicestobedeliveredbytheproject.
Forinternalprojects,theprojectinitiatororsponsorprovidestheSOW Forexternalprojects,theSOWcanbereceivedfromthecustomeras partofabiddocument
TheSOWreferences:
1. 2. 3. Businessneed:Anorganizationsbusinessneedmaybebasedona marketdemand,technologicaladvance,legalrequirement,or governmentregulation Productscopedescription:Thisdocumentsthecharacteristicsofthe productthattheprojectwillbeundertakentocreate Strategicplan:Thestrategicplandocumentstheorganizations strategicgoals.Therefore,allprojectsshouldbealignedwiththe strategicplan
Project Initiation
S[li_nt f_[tur_s of CH@RTER
CertSchool.com
ProjectCharterisadocumentthatformallyauthorizesandinitiatesa projectoraphase ProjectCharterdocumentsinitialrequirementsthatsatisfythe stakeholdersneedsandexpectations. Aprojectmanagerisidentifiedandassignedwhiletheprojectcharteris beingdeveloped ProjectCharterprovidestheprojectmanagerwiththeauthoritytoapply resourcestoprojectactivities. Projectsareauthorizedbysomeoneexternaltotheprojectsuchasa sponsor,PMO,orportfoliosteeringcommittee.Theprojectinitiatoror sponsorshouldbeatalevelthatisappropriatetofundingtheproject. ProjectSponsorwilleithercreatetheprojectcharterordelegatethatduty totheprojectmanager.Theinitiatorssignatureonthecharterauthorizes theproject. ProjectCharterlinkstheprojecttothestrategyandongoingworkofthe organization
Proj_]t Ch[rt_r Do]um_nt
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ProjectCharterdocumenthighlightsallhighlevelaspectsoftheprojectandprovides thejustificationtoundertakethisproject.MostofthesedetailsarecollectedfromSOW andinterviewingsponsor.Thedocumentshouldhavefollowingsections:
Projectpurposeand justification Measurableprojectobjectives Highlevelrequirements Highlevelprojectdescription Highlevelrisks

SummaryMileStoneSchedule SummaryBudget ApprovalRequirements ProjectManager SigningAuthority
Project Initiation
10.1 I^_ntify St[k_hol^_rs
CertSchool.com
Overview
IdentifyStakeholdersistheprocessofidentifyingallpeopleor organizationsimpactedbytheproject,anddocumentingrelevant informationregardingtheirinterests,involvement,andimpact onprojectsuccess.
Inputs
1. 2. 3. 4. Projectcharter Procurement documents Enterprise environmentalfactors Organizationalprocess assets 1. 2.
Toolsand Techniques
Stakeholderanalysis Expertjudgment 1. 2.
Outputs
Stakeholderregister Stakeholder managementstrategy
S[li_nt f_[tur_s of St[k_hol^_rs
CertSchool.com
Stakeholdersarepersonsororganizationswhoareactivelyinvolvedintheprojectorwhose interestsmaybepositivelyornegativelyaffectedbytheproject Theprojectmanagementteammustidentifybothinternalandexternalstakeholdersinorderto determinetheprojectrequirementsandexpectations Stakeholdersoftenhaveverydifferentorconflictingobjectives,itisProjectmanagers responsibilitytobalancethoseinterests Followingaresomeexamplesofstakeholdersandtheirrelationstotheproject

PMO PortfolioManager ProgramManager
OperationsManagement FunctionalManagers
Sellers/BusinessPartners
Customers /Users
Project
Sponsor
ProjectManagementTeam ProjectManager TeamMembers
Project Initiation
St[k_hol^_r @n[lysis
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Stakeholderanalysisisatechniqueofsystematicallygatheringandanalyzing quantitativeandqualitativeinformationtodeterminewhoseinterestsshouldbe takenintoaccountthroughouttheproject.

Itidentifiestheinterests,expectations,andinfluenceofthestakeholdersandrelatesthemto thepurposeoftheproject. Italsohelpsidentifystakeholderrelationshipsthatcanbeleveragedtobuildcoalitionsand
Stakeholderanalysisgenerallyfollowsthestepsdescribedbelow.. Step1:PotentialStakeholderIdentification Step2:IdentifypotentialStakeholdercouldgenerate, classifythemanddefineapproachstrategy Availableclassificationmodelsare:

ClassificationModels Power/interestgrid Power/influencegrid Influence/Impactgrid Saliencemodel
Step3:Assessstakeholdersreactionoversituations
St[k_hol^_r R_gist_r & M[n[g_m_nt Str[t_gy
CertSchool.com
Adocumentthatidentifiesstakeholdersofaprojectwithinformationthatincludestheir identification,assessment,andstakeholderclassification.Shouldcontainalldetailsabout stakeholdersincluding

Identificationinformation:Name,organizationalposition,location,roleintheproject,contactinformation; Assessmentinformation:Majorrequirements,mainexpectations,potentialinfluenceintheproject,phase inthelifecyclewiththemostinterest;and Stakeholderclassification:Internal/external,supporter/neutral/resistor,etc.
Assessment ofImpact
Potentialstrategyto gainsupport
ByaddingaboveROWStothestakeholderRegister, StakeholderAnalysisMatrixisgenerated
Thestakeholdermanagementstrategydefinesanapproachtoincreasethesupportandminimize negativeimpactsofstakeholdersthroughouttheentireprojectlifecycle.Stakeholder
managementstrategyisrepresentedbyastakeholderanalysismatrix.
Copyright2012CertSchool.com.Allrightsreserved. PMP,CAPM,PMBOK,PMIareRegisteredMarksofProjectManagementInstitute,Inc. ReferenceProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage: 250
Project Planning
Pl[nning O\j_]tiv_s

CertSchool.com
Assessdetailedprojectrequirements,constraints,andassumptionswith stakeholdersbasedontheprojectcharter,lessonslearnedfrompreviousprojects, andtheuseofrequirementgatheringtechniques Createtheworkbreakdownstructurewiththeteambydeconstructingthescope Developabudgetplanbasedontheprojectscopeusingestimatingtechniques Developaprojectschedulebasedontheprojecttimeline,scope,andresource plan Developahumanresourcemanagementplanbydefiningtherolesand responsibilities Developacommunicationplan Developaprocurementplan Developaqualitymanagementplan Developachangemanagementplan Developariskmanagementplan Presenttheprojectplantothekeystakeholders Conductakickoffmeetingwithallstakeholders
Pl[nning Proj_]t Work

IdentifytheElementsofaProjectManagementPlan DevelopProjectManagementPlan Develop3Baselines(PlanningPart1) ScopeBaseline(Process5.3) ScheduleBaseline(Process6.5) CostBaseline(Process7.2) Develop13SubsidiaryManagementPlans(PlanningPart2) Scope,Cost,TimeManagementPlans(Process4.2) Configuration,ChangeManagementPlans(Process4.2) RequirementsManagementPlan(Process5.1) QualityManagementPlan(Process8.1) HRManagementPlan,StaffingManagementPlan(Process9.1) CommunicationManagementPlan(Process10.2) RiskManagementPlan(Process11.1) DevelopRiskResponses(Process11.2 11.5) ProcurementManagementPlan(Process12.1)
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ReviewCertSchoolPoster#1;Identify20planningprocesses;Identifyprocessesthatdevelopbaselinesandidentify processesthatdevelopmanagementplans
Project Planning
Proj_]t M[n[g_m_nt Pl[n Compon_nts
CertSchool.com
KeyComponents ofaProjectManagementPlan SubsidiaryManagementPlans(MP) RequirementsMP ScopeMP,ScheduleMP,CostMP QualityMP,ProcessImprovementPlan HRMP,StaffingMP CommunicationsMP RiskMP ProcurementMP ConfigurationMP,ChangeMP In PlanningPart2abovemanagementplans willbecompleted.
Baselines ScopeBaseline
(Scope Statement,WBS,WBSD)
ScheduleBaseline CostBaseline Combinationofabove3baselinesis calledPerformanceMeasurementBaseline
In PlanningPart1aboveBaselineswillbe completed.
P_rform[n]_ M_[sur_m_nt B[s_lin_
CertSchool.com
3baselinestogetherarecalledasPerformanceMeasurementBaselines(PMB).Three BaselinesinPMBareScopeBaseline,ScheduleBaselineandCostBaseline. 3planningprocessesofScopeManagementKnowledgeAreadeliverScopeBaseline.

5.1CollectRequirements 5.2DefineScope 5.3CreateWBS 6.1DefineActivities 6.2SequenceActivities 6.3EstimateActivityResources 6.4EstimateActivityDurations 6.5DevelopSchedule 7.1EstimateCosts 7.2DetermineBudget
5planningprocessesofTimeManagementKnowledgeAreadevelopsScheduleBaseline

2planningprocessesofCostManagementKnowledgeAreadevelopsCostBaseline

Project Planning
5.1Coll_]t R_quir_m_nts
CertSchool.com
Overview
CollectRequirementsistheprocessofdefininganddocumenting stakeholdersneedstomeettheprojectobjectives. Requirementsincludethequantifiedanddocumentedneedsand expectationsofthesponsor,customer,andotherstakeholders.
Inputs
1. 2. Projectcharter Stakeholderregister 1. 2. 3. 4. 5. 6. 7. 8.
Toolsand Techniques
Interviews Focusgroups Facilitatedworkshops Groupcreativity techniques Groupdecisionmaking techniques Questionnairesand surveys Observations Prototypes 1. 2. 3.
Outputs
Requirements documentation Requirements managementplan Requirements traceabilitymatrix
R_quir_m_nts g[th_ring tools
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Interviews:areformalorinformalapproachtodiscoverinformationfrom stakeholdersbytalkingtothemdirectly.Structuredandpreparedquestions providebetterresponses.Interviewsmayinvolvemultipleinterviewersand/or multipleinterviewees Focusgroups:bringtogetherprequalifiedstakeholdersandsubjectmatterexperts tolearnabouttheirexpectationsaboutaproposedproduct,service,orresult.A moderatorguidesthegroupthroughaninteractivediscussion QuestionnairesandSurveys:arewrittensetsofquestionsdesignedtoquickly accumulateinformationfromawidenumberofrespondents Observations:provideadirectwayofviewingindividualsintheirenvironmentand howtheyperformtheirjobsortasksandcarryoutprocesses.Itisparticularly helpfulfordetailedprocesseswhenthepeoplethatusetheproducthavedifficulty orarereluctanttoarticulatetheirrequirements.Observation,alsocalledjob shadowing Prototypes:Prototypingisamethodofobtainingearlyfeedbackonrequirements byprovidingaworkingmodeloftheexpectedproductbeforeactuallybuildingit. Nonworkingscreenshotsarecalledmockupsorwireframes.
Project Planning
F[]ilit[t_^ Workshops
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Requirementsworkshopsarefocusedsessionsthatbringkeycross functionalstakeholderstogethertodefineproductrequirements Usingthistechniqueissuescanbediscoveredandresolvedmorequickly thaninindividualsessions

facilitatedworkshopscalledJointApplicationDevelopment(orDesign)(JAD) sessionsareusedinthesoftwaredevelopmentindustry facilitatedworkshopscalledQualityFunctionDeployment(QFD)helps determinecriticalcharacteristicsfornewproductdevelopmentInthe manufacturingindustry
Group Cr_[tivity T_]hniqu_s
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Groupactivitiesorganizedwithinorganizationstoidentifyprojector productrequirementsforaproject.
GroupCreativityTechnique Brainstorming Nominalgrouptechnique TheDelphitechnique Description Usedtogenerateandcreatemultipleideasrelatedtoprojectand productrequirements. Avotingprocessisusedinthistechniquetorankthemostuseful ideasobtainedthroughbrainstorming. Agrouptechniquethatextractsandsummarizesanonymous groupinputtochooseamongvariousalternatives. Ideascreatedthroughbrainstormingareconsolidatedintoamap thatreflectsthecommonality,differencesinunderstanding,and generationofnewideas. Enablesthesortingofalargenumberofideascollectedduring brainstormingintodistinctcategoriesforreviewandanalysis.
Ideaormindmapping
Affinitydiagram
Project Planning
Group D_]ision M[king T_]hniqu_s

Thesetechniques:
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Areassessmentprocessesthatassessmultiplealternativestoarriveatan expectedoutcome. Areusedtogenerate,classify,andprioritizeprojectorproductrequirements.
Determineoutcome,i.e.,theresolutionoffutureactionfortheproject. Variousmethodsareadoptedtoreachagroupdecision.
Method Unanimity Majority Plurality Dictatorship Description Everyoneinthegroupagreesonasinglecourseofaction. Requiressupportfrommorethan50%ofthemembersofthegroupto indicatetheselecteddecision. Thelargestbatchinthegroupdecidesforthegroupevenifamajorityis notachieved. Oneindividualmakesthedecisionforanentiregroup.
R_quir_m_nts Do]um_nt[tion
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Requirementsdocumentationdescribeshowindividualrequirementsmeetthebusinessneedfor theproject.Requirementsmaystartoutatahighlevelandbecomeprogressivelymoredetailedas moreisknown. Theformatofarequirementsdocumentmayrangefromasimpledocumentlistingallthe requirementscategorizedbystakeholderandpriority,tomoreelaborateformscontainingexecutive summary,detaileddescriptions,andattachments. Therequirementsdocumentedmustbe:

Unambiguous Traceable Complete Consistent Acceptabletokeystakeholders Businessneedoropportunitytobeseized Businessandprojectobjectivesfortraceability Functionalrequirements,describingbusinessprocesses Nonfunctionalrequirements,suchaslevelofservice,performance, safety,security,compliance,supportability,retention/purge,etc. Qualityrequirements Acceptancecriteria Supportandtrainingrequirements;and Requirementsassumptionsandconstraints.
Componentsofrequirementsdocumentation:

Project Planning
R_quir_m_nts M[n[g_m_nt Pl[ns
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Aplanthatdescribeshowtheprojectrequirements throughouttheprojectlifecyclewillbe:
Analyzed. Documented. Managed.
Phasetophaserelationshipsbetweenvariousphases stronglyinfluencehowrequirementsaremanaged. Componentsoftheplaninclude:

Methodstoplan,track,andreportrequirementactivities. Configurationmanagementrelatedactivities. Processforrequirementsprioritization. Projectorproductrelatedmetrics. Traceabilitymatrixforrequirements.
Th_ R_quir_m_nts Tr[]_[\ility M[trix
CertSchool.com
Atabulardocumentthatlinkstheprojectorproductrequirementsto theiroriginandtracesthemthroughouttheprojectlifecycle. Linkseachrequirementtothe:

Businessandprojectobjectives. WBS. Productdesignanddevelopment. Testscenarios.
Project Planning
5.2 D_fin_ S]op_
CertSchool.com
Overview
DefineScopeistheprocessofdevelopingadetaileddescription oftheprojectandproduct.Scopebuildsuponthemajor deliverables,assumptions,andconstraintsthataredocumented duringprojectinitiation
Inputs
1. 2. 3. Projectcharter Requirements documentation Organizationalprocess assets 1. 2. 3. 4.
Toolsand Techniques
Expertjudgment Productanalysis Alternatives identification Facilitatedworkshops 1. 2.
Outputs
Projectscope statement Projectdocument updates
Proû]t @n[lysis T_]hniqu_s
CertSchool.com
Eachtechniqueisanevaluationoftheproject'sendproductandwhatit willtaketocreatethisproduct.
Technique
Description Analyzingallofthethingsthataproductdoes,includingprimaryand relatedfunctionstoidentifyunnecessaryfunctionsthatmightdrive upcostonaproduct. Identifyinganddevelopingthecostversusbenefitsratioforeach functionofaproduct. Identifyingwhatthecustomer'sneedsare,andtranslatingthose needsintotechnicalrequirements. Analyzingproductsholistically,integratingfactorssuchasusers, usageenvironment,andrelatedhardwareorsoftwarewithwhichthe productmustfunction.
Functionalanalysis Valueengineeringand valueanalysis Qualityfunction deployment Systemsengineering
Project Planning
T_]hniqu_s for @lt_rn[tiv_s I^_ntifi][tion
CertSchool.com
Methodsforgeneratingasmanyalternativesolutionsandplansas possibleduringprojectplanning.
Technique Lateralthinking Description Acreativeapproachtoproblemsolvinginwhichtheteamattemptsto thinkaboutaprobleminnewwaysandgenerateafreshsolution. Ageneralcreativitytechniqueforgeneratingpossiblealternatives.The goalistogenerateasmanyideasaspossiblefromasmanyteammembers aspossible. Agrouptechniquethatextractsandsummarizesanonymousgroupinput tochooseamongvariousalternatives.
Brainstorming
Delphitechnique
th_ S]op_ St[t_m_nt
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Theprojectscopestatementdescribes,indetail,theprojectsdeliverablesandthework requiredtocreatethosedeliverables.Theprojectscopestatementalsoprovidesa commonunderstandingoftheprojectscopeamongprojectstakeholders

Content Projectobjectives Productdescription Projectrequirements Projectdeliverables Projectboundaries Productacceptancecriteria Projectconstraints Projectassumptions Description Themeasurablesuccesscriteriafortheproject. Thecharacteristicsoftheproduct,service,orresultoftheprojectundertaken. Theconditionsorcapabilitiesthedeliverablesoftheprojectmustmeet. Anytangible,measurableresultoroutcomerequiredtocompleteaprojector portionofaproject. Theparametersofwhatisandwhatisnotincludedwithinaproject. Theprocessandcriteriaforacceptingfinishedproductsorservicesresultingfrom aproject. Factorsthatlimitthewaythattheprojectcanbeapproached. Statementsthatmustbetakentobetrueinorderfortheplanningtobegin.
Project Planning
5.3 Cr_[t_ WBS
CertSchool.com
Overview
CreateWBSistheprocessofsubdividingprojectdeliverablesand projectworkintosmaller,moremanageablecomponents.TheWBS organizesanddefinesthetotalscopeoftheproject,andrepresents theworkspecifiedinthecurrentapprovedprojectscopestatement
Inputs
1. 2. 3. Projectscope statement Requirements documentation Organizationalprocess assets 1.
Toolsand Techniques
Decomposition 1. 2. 3. 4.
Outputs
WBS WBSdictionary Scopebaseline Projectdocument updates
How to D_v_lop [ Work Br_[kôwn Stru]tur_
CertSchool.com
TodevelopaWBS: 1. Gatherreferencematerialsandotherinputs. 2. Determinehowyouwillorganizeprojectwork. 3. Identifymajordeliverables. 4. Analyzeeachelementtodeterminewhetheritis sufficientlydecomposed. 5. BreakdowneachWBSelementtotheworkpackage level. 6. ValidateyourWBSusingabottomupapproach. 7. Useyourcodeofaccountstoassignacostcodeto eachelement
Project Planning
Work P[]k[g_
Plannedworkordeliverables. Lowestlevelcomponentoftheworkbreakdownstructure. Costandschedulecanbeeasilyestimated.
Mapsto project scope statement
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Subdivides project workinto smaller pieces
Lastitemin thehierarchy iscalledWork Package
Aworkbreakdownstructureshowingtheworkpackages
WBS Styl_s
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DeliverablesBased FunctionalGroups Geographical TimePhased Mixed
Project Planning
WBS Di]tion[ry [n^ R@M

WBSDictionary
CodeofAccountIdentifier BriefStatementofwork Responsibleparties Minimilestones Contractualinformation QualityRequirements TechnicalSpecifications Chargecodesorothercostinginformation AssociatedActivitiesorTasks
Res1 WP1 WP2 WP3
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ResponsibilityAssignmentMatrix
TheWBSisthefoundationfortheRAM
Res2
Res3
X X X
S]op_ B[s_lin_
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Thescopebaselineisacomponentoftheproject managementplan.Componentsofthescopebaseline include:

Projectscopestatement.Theprojectscopestatementincludes theproductscopedescription,andtheprojectdeliverables,and definestheproductuseracceptancecriteria. WBS.TheWBSdefineseachdeliverableandthedecomposition ofthedeliverablesintoworkpackages. WBSdictionary.TheWBSdictionaryhasadetaileddescription ofworkandtechnicaldocumentationforeachWBSelement.
Project Planning
D_v_loping Proj_]t S]h_ûl_s
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CreateanActivityList CreateaProjectScheduleNetworkDiagram EstimateActivityResources EstimateDurationforProjectActivities DevelopaProjectSchedule IdentifytheCriticalPath OptimizetheProjectSchedule EstablishaScheduleBaseline
6.1 D_fin_ @]tiviti_s
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Overview
Inthisprocessaprojectmanagerdecompositionstheoverall projectscopeBaselineintosmallermanageableactivities. Activityisthelowestlevelatwhichaprojectmanagercan scheduletheproject.
Inputs
1. Scope Baseline 2. Enterprise Environmental Factors 3. Organizational Process Assets 1. 2. 3. 4.
Toolsand Techniques
Decomposition Rolling Wave Planning Templates Expert Judgment
Outputs
1. Activity List 2. Activity Attributes 3. Milestone list
Project Planning
D_]omposition, Rolling W[v_ Pl[n
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Decomposition RollingWave Planning Templates
DecompositionreferstotheprocessofbreakingdowntheWBS elementintosmallerpiecescalledactivities. Projectmanagershouldworkcollaborativelywiththeproject teamandfunctionalmanagerstoappropriatelybreaktheWBS intomanageableandmeasurableactivities.
RollingWavePlanningreferstoamethodofprojectplanning whereneartermactivitiesareplannedindetailsandthemid termtolongtermactivitiesareplannedinlesserdetailed. Thismethodassumesthattheneartermfutureismore predictableandtherearelittleknownfactsaboutthelonger termfuture.
Templateisalistofstandardactivitythatisusedbytheproject managerasastartingpointtocreatetheprojectplan.
@]tiviti_s
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Elementofprojectworkthatrequiresanactiontoproduce adeliverable. Haveanexpectedduration. Consumebudgetand/orhumanresources. Arenamedinverbnounformat. Example:Activitiesinacompanyproject.

Reviseusermanual. Makeasalespresentation. Developcode
Verb(Action) Noun(Deliverable)
Revise user manual

Expected duration determined by (whatever)
Project Planning
@]tivity List [n^ [ttri\ut_s
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ActivityList
ActivityAttribute
PersonResponsible:Lisa Berg
Milestones Milestone1 Milestone2
ActivityAttribute: Anyadditionalinformation aboutanactivityisconsidered activityattribute. Eg:PersonResponsible,Activity Dependency,Activitylocation, etc.
ActivityList: (a) Itsalistofallactivitiesthat needtobeperformedto successfullyexecutethe project. (b) Eachactivityintheactivity listshouldhaveadequate andclearinformation.
MilestoneList: a) Milestonelistrepresents completionofasetofkey activity. b) Milestonesaregenerally deliverabledriven, occasionallytheycanbetime driven. c) Eg:Design,Build,Test,Deploy.
6.2 S_qu_n]_ @]tiviti_s
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Overview
Inthisprocesstheprojectmanagersequencesvariousactivities tocreateanetworkdiagram(ProjectSchedulenetworkdiagram)
Inputs
1. 2. 3. 4. Activity List Activity Attributes Milestone List Project Scope Statement 5. Organizational Process Assets
Toolsand Techniques
1. Precedence diagramming method 2. Dependency determination 3. Applying leads and lags 4. Schedule network template
Outputs
1. Project schedule network diagrams 2. Project document updates
Project Planning
Pr_]_^_n]_ R_l[tionship Typ_s
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FinishtoStart
Theinitiationofthesuccessoractivity dependsuponthecompletionofthe predecessoractivity. Thecompletionofthesuccessoractivity dependsuponthecompletionofthe predecessoractivity. Theinitiationofthesuccessoractivity dependsupontheinitiationofthe predecessoractivity. Thecompletionofthesuccessoractivity dependsupontheinitiationofthe predecessoractivity.
FinishtoFinish
StarttoStart
StarttoFinish
Typ_s of @]tivity D_p_n^_n]i_s
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Mandatory 1. Dependenciesthatare contractuallyrequired. 2. Thesedependenciesare identifiedbytheproject team. 3. Thesedependenciesare alsoreferredashard logic.
Discretionary
External
1. Thesedependenciesare 1. Thesedependenciesare determinedbythe usuallyoutsidethe projectteam. projectteamscontrol. 2. Thesedependenciescan 2. Thesedependenciesare basedontheneedsof bechangedifrequired. partiesoutsideofthe 3. Thesedependenciesare project. alsoreferredtoas preferred,preferentialor softlogic. 4. Thesedependenciesare reevaluatedwhenthe projectistobefast tracked.
Project Planning
L_[^
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Achangeinalogicalrelationshipthatallowsthesuccessoractivity tostartbeforethepredecessoractivityendsinanFSrelationship. Implementedwhenasuccessoractivityneedstobeacceleratedin ordertoshortentheoverallprojectschedule.
FSrelationshipwithlead
L[g
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Adelayinalogicalrelationshipthatcausesthesuccessoractivityto startafterthelagtimeiscompletedinanFSrelationship. Example:CuringperiodafterCementroadispavedisalag. Successoractivitycantstartimmediately.
FSrelationshipwithlag
Project Planning
Typ_s of N_twork Di[gr[ms

PrecedenceDiagramMethod(AON ActivityonNode)
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GERT
ActivityA
ActivityB
ArrowDiagramMethod(AOA ActivityonArrow)
Pr_]_^_n]_ Di[gr[mming M_tho^ (PDM)
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Producesaprojectschedulenetworkdiagram thatusesrectangularboxes,ornodes,to representactivitiesandarrowstorepresent precedencerelationshipsbetweenactivities. Characteristics:

Readsfromlefttoright. Showsdurationinnodes. Createdmanuallyorwithsoftware. Reportagroupofrelatedactivitiesasanaggregate activity. Useallprecedencerelationshiptypes.
Project Planning
Pr_]_^_n]_ Di[gr[mming M_tho^ (PDM) (Cont.)

Activity A B C D E F G H I J F D H I A B,F C,G D Predecessors
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Aprojectschedulenetworkdiagramusingtheprecedencediagrammingmethod
6.3 Estim[t_ @]tivity R_sour]_s
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Overview
EstimateActivityResourcesistheprocessofestimatingthetype andquantitiesofmaterial,people,equipment, orsuppliesrequiredtoperformeachactivity
Inputs
1. 2. 3. 4. 5. Activitylist Activityattributes Resourcecalendars Enterprise environmentalfactors Organizationalprocess assets 1. 2. 3. 4. 5.
Toolsand Techniques
Expertjudgment Alternativesanalysis Publishedestimating data Bottomupestimating Projectmanagement software 1. 2. 3.
Outputs
Activityresource requirements Resourcebreakdown structure Projectdocument updates
Project Planning
Proj_]t R_sour]_s
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Anyusefulmaterialobjectorpersonneededfor projectcompletion. Includelabor,materials,facilities,equipment, consultants,services,supplies,andutilities Resourcescanbecategorizedin3varieties

WorkResourcesEx:HumanResources,Equipment MaterialResourcesEx:Wood,Iron CostResources
FixedCosts(Lumpsumandsameinallsituations, irrespectiveofusage) VariableCosts(Dependsonamountofusage.Differentin differentsituationsEx:Travel)
R_sour]_ R_quir_m_nts [n^ RBS
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ActivityResourceRequirements ResourceBreakdownStructure ProjectDocumentupdates

Activitylist,activityattribute..
Project Planning
6.4 Estim[t_ @]tivity Dur[tions
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Overview
EstimateActivityDurationsistheprocessofapproximatingthenumberof workperiodsneededtocompleteindividualactivitieswithestimated resources.Estimatingactivitydurationsusesinformationonactivityscope ofwork,requiredresourcetypes,estimatedresourcequantities,and resourcecalendars.
Inputs
1. 2. 3. 4. 5. 6. 7. Activitylist Activityattributes Activityresource requirements Resourcecalendars Projectscope statement EEF OPA 1. 2. 3. 4. 5.
Toolsand Techniques
Expertjudgment Analogousestimating Parametricestimating Threepointestimates Reserveanalysis 1. 2.
Outputs
Activityduration estimates Projectdocument updates
@n[logous & Bottom-Up

Analogous BottomUp
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ItcanbeDefined asanestimateofdurationbased Inthismethoddurationofeachpackageis onhistoricaldataofasimilar(analog)item.Itis estimatedand aggregatedtotheupperlevel. alsoreferredtoastopdownmethod. ThetotalaggregateddurationvaluesisProject Schedule. Advantages: Itreliesonprevious experiencesandlessons learned. Itsacosteffectivewayofestimation. Overallprojectcostswillbecapped. Limitations: Itrequiressignificantpastexperience. Itshaslimitedapplicationforprojectsthat havesignificantuncertainty. Advantages: Itsmore detailedasallactivitiesare estimated. Itsmoreaccurate. Gainsbuyinfromteammembersasthey areinvolvedintheestimationprocess. Limitations: It requiresalotoftimeandefforttoestimate. Requiresthattheteamhasknowledgeofall activities. Itresultsininconsistencyasvariousteam membersmayusedifferentpadding assumptions.
Project Planning
P[r[m_tri] & Thr__ point
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Parametric
Aparametricdurationestimateisonethatuses EstimatingRelationships(ERs)andassociated mathematicalalgorithms(orlogic)toestablish projectdurationestimates. Advantages: Itisbasedonamathematicalalgorithmand can beveryaccurate Withestablishedprocessandexpertise, estimationwouldbeloteasier Limitations: Qualityparametersarequiteimportant.Little variationsinparametersmightresultinto largerestimationvariations
ThreePoint
Theaccuracyofsinglepointactivityduration estimatescanbeimprovedbyconsidering estimationuncertaintyandrisk. Advantages: Based onageoldProgramEvaluation ReviewTechnique(PERT)
Limitations: .Forsmallervariancetheendresultwillbe closer tomostlikelyvalue.
6.5 D_v_lop S]h_ûl_ Pro]_ss
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Overview
DevelopScheduleistheprocessofanalyzingactivitysequences, durations,resourcerequirements,andscheduleconstraintstocreatethe projectschedule.Enteringtheactivities,durations,andresourcesintothe schedulingtoolgeneratesaschedulewithplanneddatesforcompleting projectactivities
Inputs
1.Activitylist 2.Activityattributes 3.Schedulenetworkdiagrams 4.Activityresource requirements 5.Resourcecalendars 6.Activityduration 7.estimates 8.Projectscopestatement 9.EEF/OPA 1. 2. 3. 4. 5. 6. 7. 8.
Toolsand Techniques
Schedulenetwork analysis Criticalpathmethod Criticalchainmethod Resourceleveling Whatifscenario analysis Applyingleadsandlags Schedulecompression Schedulingtool 1. 2. 3. 4.
Outputs
Projectschedule Schedulebaseline Scheduledata Projectdocument updates
Project Planning
Proj_]t S]h_ûl_s
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Theplanforstartingandfinishingactivitiesonspecificdatesandina certainsequence. Usedto:

Coordinateactivitiesintoamasterplan. Trackscheduleperformance.
Aprojectscheduleforawebsitedesignproject(deliverablecategoriesinbold)
Flo[t
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Theamountoftimeanactivitycanbedelayedwithoutdelayingthe successoractivitiesstartdateorprojectfinishdateiscalledFloat Anyactivitywouldhave2typesofFloats

Totalfloat:Amountoftimethatparticularactivitycanbedelayedwithout impactingProjectfinishdate
Canbecalculatedas (SuccessoractivityLatestartdate) (CurrentactivityEarlyfinishdate)
Freefloat:Amountoftimethatparticularactivitycanbedelayedwithout impactingallsuccessoractivitiesstartdate
Canbecalculatedas (SuccessoractivityLatestartdate) (CurrentactivityEarlyfinishdate)
Project Planning
Fr__ Flo[t
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The amountoftimeanactivitycanbedelayedwithoutdelayingthestart dateofanyactivitythatimmediatelyfollowsit.

AnetworkdiagramwithFREEFLOAT Activity Days Dependency
A
A B C 10 5 3 A,B
C B
Float:5Days
Tot[l Flo[t
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A type of float where the total amount of time an activity requires can be delayed without delaying the project finish date.
Days 10 7 3 5 4 Dependency Start A B,E Start A,D C A 10d S D 5d E 4d B7d Anetworkdiagramwithtotalfloat
Activity A B C D E Finish
C 3d
Float:5Days
Float:3Days
Project Planning
Th_ Criti][l P[th M_tho^
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CriticalPathmethodisatheoreticalmethodthatsuggeststimeperiodswithin whichtheactivitiescouldbescheduled.Toachievethisoneshouldfollow belowsteps

Basedondependenciesdrawanetworkdiagram Adjustmentsneedtobemadetoactivitydurationsandotherscheduleconstraintstoproduce networkpathsforagivenschedule Calculatethetheoreticalearlystartandfinishdates,andlatestartandfinishdates,forall activitiesbyperformingaforwardandbackwardpassanalysisthroughtheschedulenetwork ThelongestamongmultiplepathsiscalledCriticalPathandnexttolongestisnearcritical path. Acriticalpathisnormallycharacterizedbyzerototalfloatonthepath.Networkscanhave multiplenearcriticalpaths. Activitiesonacriticalpatharecalledcriticalactivities. Criticalactivitiesnormallywouldhave ZeroFREEFloatandZeroTOTALFloat. Oncethetotalfloatforacriticalpathhasbeencalculatedthenthefreefloatforallactivities canalsobedetermined.
CriticalpathdurationalsorepresentsProjectDuration
C[l]ul[ting Fr__ [n^ Tot[l Flo[t
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Activity A B C D E F End
Preceding Activity Start Start A C B,C D E, F
Duration 7 4 8 5 5 3 0
IntheExamnetworkdatawithdependenciesand durationswillbeprovided Youneedtodrawthenetworkdiagramand performforwardpassandbackwardpasses,to calculatefloatsonactivities. Severalattributesperactivitywillbeidentifiedin thisprocess.Followingactivitycompartments squarehelpstolistallthoseattributesand calculatefloatsforthoseactivities
ES LS
ES EarlyStart EF EarlyFinish D Duration
D Activity F
EF LF
LS LateStart LF LateFinish F Float
Find: -FreeFloatofB,E -TotalFloatofB,E

Project Planning
C[l]ul[ting Flo[ts P[g_ 2 Instru]tions
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Followingareinstructionstocalculatetotalfloatandfreefloatforanactivity
1. 2. 3. 4. 5. 6. 7. 8. 9. DrawthenetworkdiagramusingAON/Precedencediagrammingtechnique FillintheDurationinformationforallactivities Findallpossiblepathsandsumupalldurationsonthepath ThepathwiththelongestdurationwillbecalledasCriticalPath PerformaforwardpassonCriticalPathandIdentifyES,EFforallactivitieson thepath PerformabackwardpassonCriticalPathandIdentifyLF,LSforallactivitieson thepath CalculatefloatonCriticalpath.Float=LF EF.NormallyitshouldequaltoZero PerformaforwardpassesonallothernotcriticalpathsandIdentifyES,EFfor allactivitiesonthosepaths PerformbackwardpassonallnotcriticalpathstoidentifyLF,LS.Thereare2 possibilitiestocalculatetheLFonpredecessoractivity
1. LFofPredecessoractivity=LSofsuccessoractivity inthiscaseTotalFloatwillbe calculated 2. LFofPredecessoractivity=ESofsuccessoractivity inthiscaseFreeFloatwillbe calculated
C[l]ul[ting Flo[ts P[g_ 3 N_twork Di[gr[m
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DrawthenetworkdiagramusingAON/Precedencediagrammingtechnique
S
B E
End
Project Planning
C[l]ul[ting Flo[ts P[g_ 4 Finîng Criti][l P[th
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Fillindurations Findallpossiblepathsandsumupalldurationsonthepath ThepathwiththelongestdurationwillbecalledasCriticalPath
7
A
8
C
5
D
3
F
4
B
5
E
End
Path1 Start A C D F End=23 Longestpath=CriticalPath,thatalsoequalstoProjectDuration Path2 Start B E End=9 Path3 Start A C E End=20
C[l]ul[ting Flo[ts P[g_ 5 Forw[r^ P[ss on Criti][l P[th

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StartwithZEROasEarlyStartofthefirstactivityonthecriticalpath EarlyStart+Duration=EarlyFinish TransferEarlyFinishofPredecessoractivitytoEarlyStartofSuccessorActivity Repeatabove3stepsforallotheractivitiesonthecriticalpathuptothelastactivity EarlyFinishofthelastactivityshouldbesameascriticalpathduration
7 A
8 C
15
15
5 D
20
20
3 F
23
4 B
5 E
End
Project Planning
C[l]ul[ting Flo[ts P[g_ 6 B[]kw[r^ P[ss on Criti][l P[th

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StartwithcriticalpathdurationasLateFinishofthelastactivityonthecriticalpath LateFinish Duration=LateStart TransferLateStartofsuccessoractivitytoLateFinishofpredecessoractivity Repeatabove3stepsforallotheractivitiesonthecriticalpathuptothefirstactivity CalculatetheTotalFloat=LF EF=0forallcriticalactivities.Normallycriticalactivitieswould haveZeroTotalFloatandZeroFreeFloat

20 3 F 20 20 0 23 23
7 A
8 C
15
15
5 D
20
15
15
4 B
5 E
End
C[l]ul[ting Flo[ts P[g_ 7 Forw[r^ p[ss on [ll non Criti][l P[ths

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StartwithZEROasEarlyStartofthefirstactivityonallnoncriticalpaths EarlyStart+Duration=EarlyFinish TransferEarlyFinishofPredecessoractivitytoEarlyStartofSuccessorActivity ConsideralldependenciestodecideEarlyStartofSuccessorActivity Repeatabove4stepsforallnoncriticalpathandreachuptothelastactivities EarlyFinishofthelastactivitiesNEEDNOTtobethesameascriticalpathduration
7 A
8 C
15
15
5 D
20
20
3 F
23
15
15
20
20
23
4 B
15
5 E
20
End
Project Planning
C[l]ul[ting Flo[ts P[g_ 8

B[]kw[r^ p[ss on [ll non Criti][l P[ths S]_n[rio 1: Tot[l Flo[t
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StartwithcriticalpathdurationasLateFinishforalllastactivitiesonnoncriticalpaths LateFinish Duration=LateStart TransferLateStartofsuccessoractivitytoLateFinishofpredecessoractivity Repeatabove3stepsforallothernoncriticalpathactivitiesuptothefirstactivity CalculatetheTotalFloat=LF EF
7 A
8 C
15
15
5 D
20
20
3 F
23
15
15
20
20
23
4 B
15 18
5 E 3
20 23
End
11
14 18
C[l]ul[ting Flo[ts P[g_ 9

B[]kw[r^ p[ss on [ll non Criti][l P[ths S]_n[rio 2: Fr__ Flo[t
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TransferEarlyStartofsuccessoractivitytoLateFinishofpredecessoractivity CalculatetheFREEFloat=LF EF
7 A
8 C
15
15
5 D
20
20
3 F
23
15
15
20
20
23
4 B
15 18
5 E 3
20 23
End
11
11 15
Project Planning
S]h_ûl_ N_twork @n[lysis
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Techniqueusedtocalculatethetheoreticalearlyandlatestartand finishdatesforallprojectactivities. Fourmethods:

CriticalPathMethod(CPM). Criticalchainmethod. Whatifscenario. Resourceleveling.
Example:AmarketingcampaignscheduleNetworkAnalysisInvolves:
Usingsoftwaretocreaterequestforproposals. Launchingcampaign. Estimatingslack. Adjustingactivities.
Th_ Criti][l Ch[in M_tho^
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Criticalchainisaschedulenetworkanalysistechniquethatconsidersresource limitations.Firstcriticalpathisidentifiedandthenresourceavailabilityisentered onthecriticalpathandtheresourcelimitedscheduleresultisdetermined. Theresourceconstrainedcriticalpathisknownasthecriticalchain.Thecritical chainmethodaddsdurationbuffersthatarenonworkscheduleactivitiesto manageuncertainty Usedto:

Considerresourcelimitations Planandmanagereserves Mitigatepossiblecostandschedulerisks
Task 1.1 Duration 4 Days January 4-8 Ted Task 1.2 Duration 2 Days January 9-11 Bill Task 3 Duration 5 Days January 15-19 Jane
Task 2.3 Duration 3 Days January 16-18 Michael
Task 2.4 Duration 9 Days January 16-26 Jane
Jane is Over Allocated
Aprojectscheduleallowsyoutoconsiderresourcelimitationsandadjusttheschedule
Project Planning
Th_ Wh[t-If S]_n[rio @n[lysis
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Usedtoconsiderdifferentsituationsthatmightoccurand influencetheschedule. Computesdifferentschedulesbasedonpotentialdelays. Simulatedoutcomescanbeusedinriskresponseplans. Helpsselecttheoptimumplan. Example:Whatifscenarioforplannedmoveofheadquarters. Whatifthecontractorfinisheslate? Whatifkeydecisionmakersareelsewhereduring planning? Whatifaunionstrikeaffectsconstructionworkers?
R_sour]_ L_v_ling
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Resourcelevelingisaschedulenetworkanalysistechniquetofixresourceover allocation. Objectiveistoensurethatresourcesarenotoverallocatedoroverburdened,and thattherearenotsignificantupsanddownsintheresourceschedule.Over Allocationsarelookedas

Individualresources DemandforEntireProject
Generally,resourcesareleveledintwoways:
Bydelayingthetasks Bysplittingthetaskandpartofitworksinthefuture
Followingarefewothermethodsusedtoresolve overallocations:
Adjustingtheresourcesassignedtoatask. Assigningmoreresourcestoatask. Replacinganoverallocatedresourcewithanunder allocatedoneorremovingaresource. Adjustingorcontouringtheamountofworkassigned toaresource.
Project Planning
S]h_ûl_ Form[ts
Barchart:
Showsstartandenddates,duration,order. Canshowprecedencerelationships. Canshowpercentagecompletion;actualprogress. Usedtopresentprojectstatustomanagement.
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Abarchart
S]h_ûl_ Form[ts (Cont.)

Milestonechart:
Providessummarylevelviewofprojectsmilestones. Usesiconsorsymbols. Showstheprojectsoverallschedule.
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Amilestonechart
Project Planning
S]h_ûl_ Compr_ssion
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Schedulecompressionistheconceptthatshortenstheprojectschedule withoutchangingtheprojectscope Twotechniquesareavailable:

Fasttracking:isatechniquetoshortenthedurationbyperformingsequential activitiesisparallel.
Crashing:isatechniquetoshortenthedurationbybringinginadditional resources orapprovingovertime.Crashingonlyworksforactivitieswhere additionalresourceswillshortentheduration. +
S]h_ûl_ B[s_lin_s
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Themanagementapprovedversionoftheprojectschedule. Drawnfromtheschedulenetworkanalysis. Providesbasisformeasuringandreportingscheduleperformance.
Achartshowingaschedulebaseline
Project Planning
D_v_loping Cost Estim[t_s [n^ Bu^g_ts
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ProjectCostManagementincludestheprocessesofestimating, budgeting,andcontrollingcosts Inpracticeforsmallerprojects,estimatingandbudgetingactivitiesmaybe combinedinonestep 3Processnamesare

EstimateCosts DetermineBudget ControlCosts
Proj_]t Cost M[n[g_m_nt
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Cost Management Plan is the plan that determines various aspects of how costs will be incurred, measured and controlled through out the project. Cost Management Plan establishes / includes: Level of Accuracy: Rounding off and contingencies. Units of Measure: Staff hours, staff days, currency etc, Control thresholds: Amount of variance allowed before an action would initiate. Reporting formats. Cost inclusion / exclusion rules. (such as whether direct costs will be included or indirect or both)
*ImportantNote:CostManagementPlaniscreatedasapartofDevelopprojectmanagementplanprocessintheIntegrationManagement.
Project Planning
Lif_]y]l_ ]osting

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It refers to the concept of looking at the cost of a particular product through out the life of the product vs. just the project cost. Its similar to the concept of total cost of ownership. Example:
Option:01 Build a software Project cost of building the software: 100K Maintaining the software: 5K / year Option:02 Buy off the shelve product Project Cost of buying the software: 75K Project cost of maintaining the software: 35K
Based on the example option:02 is cheaper to buy. However as per the concept of Life cycle costing, total cost of ownership for option1 is significantly lower than other. So Option:01 should be the right choice for the organization.
7.1 Estim[t_ Costs Pro]_ss
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Overview
EstimateCostsistheprocessofdevelopinganapproximationof themonetaryresourcesneededtocompleteprojectactivities
Inputs
1. 2. 3. 4. 5. Scopebaseline Projectschedule Humanresourceplan Riskregister EEF/OPA 1. 2. 3. 4. 5. 6. 7. 8. 9.
Toolsand Techniques
Expertjudgment Analogousestimating Parametricestimating Bottomupestimating Threepointestimates Reserveanalysis Costofquality Projectmanagement estimatingsoftware Vendorbidanalysis 1. 2. 3.
Outputs
Activitycostestimates Basisofestimates Projectdocument updates
Project Planning
Common Estim[t_ Typ_s
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TypeorLevelofAccuracy
DescriptionorAccuracyRating Developedwithoutbasisofdetaileddataandoftenbasedonveryhighlevel historicaldata,expertjudgment,oracostingmodel.Accuracy: 50percentto+50percent. Oftenusedforappropriationpurposes.Accuracy:10to+10percent.
RoughOrderofMagnitude (ROM) Budgetary
Definitiveestimate(orcontrol DevelopedbyestimatingthecostforeachworkpackageintheWBS. ordetailed) Accuracy: 5percentto+5percent. Phasedestimate(orrolling waveormovingwindow) AllowstheuseofROMorapproximateestimatesforsomelaterpartsofthe work.Accuracy: 5percentto 15percent.
@n[logous & Bottom-Up

Analogous BottomUp
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ItcanbeDefined asanestimateofdurationbased Inthismethoddurationofeachpackageis onhistoricaldataofasimilar(analog)item.Itis estimatedand aggregatedtotheupperlevel. alsoreferredtoastopdownmethod. ThetotalaggregateddurationvaluesisProject Schedule. Advantages: Itreliesonprevious experiencesandlessons learned. Itsacosteffectivewayofestimation. Overallprojectcostswillbecapped. Limitations: Itrequiressignificantpastexperience. Itshaslimitedapplicationforprojectsthat havesignificantuncertainty. Advantages: Itsmore detailedasallactivitiesare estimated. Itsmoreaccurate. Gainsbuyinfromteammembersasthey areinvolvedintheestimationprocess. Limitations: It requiresalotoftimeandefforttoestimate. Requiresthattheteamhasknowledgeofall activities. Itresultsininconsistencyasvariousteam membersmayusedifferentpadding assumptions.
Project Planning
P[r[m_tri] & Thr__ point
CertSchool.com
Parametric
Aparametricdurationestimateisonethatuses EstimatingRelationships(ERs)andassociated mathematicalalgorithms(orlogic)toestablish projectdurationestimates. Advantages: Itisbasedonamathematicalalgorithmand can beveryaccurate Withestablishedprocessandexpertise, estimationwouldbeloteasier Limitations: Qualityparametersarequiteimportant.Little variationsinparametersmightresultinto largerestimationvariations
ThreePoint
Theaccuracyofsinglepointactivityduration estimatescanbeimprovedbyconsidering estimationuncertaintyandrisk. Advantages: Based onageoldProgramEvaluation ReviewTechnique(PERT)
Limitations: .Forsmallervariancetheendresultwillbe closer tomostlikelyvalue.
7.2 D_t_rmin_ Bu^g_t
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Overview
Thisprocessofaggregatingtheestimatedcostsofindividual activitiesorworkpackagestoestablishanauthorizedcost baseline.Thisbaselineincludesallauthorizedbudgets,but excludesmanagementreserves.
Inputs
1. 2. 3. 4. 5. 6. 7. Activitycostestimates Basisofestimates Scopebaseline Projectschedule Resourcecalendars Contracts Organizationalprocess assets 1. 2. 3. 4. 5.
Toolsand Techniques
Costaggregation Reserveanalysis Expertjudgment Historicalrelationships Fundinglimit reconciliation 1. 2. 3.
Outputs
Costperformance baseline Projectfunding requirements Projectdocument updates
Project Planning
Funîng Limit R_]on]ili[tion
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Amethodofadjustingspending,scheduling,and resourceallocationinordertobringexpenditures intoalignmentwithbudgetaryconstraints. Example:Acustomerwantstospreadprojectcosts overtwoquarters. $250,000duringQ1. $350,000duringQ2.

Q1: $250,000 Q2: $350,000
Cost @ggr_g[tion
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ProjectCostBaseline ProjectCosts
+ +
ManagementReserve ContingencyReserve ProjectCosts
= =
ProjectBudget ProjectCostBaseline
ControlAccountsCosts
ControlAccountsCosts
WorkpackageCosts ActivityCosts ActivityCosts ActivityCosts
Project Planning
Cost B[s_lin_s
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Atimephasedbudgetmonitorsandmeasurescost performancethroughouttheprojectlifecycle. Developedbyaddingtheestimatedcostsofproject componentsbyperiod.
A generic cost baseline shown as an S-curve

Compl_t_^ S-Curv_ Gr[ph
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Summationoftheapproved budgetsisdisplayedasSCurve
40 30 20 10 0 3
BellCurveofCosts
Costsin'000 35 35
20 10 10
20 10 5 2
Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10
Project Planning
Pl[nning Proj_]t Work
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IdentifytheElementsofaProjectManagementPlan DevelopProjectManagementPlan
Develop3Baselines(PlanningPart1) ScopeBaseline(Process5.3) ScheduleBaseline(Process6.5) CostBaseline(Process7.2) Atthispointall3baselinesaredeveloped.NowSubsidiarymanagementplansshouldbedeveloped. Develop13SubsidiaryManagementPlans(PlanningPart2) Scope,Cost,TimeManagementPlans(Process4.2) Configuration,ChangeManagementPlans(Process4.2) RequirementsManagementPlan(Process5.1) QualityManagementPlan(Process8.1) HRManagementPlan,StaffingManagementPlan(Process9.1) CommunicationManagementPlan(Process10.2) RiskManagementPlan(Process11.1) DevelopRiskResponses(Process11.2 11.5) ProcurementManagementPlan(Process12.1)
ReviewCertSchoolPoster#1;Identify20planningprocesses;Identifyprocessesthatdevelopbaselinesand identifyprocessesthatdevelopmanagementplans
Qu[lity
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Totalityoffeaturesandcharacteristicsofaproductorservicesthatbear onitsabilitytosatisfystatedorimpliedneeds. Otherdefinition:Thedegreetowhichasetofinherentcharacteristics fulfillrequirements Otherdefinition:Qualityisconformancetorequirementsorspecifications QualityisprovidingwhatCUSTOMERwants QualityandGrade

FulfillingcustomerrequirementsastheywishisQuality Gradeissamefunctionaluse,butdifferenttechnicalcharacteristics
PrecisionandAccuracy
Repeatedvaluesarenotscatteredisprecision Closertothetargetvalueisaccuracy
Project Planning
Thr__ Pro]_ss of Qu[lity M[n[g_m_nt
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8.1PlanQuality
QM Management Planning QA Audit QC Check (Inspection)
8.2PerformQualityAssurance
8.3PerformQualityControl
8.1 Pl[n Qu[lity
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Overview
Thisprocessofidentifyingqualityrequirementsand/orstandards fortheprojectandproduct,anddocumentinghowtheproject willdemonstratecompliance
Inputs
1. 2. 3. 4. 5. 6. Scopebaseline Stakeholderregister Costperformance baseline Schedulebaseline Riskregister EEF/OPA
1. 2. 3. 4. 5. 6. 7. 8. 9.
Toolsand Techniques
Costbenefitanalysis Costofquality Controlcharts Benchmarking Designofexperiments Statisticalsampling Flowcharting Proprietaryquality management methodologies Additionalquality planningtools
Outputs
1. 2. 3. 4. 5. Qualitymanagement plan Qualitymetrics Qualitychecklists Processimprovement plan Projectdocument updates
Project Planning
Qu[lity M[n[g_m_nt Import[n]_
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FollowingconceptsshowstheimportanceoftheQuality PreventionoverInspection
TheconceptisAuditthesystemandidentifytheproblemstoPREVENTthem beforeinspectionfiguresoutthedefects.
CustomerSatisfaction
Qualityproductisdevelopedforcustomersatisfaction
Continuousimprovement
Qualitycantbeachievedovernight.Ithastobeachievedovertheperiodonestep atatime.KAIZENisthewordstatesthatcontinuousimprovementismuchbetter thansuddenchangeorgrowth.KAI Change,ZEN Good.
ManagementResponsibility
ManagementneedstoparticipateandrecognizetherequirementsofQualityinthe project.
Tot[l Qu[lity M[n[g_m_nt (TQM)
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Anapproachtoimprovebusinessresultsthroughan emphasisoncustomersatisfaction,employee development,andprocessesratherthanfunctions. Differentqualitytheoristswhoimplementedtotal qualitymanagementare:

W.EdwardsDeming JosephJuran PhilipCrosby Genichi Taguchi BillSmith
Project Planning
St[n^[r^s [n^ R_gul[tions

Standards:
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Nonmandatoryguidelinesorcharacteristicsthathave beenapprovedbyarecognizedbodyofexpertssuchas theInternationalOrganizationforStandards(ISO).
Regulations:
Compliancemandatorycharacteristicsforspecific products,services,orprocesses. Example:2007U.S.recalloftoyswithleadbasedpaint.
Newrulesandregulations:
Stricterfederalregulations,withcriminalpenalties. U.S.toyretailersforcedsupplierstomeettougher standardsthanrequiredbythegovernment.
Cost of Qu[lity
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Thetotalcostofeffortneededtoachieveanacceptablelevelofqualityinthe projectsproductorservice.
Project Planning
Ch_]klists
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Ajobaidthatpromptsemployeestoperformactivitiesaccordingtoaconsistent qualitystandard
Obtainaprintoutoftheimagespecificationsfromthegraphicsdatabase.Usethis checklisttoensurethattheimagesarereadytobehandedofftotheprogrammer. # 1 2 3 4 5 6 7 8 Item Doestheimagematchthedescriptioninthedatabase? Doesthestylemeetthespecificationsforthecourseorlesson? Doesthequalityoftheimagemeetthestandardssetforthecourse? Istheimagesizecorrect? Isthecorrectborderontheimage? Istheimageinthecorrectpalette? Istheopacitycorrect(transparentoropaque)? Isthebitdepthcorrect? Y/N
Achecklistforprintingimage
Flow]h[rt
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Adiagramthatshowstherelationshipsof variouselementsinasystemorprocess. Twoflowchartingtechniques:

Causeandeffectdiagram. Processorsystemflowchart.
Helpsidentifypotentialqualityproblemsand possibleeffectsoftheproblems.
Project Planning
Pro]_ss Flow]h[rt
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Showsthesequenceofeventsandflowofinputsandoutputsbetweenelements inaprocessorsystem. Hasadefinitebeginningandend.
Asampleprocessflowchart
C[us_-[n^-Eff_]t Di[gr[m
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A diagram that shows the relationships of various elements in a system or process.
Acauseandeffectdiagram
Project Planning
Control Ch[rts
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Agraphusedtoanalyzeandcommunicatethevariabilityofaprocessor projectactivityovertime. Showsthepotentialcapabilityoftheprocess. Suggeststherangeofvariabilityintheprocess.

IndicatesInstability UCL UCL
LCL
LCL
Variabilityabovetheuppercontrollimit(UCL)
B_n]hm[rking
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A method of addressing the evaluation of a groups business or project practices in comparison to those of other groups. Used to identify best practices in order to meet or exceed them. Example: Benchmarking the espresso-based beverages based on the performance of Seattle-based Starbucks Corp.
Project Planning
D_sign of Exp_rim_nts (DOE)
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Atechniquetosystematicallyidentifyvarying levelsofindependentvariables. Example:Creatinganewstyleofjarina canneryCreationinvolves:

Determiningtheoptimumtorquesize. Testingtorquewithspindlespeedandconveyor speed. Determiningadjustmentstothesesettings.
M_tri]
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Ametricisaverifiablemeasurestatedineitherquantitativeor qualitativeterms.
95percentinventoryaccuracy asevaluatedbyourcustomers,weareprovidingaboveaverage service
Ametricisaverifiablemeasurethat
capturesperformanceintermsofhowsomethingisbeingdone relativetoastandard, allowsandencouragescomparison, supportsbusinessstrategy.
Qualitymetricdatamaybeusedto:
spottrendsinperformance. comparealternatives. predictperformance.
Project Planning
Pro]_ss Improv_m_nt Pl[nning
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Theprocessofanalyzingandidentifyingareasofimprovementin projectprocesses. Enumeratinganactionplanbasedontheprojectgoalsand identifiedissues. Involves:

Describingoperationaltheoriesandprojectrolesandresponsibilities. Identifyinglongandshorttermgoals. Describingprocessimprovementobjectivesandactivities. Identifyingrisksandresourcerequirements. Determiningprocessimprovementactivities. Creatingaprocessimprovementplan. Receivingapprovalfromstakeholdersandseniormanagers. Executingtheprocessimprovementplan.
Qu[lity M[n[g_m_nt Pl[n
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Describefortheprojectstakeholdersthe teamsapproachtoimplementthequality policy. Outlinehowqualitycontrolandquality assurancewillbeperformed.
Project Planning
9.1 D_v_lop HR Pl[n
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Overview
DevelopHumanResourcePlanistheprocessofidentifyingand documentingprojectroles,responsibilities,andrequiredskills, reportingrelationships,andcreatingastaffingmanagementplan
Inputs
1. 2. Activityresource requirements EEF/OPA 1. 2. 3.
Toolsand Techniques
Organizationchartsand positiondescriptions Networking Organizationaltheory 1.
Outputs
Humanresourceplan
Org[niz[tion[l Stru]tur_ Typ_s
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Dictates how the various groups and individuals within an organization interrelate. Types:
Item Functionalorganization Y/N Eachdepartmentcarriesoutspecificactivities. Reportingishierarchical. PMsauthorityislow,relativetofunctionalmanager. PMandcoreprojectteamoperateasaseparateunit. PMhassignificantauthorityandindependence. Individualsreportupwardsandalsohorizontally.
Projectizedorganization Matrixorganization
Project Planning
Org[niz[tion[l Ch[rts
OrganizationalChartscanberepresentedin3formats
Hierarchical OBS,RBS, Matrix ResourceAssignmentMatrix(Ex:RACI) Textoriented
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R@CI Ch[rt

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A chart that links key project stakeholders to specific project deliverables or activities by assigning responsibility to an individual stakeholder for each element of work. RACI Chart is an example of RAM Chart
Project Planning
HR Pl[n
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Thehumanresourceplan,apartoftheproject managementplan,providesguidanceonhow projecthumanresourcesshouldbedefined, staffed,managed,controlled,andeventually released.Componentsinclude:

Roles Responsibilities Authority Competency ProjectOrganizationalCharts StaffingManagementPlan
St[ffing M[n[g_m_nt Pl[n
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Thestaffingmanagementplan,apartofthehumanresourcesplan, describeswhenandhowhumanresourcerequirementswillbemet. Forecastwhattypesofstaffwillworkontheproject,whentheywillbe needed,howtheywillberecruitedontotheproject,andwhentheywill bereleasedfromtheproject. StaffingManagementPlanComponents

Staffacquisition ResourceCalendars StaffReleaseplan Trainingneeds Recognitionandrewards Compliance Safety
Project Planning
10.2 Pl[n Communi][tions
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Overview
PlanCommunicationsistheprocessofdeterminingtheproject stakeholderinformationneedsanddefiningacommunication approach
Inputs
1. 2. 3. 4. Stakeholderregister Stakeholder managementstrategy Enterprise environmentalfactors Organizationalprocess assets 1. 2. 3. 4.
Toolsand Techniques
Communication requirementsanalysis Communication technology Communicationmodels Communication methods 1. 2.
Outputs
Communications managementplan Projectdocument updates
Communi][tions R_quir_m_nts @n[lysis
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Theanalysisofthecommunicationrequirementsdeterminesthe informationneedsoftheprojectstakeholders.Theserequirementsare definedbycombiningthetypeandformatofinformationneededwithan analysisofthevalueofthatinformation Aninvestigationthatleadstoacleararticulationofthestakeholders' communicationsneeds. Helpsprojectmanagermakeeffectivechoicesregardingthetechnologies toberecommendedinthecommunicationsmanagementplan. Example:Surveyingstakeholdersregardingtheircommunicationsneeds. Questionsaskedmayinclude:
Howoftenwouldyouliketoreceivestatusreports? Howwouldyouprefertoreceiveinformation?Byphone,byemail,orinface tofacemeetings? Whatlevelofdetailareyouexpectingtosee? Whatkindsofquestionsdoyouexpecttohaveanswered?
Project Planning
Eff_]tiv_ [n^ Effi]i_nt Communi][tion
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Identifystakeholderinformationneedsand planforcommunicationapproach Improperplanningwillleadintodelayin communicationorsensitiveinformationto wrongaudience

Effectivecommunicationmeans informationisprovidedinrightformat, atrighttimeandwithrightimpact Efficientcommunicationmeans providingonlyrequiredinformation
Pot_nti[l Ch[nn_ls
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n(n-1) 2
n = number of people
2(1)/2 = 1 Channel
4(3)/2 = 6 Channels
*As the number of people involved in the communication increases the number of communication channels increases geometrically.
Project Planning
Communi][tion Mo^_ls
CertSchool.com
Abasicmodelofcommunicationdemonstrateshowinformationissentand receivedbetweentwoparties,definedasthesenderandthereceiver.Thekey componentsofthemodelinclude:

Encode:Totranslatethoughtsorideasintoalanguagethatisunderstoodbyothers MessageandFeedbackmessage:Theoutputofencoding Medium:Themethodusedtoconveythemessage Noise:Anythingthatinterfereswiththetransmissionandunderstandingofthemessage Decode:Totranslatethemessagebackintomeaningfulthoughtsorideas
Communi][tion M_tho^s
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InteractiveCommunication
Between2ormorepartied,multidirectional
PushCommunication
Senttospecificrecipients
PullCommunication
Verylargeinformationforverylargeaudience. Intranetwebsiteisanexample
Thetechnologiesusedforcommunications planning:websites,email,instantmessaging, phones,videoconferencing.

Project Planning
Communi][tions M[n[g_m_nt Pl[n
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Describestheprojectteamsapproachtocommunicateprojectinformation.The communicationsmanagementplancanbeformalorinformal,highlydetailedor broadlyframed,andbasedontheneedsoftheproject Thecommunicationsmanagementplancanalsoincludeguidelinesandtemplates forprojectstatusmeetings,projectteammeetings,emeetings,andemail,a projectwebsiteandprojectmanagementsoftware. Thecommunicationsmanagementplanusuallyprovides:

Stakeholdercommunicationrequirements Informationtobecommunicated,includinglanguage,format,content,andlevelofdetail Timeframeandfrequencyforthedistributionofrequiredinformation Personresponsibleforcommunicatingtheinformation.Personresponsibleforauthorizing releaseofconfidentialinformation Personorgroupswhowillreceivetheinformation; Methodsortechnologiesusedtoconveytheinformation,suchasmemos,email,and/or pressreleases; Escalationprocessidentifyingtimeframesandthemanagementchain(names)forescalation ofissuesthatcannotberesolvedatalowerstafflevel Flowchartsoftheinformationflowintheproject,workflowswithpossiblesequenceof authorization,listofreports,andmeetingplans,etc.
6 pro]_ss_s of Risk M[n[g_m_nt
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PlanRisk Management
TheobjectivesofProjectRiskManagementaretoincreasetheprobabilityandimpactof positiveevents,anddecreasetheprobabilityandimpactofnegativeeventsintheproject
IdentifyRisks
Perform Qualitative RiskAnalysis
Perform Quantitative RiskAnalysis
PlanRisk Responses
MonitorandControlRisks
Project Planning
11.1 Pl[n Risk M[n[g_m_nt
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Overview
PlanRiskManagementistheprocessofdefininghowtoconduct riskmanagementactivitiesforaproject.Carefulandexplicit planningenhancestheprobabilityofsuccessforthefiveother riskmanagementprocesses.
Inputs
1. 2. 3. 4. 5. 6. Projectscope statement Costmanagementplan Schedulemanagement plan Communications managementplan Enterprise environmentalfactors Organizationalprocess assets 1.
Toolsand Techniques
Planningmeetingsand analysis 1.
Outputs
Riskmanagementplan
Risk M[n[g_m_nt Pl[n
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Methodology Rolesandresponsibilities Budgeting Timing Riskcategories Definitionsofriskprobabilityandimpact Probabilityandimpactmatrix Reportingformats Tracking
RMP
Project Planning
Risk Br_[kôwn Stru]tur_
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TheRiskBreakdownStructure(RBS)isahierarchicallyorganizedrepresentationof theidentifiedprojectrisksarrangedbyriskcategoryandsubcategory RBShelpsprojectteamtoidentifyRiskandprovidedetailsataconsistentlevel AllowsProjectteamtoprovidehighlevelresponsestrategiesatcategorylevel
Risk Imp[]t M[trix
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Definitionsshouldbeprovidedtodifferentlevelsoftherisks probabilitiesandimpactssothatQualitativeRiskAnalysiscanbe performedunambiguouslyandwithoutabias.
Project Planning
11.2 I^_ntify Risks
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Overview
IdentifyRisksistheprocessofdeterminingwhichrisksmay affecttheprojectanddocumentingtheircharacteristics.Identify Risksisaniterativeprocessbecausenewrisksmayevolveor becomeknownastheprojectprogressesthroughitslifecycle
Inputs
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Riskmanagementplan Activitycostestimates Activitydurationestimates Scopebaseline Stakeholderregister Costmanagementplan Schedulemanagement plan Qualitymanagementplan Projectdocuments Enterpriseenvironmental factors Organizationalprocess assets
Toolsand Techniques
1. 2. 3. 4. 5. 6. 7. Documentationreviews Informationgathering techniques Checklistanalysis Assumptionsanalysis Diagramming techniques SWOTanalysis Expertjudgment 1.
Outputs
Riskregister
Inform[tion-G[th_ring T_]hniqu_s
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Technique Brainstorming Delphitechnique Interviewing Rootcauseanalysis
Description Usedtoidentifyoverallprojectrisksormayfocusinontherisks withinaparticularprojectsegmentorworkpackage. Generatesaconsensusamongprojectriskexpertswho anonymouslysubmittheirrisklisttoafacilitator. Usedtogetinformationfrompeoplewithawideexperience acrossmanyprojects. Usedtoidentifyproblems,discovertherootcause,anddevelop correctiveactions.
Project Planning
SWOT @n[lysis Prim[ry F[]tors
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Thetechniquestartswithidentificationofstrengthsandweaknessesoftheorganization,focusingoneithertheproject organizationorthewiderbusiness SWOTanalysisthenidentifiesanyopportunitiesfortheprojectthatarisefromorganizationalstrengths,andanythreats arisingfromorganizationalweaknesses. SWOTanalysisalsoexaminesthedegreetowhichorganizationalstrengthsoffsetthreatsandopportunitiesthatmayserve toovercomeweaknesses
Strengths
Advantages Experience,knowledge Uniquecaracteristics Resources Geographicaladvantage,location Competence,capabilities Quality,reputation
Weaknesses
Disadvantages Gapinexperience,knowledge Financialaspects Reliabilityandtrust Lossofkeystaff Geographicalfactors
Opportunities
Strategicalliances,partnerships Productdevelopment Import,export Innovationandtechnology development
Threats
Lossafalliancesandpartners Priceinflation/deflation Strongcompetition Competitorsnewproducts Competitorsinnovation
Risk R_gist_rs
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Identifiesandcategorizesrisks,potentialriskresponses,triggers. Updatedasriskcategorieschange. Riskresponsesfromtheinitialriskregisterareusedintheriskresponse planningprocess. Updatedriskregisterisprovidedtotheprojectteammembers.
Asampleriskregister
Project Planning
Compon_nts of Risk R_gist_rs
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Technique Relative ranking or priority list of project risks Risks grouped by categories Causes of risk or project areas requiring particular attention Lists of risks requiring response in the near term List of risks for additional analysis and response Watch list of low-priority risks Trends in qualitative risk analysis results
Description The overall risk ranking for a project can be determined by adding the individual risk factor scores and dividing by the number of risks. Placing risks in categories may reveal areas of risk concentration. Identifying specific frequently occurring causes in risk occurrence enables better risk response planning. Some risks may require action in the near term. These can be grouped separately from the risks that will be addressed at a later date. Risks that may require additional analysis and management typically include risks classified as high or moderate. Risks that are not urgent and do not require near-term action can be documented on a watch list for monitoring. As qualitative risk analysis is repeated, a trend may result that can make risk response or further analysis more or less urgent.
11.3 P_rform Qu[lit[tiv_ Risk @n[lysis
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Overview
PerformQualitativeRiskAnalysisistheprocessofprioritizing risksforfurtheranalysisoractionbyassessingandcombining theirprobabilityofoccurrenceandimpact
Inputs
1. 2. 3. 4. Riskregister Riskmanagementplan Projectscope statement Organizationalprocess assets 1. 2. 3. 4. 5. 6.
Toolsand Techniques
Riskprobabilityand impactassessment Probabilityandimpact matrix Riskdataquality assessment Riskcategorization Riskurgency assessment Expertjudgment 1.
Outputs
Riskregisterupdates
Project Planning
Qu[lit[tiv_ Risk @n[lysis
CertSchool.com
Atechniquetodeterminetheprobabilityofoccurrenceandthe impactofidentifiedrisk. Determinetheriskexposureoftheprojectbymultiplyingthe probabilityandimpact. RiskDataQualityAssessment Evaluationoftheusefulnessofdataconcerningrisk. Examiningdataincludes:

Amountofdataavailable. Qualityofdataavailable. Sourceofinformation. Legitimacyofdata. Dependabilityofdata.
Pro\[\ility [n^ Imp[]t Risk R[ting M[trix

Eachofthesenumbersarecalculatedby multiplyingProbabilityandImpactvalues. 0.09=0.9*0.1
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0.9 0.8 0.7 0.6
0.09 0.18 0.27 0.36 0.45 0.54 0.63 0.72 0.81 0.81 0.72 0.63 0.54 0.45 0.36 0.27 0.18 0.09 0.08 0.16 0.24 0.32 0.4 0.48 0.56 0.64 0.72 0.72 0.64 0.56 0.48 0.4 0.32 0.24 0.16 0.08
0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1
0.07 0.14 0.21 0.28 0.35 0.42 0.49 0.56 0.63 0.63 0.56 0.49 0.42 0.35 0.28 0.21 0.14 0.07 0.06 0.12 0.18 0.24 0.05 0.1 0.15 0.2 0.3 0.25 0.2 0.36 0.42 0.48 0.54 0.54 0.48 0.42 0.36 0.3 0.35 0.4 0.45 0.45 0.4 0.35 0.3 0.3 0.25 0.2 0.24 0.18 0.12 0.06 0.2 0.15 0.1 0.05
Probability
0.5 0.4 0.3 0.2 0.1
Legend: Red:CloseMonitor Amber:Monitor Green:Watchlists White:Skip Blue:SCALE
0.04 0.08 0.12 0.16
0.24 0.28 0.32 0.36 0.36 0.32 0.28 0.24
0.16 0.12 0.08 0.04
0.03 0.06 0.09 0.12 0.15 0.18 0.21 0.24 0.27 0.27 0.24 0.21 0.18 0.15 0.12 0.09 0.06 0.03 0.02 0.04 0.06 0.08 0.1 0.12 0.14 0.16 0.18 0.18 0.16 0.14 0.12 0.1 0.08 0.06 0.04 0.02
0.01 0.02 0.03 0.04 0.05 0.06 0.07 0.08 0.09 0.09 0.08 0.07 0.06 0.05 0.04 0.03 0.02 0.01 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1
Threats
Opportunities
Impact
Copyright2012CertSchool.com.Allrightsreserved. PMP,CAPM,PMBOK,PMIareRegisteredMarksofProjectManagementInstitute,Inc. ReferenceProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage: 292
Project Planning
Risk S]or_
CertSchool.com
IdentifyRisksprocesslistsallpossiblerisks,thatincludeHighImpactrisks,Low Impactrisks,HighProbabilityrisksandLowProbabilityrisks QualitativeRiskAnalysisprocessranksthoserisksbasedonProbabilityandImpact RiskRatingMatrixdefined. RiskScore=Probability*Impact Risk Risk1 Risk2 Risk3 Risk4 Probability High(Ex:0.8) Low(Ex:0.4) High(Ex:0.7) Low(Ex:0.4) Impact High(Ex:0.8) High(Ex:0.8) Low(Ex:0.5) Low(Ex:0.3) RiskScore Red=0.64 Amber=3.2 Amber=3.5 Green/White=1.2 Rank 1 3 2 4
Risk R_gist_r Up^[t_s \y Qu[lit[tiv_ Risk @n[lysis
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Relativerankingorprioritylistofprojectrisks:Usingcombinationsofeachrisksprobabilityofoccurringandthe impactonobjectivesifitweretooccur,riskswillbeprioritizedrelativetoeachotherbysortingthemintogroups ofhighrisk,moderaterisk,andlowrisk. Causesofriskorprojectareasrequiringparticularattentionareidentified Risksrequiringresponseintheneartermareidentified RisksforadditionalanalysisandresponseareidentifiedandQuantitativeanalysiswillbeperformed Watchlistsoflowpriorityrisksareprepared Astheanalysisisrepeated,atrendforparticularrisksmaybecomeapparent,andcanmakeriskresponseor furtheranalysismoreorlessurgent/important. Largelistofidentifiedrisksarecategorized,andfiltered
Willbeanalyzed quantitatively Scored& Ranked
Project Planning
11.4 P_rform Qu[ntit[tiv_ Risk @n[lysis
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Overview
PerformQuantitativeRiskAnalysisistheprocessofnumerically analyzingtheeffectofidentifiedriskson overallprojectobjectives
Inputs
1. 2. 3. 4. 5. Riskregister Riskmanagementplan Costmanagementplan Schedulemanagement plan Organizationalprocess assets 1.
Toolsand Techniques
Datagatheringand representation techniques Quantitativerisk analysisandmodeling techniques Expertjudgment 1.
Outputs
Riskregisterupdates
2.
3.
Qu[ntit[tiv_ Risk @n[lysis

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PerformQuantitativeRiskAnalysisisperformedonrisksthathavebeenprioritizedbythePerform QualitativeRiskAnalysisprocessaspotentiallyandsubstantiallyimpactingtheprojectscompeting demands. Analysisisusedtoassignanumericalratingtothoserisksindividuallyortoevaluatetheaggregate effectofallrisksaffectingtheproject.Italsopresentsaquantitativeapproachtomakingdecisions inthepresenceofuncertainty QuantitativeRiskAnalysisisperformedseveraltimesevenafterRiskresponsesareprovidedoron regularintervalsofmonitorandcontrollingtomeasuretheoverallprojectRiskandseeifitis reducedornot. DataGatheringandRepresentationTechniqueslikeInterviewingandProbabilitydistributionare usedtorepresenttheuncertaintynumerically
Interviewinghelptoprovide3pointestimates Discretedistributionscanbeusedtorepresentrisksindecisiontrees(Obliviousvaluescanbepredicted) QuantitativeRiskanalysisdatarepresentedinContinuousdistributiondepictedasshapesofBeta DistributionorTriangulardistribution.Inthesechartsthehorizontal(X)axesrepresentpossiblevaluesof timeorcostandthevertical(Y)axesrepresentrelativelikelihood.
Project Planning
Qu[ntit[tiv_ @n[lysis Mo^_ling t_]hniqu_s
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Commonlyusedmodelingtechniquesincludebotheventorientedandproject orientedanalysisapproachesincluding:
Method Sensitivity analysis Expected Monetary Value (EMV) analysis Decision tree analysis Modeling and simulation Description Places a value on the effect of changing a single variable within a project by analyzing that effect on the project plan. Assesses the average outcome of both known and unknown scenarios. Factors both probability and impact for each variable, indicating the decision providing the greatest expected value when all uncertain implications and subsequent decisions are quantified. Uses models that calculate potential impact of events on the project, based on random input values.
Qu[ntit[tiv_ Risk @n[lysis Up^[t_ Compon_nts
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Component Probabilistic analysis of the project Probability of achieving the cost and time objectives Prioritized list of quantified risks Trends in quantitative risk analysis results
Description Once risks are qualitatively and quantitatively analyzed, the project team should be able to forecast the possible completion dates and costs and provide a level of confidence for each. Using quantitative risk analysis, the project team can estimate the likelihood of achieving the project objectives under the current plan and with the current knowledge of the project risks. Identified risks are prioritized according to the threat they pose or the opportunity they present to the project. This prioritized list includes a measure of the impact of each identified risk. Repeating the quantitative risk analysis allows the project's risk management team to analyze the trends and make adjustments as necessary.
Project Planning
D_]ision Tr__
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Simul[tions
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Usescomputermodelsandestimatesofrisk. Translatesuncertaintiesintopotentialimpact. Involvescalculatingmultipleprojectdurations usingvaryingsetsofassumptions. Example:Theprojectteamforthemultimedia campaigndecideswhichprintingcontractor touseandchoosesbetweentwovendors.

Project Planning
Mont_ C[rlo @n[lysis
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Optimistic,mostlikely,andpessimisticestimates. Simulatesvariousoutcomes. Predictsarangeofpossibleresults. Usedtopredictlikelyoutcomeforschedulesandcosts. Sophisticatedsoftwareapplications. Effectivewithlargeinputsofnumbers. Effectivewhenpredictingbusinessrisk.
Example:MonteCarloanalysisforaprojectthathas threetaskswithinexperiencedresources.
Risk R_gist_r Up^[t_s \y Qu[ntit[tiv_ Risk @n[lysis

QuantitativeRiskAnalysisoutputexpressedasacumulativedistributionandprovides theunderstandingonhowmuchcostandtimecontingencyreservesareneededto bringtheriskofoverrunningstated projectobjectivestoalevelacceptabletothe organization. Forinstance,thecumulativecharthereshowsthattheprojectisonly12%likelytomeet the$41millionestimate.Tohave75%confidenceleveltheprojectoverallbudget shouldbe$50million.Thatis22%ofcontingencyreserve.((5041)/41)*100=22% QuantitativeRiskAnalysismeasuresthecontingencyreserveasExpectedMonitory ValueamultipleofProbabilityandprojectedcostimpact. EMV=Probability*$$Impact. Largelistofidentifiedrisksarecategorized,andfilteredbyQualitativeAnalysis.Thelist isfurtherfilteredbyQuantitativeRiskAnalysis.ContingencyReservesforindividualrisk itemsarecalculatedfortopriskitems.BasedonCumulativeChartandorganizationrisk toleranceoverallProjectContingencyreserveiscalculated.
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Scored& Rankedby Qualitative Analysis
Contingency Reservesare Identifiedby Quantitative Analysis
Project Planning
11.5 Pl[n Risk R_spons_s
CertSchool.com
Overview
PlanRiskResponsesistheprocessofdevelopingoptionsand actionstoenhanceopportunitiesandtoreducethreatsto projectobjectives
Inputs
1. 2. Riskregister Riskmanagementplan 1. 2. 3. 4.
Toolsand Techniques
Strategiesfornegative risksorthreats Strategiesforpositive risksoropportunities Contingentresponse strategies Expertjudgment 1. 2. 3. 4.
Outputs
Riskregisterupdates Riskrelatedcontract decisions Projectmanagement planupdates Projectdocument updates
Risk Str[t_gi_s
CertSchool.com
Negative Risks (Threats)
Strategy Risk avoidance Risk transference Risk mitigation Risk acceptance
Description Involves changing the project plan to prevent a potentially detrimental risk condition or event from happening. Shifts the impact of a risk event and ownership of the risk response to a third party. Attempts to reduce the probability or impact of a potential risk event to an acceptable level. Involves accepting that a risk exists. The acceptance may be passive or active.
Strategy
Description Often used when a project team wants to make sure that a positive risk is fully realized. Entails partnering up with another party in an effort to give your team the best chance of seizing the opportunity. Attempts to increase the probability that an opportunity will occur. Involves accepting the risk and actively responding to it as it comes, but not through pursuit.
Positive Risks (Opportunity)
Risk exploitation Risk sharing Risk enhancement Risk acceptance
Project Planning
N_g[tiv_ Risk R_spons_ Ex[mpl_s
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Avoidance
Compatibilityissuesbetweentwointerfacesistherisk. ChangingthedesignisAvoidancestrategy Changethetaskflowtoremoveataskfromthecriticalpath
Mitigation
Compatibilityissuesbetweentwointerfacesistherisk. Developingdetaileddesignplansorallocatingmoretimeto resolvethecompatibilityissues Addbufferstothecriticalpathtoreducetherisk
Transference
Subcontracttheworktosupplierswithdemonstrated expertise
Positiv_ Risk R_spons_ Ex[mpl_s
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Exploit(Utilization)Example:
ProjectEarlyfinishopportunityisidentified.Makingsureandplantoutilize theopportunity.Oraddingadditionalresourcesmakesurethatthisriskitem occurs
SharingExamples
Vendoridentifiedtosecurealargeorder.Vendorpartneringwithanothersub vendorstofulfilltheneeds
Enhancing
AnAirlinecompanyenhancesitsopportunitiesbyAddingadditionalflights duringholidayseason
Project Planning
Conting_n]y & F[ll\[]k pl[ns
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Contingencyplan
A contingencyplan isaplandevisedforaspecificsituationwhen thingscouldgowrong.Duringtimesofcrisis,contingencyplansare oftendevelopedtoexploreandprepareforanyeventuality. Contingentresponsestrategy
Fallbackplan
Somethingtowhichonecanresortorretreat. Whenthecontingencyplanforariskisnotfullyeffective,teamshould implementfallbackplan.
R_siû[l & S_]on^[ry Risks
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Residual
Risksthatremainafterapplyingriskresponse strategieshavebeenimplemented Risksthatarenotworthdealingwithupfrontcosts andtime
Secondary
Newrisksthatemergeasaresultofapplyingrisk responsestrategies. Forexample:FeverscausedbyFluvaccines
Project Planning
4 Pro]ur_m_nt Pro]_ss_s
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Planning
Execution
Monitor&Control
Closing
Plan Procurement
MakeorBuy Decision Procurement ManagementPlan ProcurementDocs
Conduct Procurement
SearchVendors Listvendors Selectavendor
Administer Procurement
Close Procurement
Buy_r, S_ll_r & Contr[]t
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Buyer:Theorganizationinterestinginprocuring goodsandservicesistermedasbuyer. Seller:Theorganization/individualsellinggoods orservicesistermedasseller.Contractors, Serviceproviders,consultantsetc.areall consideredsellers. Contract:Contractisthelegalagreement betweenthebuyerandsellertobuy/sellgoods orservices.
Project Planning
C_ntr[liz_^ vs. D_]_ntr[liz_^
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Centralized Procurement
referstoacentralprocurementdepartmentaccountablefor procuringgoodsandservicesfortheentireorganization.
DecentralizedProcurement
referstoproject/organizationspecificprocurementwhere theprocurementmanagerreportstotheprojectmanager
Advantages
Procurement managerwill gainmoreexperienceand hencewillgainhigherdegree ofexpertise Lessonslearnedfromone procurement canbeapplied tootherprocurement(s) Standardcorporatepolicies andpracticescanbefollowed BetterCareerOpportunities forindividuals
Limitations
Lackofadequateattention fromprocurementmanager duetoconflictingpriorities.
Advantages
ProjectManager willhave betteraccessandcontrolover theprocurementmanager.
Limitations
Lackofopportunity to continuouslyimprovethe process.
Lackofavailabilityofexpert internalhelp.
Duplicationofefforts
Littleornostandardization of processes Unclear Careerpathforthe procurementmanager
12.1 Pl[n Pro]ur_m_nts
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Overview
PlanProcurementsistheprocessofdocumentingproject purchasingdecisions,specifyingtheapproach,andidentifying potentialsellers
Inputs
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Scopebaseline Requirements documentation Teamingagreements Riskregister Riskrelatedcontract decisions Activityresource requirements Projectschedule Activitycostestimates Costperformancebaseline EEF OPA
Toolsand Techniques
1. 2. 3. Makeorbuyanalysis Contracttypes Expertjudgment 1. 2. 3. 4. 5. 6.
Outputs
Makeorbuydecisions Procurement managementplan Sourceselection criteria Procurement statementsofwork Procurement documents Changerequests
Project Planning
M[k_-or-Buy @n[lysis
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Atechniqueusedtodeterminewhetheritismorecosteffectiveto produceaproductorserviceinhouseortoprocureitfroman outsideseller. Impactsprojecttime,cost,andquality. Considerifaproductneedstobepurchased,leased,orrented,in caseofabuydecision. Consider

Direct&Indirectcosts Technicalability Tradesecrets?
Example:Makeorbuyanalysisfor developingtrainingmaterials.
L_[s_, R_nt, or Buy D_]isions
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Abusinessanalysisthatdeterminesthemost costeffectivewaytoprocurethenecessary equipmentforaproject. Example:Lease,rent,orbuydecisionsfor acquiringahighspeed copierwithcollatingcapabilities.
Project Planning
T_[ming @gr__m_nts
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Alegalcontractualagreementbetweentwoormore partiestoformajointventure. Partiescanbeinternalorexternaltotheorganization executingthe project. Significantlyimpactstheplanningprocessesforthe project. Predefinesissuessuchasscopeofworkandcompetition requirements. Example:AteamingagreementbetweenOGCCorporation andJanrex Inc.
Risk-R_l[t_^ Contr[]t D_]isions
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Riskrelatedcontractdecisionsaremadewhen:
Planningriskresponsesfortheproject. Sharingortransferringpartoralloftherisk. Enhancingormitigatingpartoralloftheopportunity orthreat.
Riskrelatedcontractdecisionsinclude:
Agreementsforinsurance Bonding Services LetterofCredit(LoC) Bankguarantee
Project Planning
Contr[]ts
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Mutuallybindingagreementsthatdetailthe obligationsofbothpartiesintermsofprocuringwork. Customizedforeachagreement. Contracttypes:

Fixedprice. Costreimbursable. TimeandMaterial(T&M)contracts.
Example:Afixedpricecontractusedbytheprojectteam procuring themanufacturingunitforitsnewlineoffootwear.

Typ_s of Contr[]ts
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Contract Type
Description It establishes a total price for a product or service. The seller agrees to perform the work at the negotiated contract value. This value is based on anticipated costs and profit, as well as a premium to cover unforeseen problems. This contract provides sellers a refund of the expenses incurred while providing a service, plus a fee representing seller profit. This type of contract includes aspects of both fixed-price and costreimbursable contracts. The buyer pays the seller a negotiated hourly rate and full reimbursement for materials used to complete the project.
Fixed price
Cost-reimbursable
Time and Material (T&M)
Project Planning
Contr[]t Typ_s
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Fixed Price, FP Incentive Fee, FP Award Fee, FP Economic Price Adjustment Time and Material Cost plus, CP Incentive Fee, CP Award Fee, CP Fixed Fee, CP Percent of Costs
Pro]ur_m_nt M[n[g_m_nt Pl[ns
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Outlinesthespecificationsforprocuringworkfromoutsidesources. Specifiesthetypesofcontractsthatwillbeused. Describestheprocessforobtainingandevaluatingbids. Mandatesthestandardizedprocurementdocumentsthatmustbe used. Describeshowmultipleproviderswillbemanaged. Stateshowprocurementactivitieswillbecoordinatedwithother projectmanagementactivities. Planmaybeformalorinformal;brieforhighlydetailed. Example:Anadvertisingagencyprocuringcontractsfromexternal sourcesforsomeoftheirworkthatisbeyonditscorecapabilities.
Project Planning
Pro]ur_m_nt St[t_m_nts of Work
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Adetailednarrativedescriptionoftheresources,goods,or servicessoughtfromexternalsourcesforproject's requirements. Distributedtopotentialsellerstoevaluatetheircapability toperformtheworkorprovidetheservices. Servesasabasistodeveloptheprocurementdocuments duringthesolicitationprocess. Aprojectscopebaselineisusedtocreatetheprocurement SOW. Types:
PerformancePSOW CR FunctionalPSOW CR/T&M DesignPSOW FP
Pro]ur_m_nt Do]um_nts
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Documentsthataresubmittedtoprospective sellersandserviceproviderstosolicittheir proposalsfortheworkneeded. Documenttypeusedwilldependonthetypeof projectandtheproductorservicebeing procured. Example:Arequestforproposalisaspecifictypeof procurement document.

Project Planning
Typ_s of Pro]ur_m_nt Do]um_nts
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Term
Description Commonly used when deliverables are commodities for which there are clear specifications, and when price will be the primary determining factor. Like an RFB, commonly used when deliverables are commodities for which there are clear specifications, and when price will be the primary determining factor. Commonly used when deliverables are not well-defined or when other selection criteria will be used in addition to price. Commonly used when deliverables are commodities for which there are clear specifications and when the quantities are very large. Commonly used to develop lists of qualified sellers and to gain more input for resource availability.
Request for Bid (RFB)
Request for Quotation (RFQ)
Request for Proposal (RFP)
Invitation for Bid (IFB)
Request for Information (RFI)
Pro]ur_m_nt Do]um_nts [n^ [sso]i[t_^ ]ontr[]t typ_s
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Term
FP Short Known
Work
PSOW DesignPSOW
RFB
Docs
T&M
Short
Know/UnKnown
FunctionalPSOW
RFQ
CR
Long
UnKnown
PerformancePSOW
RFP
Project Planning
Sour]_ S_l_]tion Crit_ri[

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Thestandardsusedtorateorscoreproposals,quotes,orbidsandformsapartofthe procurementsolicitationdocuments. Objectivecriteria Canbereadilydemonstratedandmeasured. Subjectivecriteria Opentodifferentinterpretations. Objectivecriteriaismuchmorespecificthansubjectivecriteria.
Objective Criteria Ph.D. chemist with at least five years experience in chromatographic research. 80,00090,000 square-foot storage area within three miles of the Dallas-Fort Worth Airport.
Subjective Criteria Experienced laboratory chemist with strong analytical skills. Ample square foot storage area near Dallas-Fort Worth Airport.
Contr[]ts r_l[t_^ T_rms

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LetterofIntent:Aformalstatementthatthebuyerintendstopurchasethe propertyforacertainpriceonacertaindate.ButbyissuingtheLOIbuyerisnot mandatedtomakethatpurchase. LawofPrivity (ContractualRelationship) A B C
NonCompetitiveformsofprocurement
SoleSource:ThereisonlyonesuppliercapableofmeetingProjectrequirementswithinthe timeandbudgetavailable. SingleSource:Thepracticeofusingonesource,amongothersinacompetitivemarketplace which,forjustifiablereason,isfoundtobemostadvantageousforthepurposeoffulfillinga givenpurchasingneed.
Project Planning
4.2 D_v_lop Proj_]t M[n[g_m_nt Pl[n
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Overview
Theprocessofdocumentingtheactionsnecessaryto define,prepare,integrate,andcoordinateallsubsidiaryplans.
Inputs
1. Project Charter 2. Outputs from Planning processes 3. Enterprise Environmental Factors 4. Organizational Process Assets 1.
Toolsand Techniques
Expert Judgment 1.
Outputs
Project Management Plan
Th_ Proj_]t M[n[g_m_nt Pl[n
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TheProjectManagementPlanisaformal,approveddocumentusedtoguide both projectexecutionand projectcontrol.Theprimaryusesoftheprojectplan aretodocumentplanningassumptionsanddecisions,facilitatecommunication amongstakeholders,anddocumentapprovedscope,cost,andschedulebaselines. (PMBOK) Consistsofseveralsubsidiaryplansandbaselinesdividedinto2majorcategories: SubsidiaryManagementPlansand PerformanceMeasurementBaselinethatconsists3baselines
ScopeBaseline ScheduleBaseline CostBaseline
Goalof20PlanningprocessesistodevelopProjectManagementPlanandits subsidiarycomponents. Note:MicrosoftProjectPlanisaProjectScheduleoraScheduleBaseline,whichis asubsetofProjectManagementPlan.
Project Planning
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KeyComponents ofaProjectManagementPlan SubsidiaryManagementPlans(MP) RequirementsMP ScopeMP,ScheduleMP,CostMP QualityMP,ProcessImprovementPlan HRMP,StaffingMP CommunicationsMP RiskMP ProcurementMP ConfigurationMP,ChangeMP
Baselines ScopeBaseline
(Scope Statement,WBS,WBSD)
ScheduleBaseline CostBaseline Combinationofabove3baselinesis calledPerformanceMeasurementBaseline
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Subsidiary Plan Scope management plan Requirements management plan Schedule management plan Cost management plan Quality management plan Process improvement plan Human resource plan Communications management plan
Description Provides guidance on the project scope. Specifies the planning for requirements of the project. Describes the plan to control the project schedule. Describes the plan to control project costs. Describes the implementation of the performing organization's quality policy throughout the project. Analyzes processes to identify activities that enhance their value. Provides guidance on effective human resource management. Documents the approach to communicate efficiently and effectively with the stakeholders. Describes how risk management is structured and performed on the project. Describes how the procurement processes will be managed.
Risk management plan Procurement management plan
Project Planning
PMIS & Configur[tion, Ch[ng_ M[n[g_m_nt
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ProjectManagementInformationSystem
CentralnetworkfolderorIntranetPortal
ConfigurationManagementSystem
ProjectandProductDocumentation Changesforthosedocumentation VersionsoftheDocuments
Configuration Management Plan
Strategies to manage the documentation How do you use version control What is the final version of documents Policies to promote code / release
ChangeControlSystem
Howwillchangestoourcost,schedule,HR, Quality,andotherPMplanfunctionsbe handled? LifehappensRequirementschange Unmanagedchangeisaprimaryreasonfor projectfailure
Change Control Procedures (How and Who) Change Control Board (constitution and operations) Tools to track changes Processes to submit, review, approve If required roles of sub committees
Change Management Plan
Proj_]t Do]um_nts
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DocumentsotherthanProjectManagementPlan,createdby PMandneednotbeapprovedbySponsor Examples

Charter SOW Contracts QualityMetrics, ActionItems,ActivityLists,RiskRegister,Issuelog,Changeslog
Tip:Updatestothesedocumentsisdonethroughoutandbymanyprocesses. (i.e.Outputofmanyprocesses)
Project Planning
Diff_r_n]_s
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S]op_ M[n[g_m_nt Pl[n
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Thedocument providesguidanceonhow projectscopewillbedefined,documented, verified,managed,andcontrolled.Thescope managementplanmaybeformalorinformal, highlydetailed,orbroadlyframed,based upontheneedsoftheproject
Project Planning
S]h_ûl_ M[n[g_m_nt Pl[n
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Aschedulemanagementplanthatselectsascheduling methodology,aschedulingtool,andsetstheformatandestablishes criteriafordevelopingandcontrollingtheprojectschedule. Aschedulingmethodologydefinestherulesandapproachesforthe schedulingprocess.Someofthebetterknownmethodologies includecriticalpathmethod(CPM)andcriticalchain. Theprojecttimemanagementprocessesandtheirassociatedtools andtechniquesaredocumentedintheschedulemanagementplan. Itmaybeformalorinformal,highlydetailedorbroadlyframed, basedupontheneedsoftheproject,andincludesappropriate controlthresholds.
Cost M[n[g_m_nt Pl[n
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Acostmanagementplanthatsetsouttheformatandestablishesthe criteriaforplanning,structuring,estimating,budgeting,andcontrolling projectcosts.Thecostmanagementprocessesandtheirassociatedtools andtechniquesareusuallyselectedduringtheprojectlifecycledefinition (Section2.1),andaredocumentedinthecostmanagementplan.For example,thecostmanagementplancanestablishthefollowing:

Levelofaccuracy Unitsofmeasure Organizationalprocedureslinks Controlthresholds Rulesofperformancemeasurement Reportingformats ProcessDescriptions
Thecostmanagementplanmaybeformalor informal,highlydetailedorbroadlyframed,basedupontheneedsofthe project
Project Execution
Ex_]ution O\j_]tiv_s
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Obtainandmanageprojectresourcesincludingoutsourceddeliverablesby followingtheprocurementplan Executethetasksasdefinedintheprojectplan Implementthequalitymanagementplanusingtheappropriatetoolsand techniques Implementapprovedchangesaccordingtothechangemanagementplan Implementapprovedactions(e.g.workarounds)byfollowingtherisk managementplan Maximizeteamperformancethrough leading,mentoring,training,and motivatingteammembers.
Ex_]uting Proj_]t Work
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IdentifytheDirectandManageProjectExecution Process ExecuteaQualityAssurancePlan AcquiretheProjectTeam DeveloptheProjectTeam ManagetheProjectTeam DistributeProjectInformation ManageStakeholderRelationshipsand Expectations ConductProcurement
Project Execution
4.3 Dir_]t [n^ M[n[g_ Proj_]t Ex_]ution
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Overview
processofperformingtheworkdefinedintheproject managementplantoachievetheprojectsobjectives.
Inputs
1. Project Management Plan 2. Approved Change Requests 3. Enterprise Environmental Factors 4. Organizational Process Assets
Toolsand Techniques
1. Expert Judgment 2. Project Management Information System 1. 2. 3. 4. 5.
Outputs
Deliverables WorkPerformance Information ChangeRequests ProjectManagement Planupdates Projectdocuments updates
Proj_]t M[n[g_m_nt Inform[tion Syst_m (PMIS)
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Anautomatedsystemusedtogather,analyze, communicate,andstoreprojectinformation. Collectsinformationon:

Workthathasandhasnotbeenaccomplishedineach workpackage. Workresultcomparedtotheplannedschedule,cost, quality,andscope. Maybecomputerizedormanual.
Example:MicrosoftSharepointandProject ServercreatesaPMISenvironment
Project Execution
Work @uthoriz[tion Syst_m

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Atoolusedtocommunicateofficialpermissiontobeginworkingonanactivityor workpackage. Ensuresthatworkisdone:

Attheappropriatetime. Bytheappropriateindividualorgroup. Withinaspecifictime. Inthepropersequence.
Acontractworkauthorizationsystem
P_rform th_ work!! M_[ns - Ex_]ut_ th_ Proj_]t M[n[g_m_nt Pl[n
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(Outputofthisprocess)Arecalled WorkPerformanceInformation PerformWork aspertheplan

Status report
Status report
Status report
Approved Changes
Status report
Need Change
ChangeControl Process
FinalProduct (DELIVERABLES)
Project Execution
Work P_rform[n]_ Inform[tion
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Consistsofperiodicallycollectedinformationaboutprojectactivities. ResidesinthePMIS. Includes:

Scheduleprogresswithstatusinformation. Deliverables. Scheduleactivities. Degreeofqualitystandards. Expensesauthorized. Estimatestocompletethescheduleactivities. Percentofcompletedscheduleactivities. Lessonslearned. Resourceutilization. Changerequestsimplementation. Correctiveandpreventiveactions Defectrepairs.
Corr_]tiv_ / Pr_v_ntiv_ / D_f_]tiv_
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CorrectiveActions
Actiontoeliminatethecauseofadetectednonconformity.Therecan bemorethanonenonconformity.Correctiveactionistakentoprevent recurrence.Correctionrelatestocontainmentwhereascorrective actionrelatestotherootcause.
PreventiveActions
Longtermcost/riskweightedactiontakentopreventaproblemfrom occurring,basedonanunderstandingoftheproductorprocess. Preventiveactionwilladdressinadequate"conditions"whichmay producenonconformance
DefectRepairActions
Theworddefectivedescribesanentireunitthatfailstomeet acceptancecriteria,regardlessofthenumberofdefectswithinthe unit.Aunitmaybedefectivebecauseofoneormoredefects
Project Execution
8.2 P_rform Qu[lity @ssur[n]_
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Overview
PerformQualityAssuranceistheprocessofauditingthequality requirementsandtheresultsfromqualitycontrolmeasurementsto ensureappropriatequalitystandardsandoperationaldefinitionsareused.
Inputs
1. 2. 3. 4. Projectmanagement plan Qualitymetrics Workperformance information Qualitycontrol measurements 1.
Toolsand Techniques
PlanQualityand PerformQualityControl toolsandtechniques Qualityaudits Processanalysis 1. 2. 3. 4.
Outputs
OPAupdates Changerequests Projectmanagement planupdates Projectdocument updates
2. 3.
Qu[lity @uît
CertSchool.com
QualityAssuranceispartofqualitymanagement,focusedonprovidingconfidence thatqualityrequirementswillbefulfilled Themainobjectiveofqualityassuranceactivityistobuildqualityintotheproduct and/orserviceduringtheupstreamdesignandplanningprocessesandinthisway giveconfidencetoacustomerthataproductand/orserviceperformsasthey expect. Aqualityauditisastructured,independentevaluation,inspection,orreviewto determinewhetherprojectactivitiescomplywithorganizationalandproject policies,processes,andprocedures.Theobjectivesofaqualityauditare:

Identifyallthegood/bestpracticesbeingimplemented Identifyallthegaps/shortcomings Proactivelyofferassistanceinapositivemannertoimproveimplementationofprocessesto helptheteamraiseproductivity Highlightcontributionsofeachauditinthelessonslearnedrepositoryoftheorganization
Qualityauditsmaybescheduledorrandomandmaybeconductedbyinternalor externalauditors Qualityauditscanconfirmtheimplementationofapprovedchangerequests
Project Execution
Typ_s of Qu[lity @uîts
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A productaudit isanassessmentofafinalproductorserviceandits"fitnessfor use"againststatedrequirementsorspecifications.Inamanufacturingsense,a productauditwouldbeperformedonsomeitemthathasjustpasseditsfinal inspectionandisreadyfordeliverytothecustomer. A processaudit isthemajortypeofauditperformedbyqualityauditors.Thisisa reviewtoverifyconformancetostandards,methods,procedures,orother requirements. A systemsaudit isnotanITrelatedreviewbutanauditthatcoversallaspectsofa controlsystem.Thistypeofreviewisconductedtoverify,throughobjective evidence,thatallaspectsofmanagementsystemsandorganizationalplansare implementedtoadequatelymeetidentifiedrequirements.
SystemAudit ProcessAudit
ProductAudit
Topi]s of Qu[lity @uîts
CertSchool.com
Topic Quality management policy Collection and use of information Analytical methods Cost of quality
Description May be evaluated to determine how well management uses quality data and how well others in the organization understand how the data is being used. May be evaluated to determine how well the project team is collecting, distributing, and using quality data. May be evaluated to determine if the best analytical methods are being used consistently and how well their results are being used. May be evaluated to determine the most effective proportion between prevention, inspection, and costs of repair or rework. May be evaluated to determine how process design, process analysis, and statistical process control should be used to establish and improve the capability of a process.
Quality process design
Project Execution
9.2 @]quir_ Proj_]t T_[m
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Overview
AcquireProjectTeamistheprocessofconfirminghuman resourceavailabilityandobtainingtheteamnecessaryto completeprojectassignments.
Inputs
1. 2. Projectmanagement plan EEF/OPA 1. 2. 3. 4.
Toolsand Techniques
Preassignment Negotiation Acquisition Virtualteams 1. 2. 3.
Outputs
Projectstaff assignments Resourcecalendars Projectmanagement planupdates
F[]tors to ]onsi^_r @]quiring t_[m
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Negotiateandinfluencefunctionalmanagers tosupplyresourcesontime Failuretoacquirethoseresourcesmightdelay theprojectschedule,budgets,customer satisfaction,quality,andaddrisks. Arrangementstoalternativeresourcesshould bemadetoaddressunavailabilityofplanned resources

Project Execution
Tools & T_]hniqu_s
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Preassignment:Whenprojectteammembersareselectedinadvancetheyare consideredpreassigned
SpecificresourcesarepartofwinningBid SpecificresourcesareSMEoftheorganization
Negotiation:Staffassignmentsarenegotiatedonmanyprojects.Mustnegotiate with
FunctionalManagers OtherProjectmanagementteams Externalorganizations
Acquisition:Whentheperformingorganizationlackstheinhousestaffneededto completeaproject,therequiredservicesmaybeacquiredfromoutsidesources VirtualTeams

Teamsthataredistributedamongmultiplephysicallocations. Maybemoredifficultbecause:
Bondingandteamidentitymaybehardtodevelop. Variousformsofcommunicationstechnologyused. Difficulttomonitorindividualperformance/progress.
9.3 D_v_lop Proj_]t T_[m
CertSchool.com
Overview
DevelopProjectTeamistheprocessofimprovingthe competencies,teaminteraction,andtheoverallteam environmenttoenhanceprojectperformance
Inputs
1. 2. 3. Projectstaff assignments Projectmanagement plan Resourcecalendars 1. 2. 3. 4. 5. 6.
Toolsand Techniques
Interpersonalskills Training Teambuildingactivities Groundrules Colocation Recognitionand rewards 1. 2.
Outputs
Teamperformance assessments Enterprise environmentalfactors updates
Project Execution
T_[m D_v_lopm_nt St[g_s
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Stage Forming Storming Norming Performing Adjourning
Description The team members get to know each other and trust one another. Team members begin to assert themselves and control issues as they emerge. They resolve conflicts and achieve consensus. The team begins to work productively, without worrying about personal acceptance or control issues. The team is working at optimum productivity and are collaborating easily, communicating freely, and solving its own conflict problems. The team members complete their assigned work and shifts to the next project or assigned task.
Tr[ining
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Anactivitytoacquireskills,knowledge,orattitudes. Providedtoteams,smallgroups,orindividuals. Coversmanagement,technical,oradministrativetopics. Types:

Multiday,formalworkshop. Fiveminute,informalonthejobtraining.
Providedtoteammemberswhenthereisaneed.
Project Execution
T_[m-Builîng @]tiviti_s
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Specificfunctionsoractionstakentodevelopa mature,productiveteam. Activitiescanbe:

Formalorinformal. Brieforextended. Conductedbytheprojectmanagerorafacilitator.
Example:Anoutdoorteambuildingactivitywas initiatedbythemanager,whichinvolvesallday, offsiteropeclimbingexercisefacilitatedbya coach.

Co-lo][tion
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Positioningteammembersinthesamephysical location:
Makescommunicationeasier. Enhanceteamperformance. Improvesteamspirit.
Bothsmallandlargeprojectsbenefitfromcolocation. Examples:Colocationforanationalcampaignatwhich thekey membersofthecampaign'sprojectteamwouldbeco located.

Project Execution
R_w[r^ [n^ R_]ognition Syst_ms

Aformalsystemusedtoreinforceperformanceorbehavior. Helpsinmotivatingtheteamtoperformwell. Rewardsinclude:
Monetarygifts. Additionalvacationtimeorotherperks. Companyplaquesortrophies. Gifts.
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Example:Ateammemberbeingawardedagiftcertificatebythe managerforanoutstandingperformanceinmentoringnewcolleagues. Givingpayincreasesorpromotionstoindividualsbasedonmerit. Example:10%salaryincreasetosalesrepresentativeswhoexceed quotaby25%fortheyear.
T_[m P_rform[n]_ @ss_ssm_nt
CertSchool.com
Effectiveteamdevelopmentstrategiesandactivitiesare expectedtoincreasetheteamsperformance,which increasesthelikelihoodofmeetingprojectobjectives Theperformanceofasuccessfulteamismeasuredinterms oftechnicalsuccessaccordingtoagreeduponproject objectives,performanceonprojectschedule(finishedon time),andperformanceonbudget(finishedwithinfinancial constraints).Highperformanceteamsarecharacterizedby thesetaskorientedandresultsorientedoutcomes Theyalsoexhibitspecificjobrelatedandpeoplerelated qualitiesthatrepresentindirectmeasuresofproject performance
Project Execution
9.4 M[n[g_ Proj_]t T_[m
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Overview
ManageProjectTeamistheprocessoftrackingteammember performance,providingfeedback,resolvingissues,andmanaging changestooptimizeprojectperformance
Inputs
1. 2. 3. 4. 5. Projectstaff assignments Projectmanagement plan Teamperformance assessments Performancereports Organizationalprocess assets 1. 2. 3. 4. 5.
Toolsand Techniques
Observationand conversation Projectperformance appraisals Conflictmanagement Issuelog Interpersonalskills 1.
Outputs
Enterprise environmentalfactors updates Organizationalprocess assetsupdates Changerequests Projectmanagement planupdates
2. 3. 4.
Confli]t M[n[g_m_nt
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Applicationofoneormorestrategiestodealwithdisagreements. Effectiveconflictmanagementleadstoimprovedunderstanding,performance, andproductivity. Ineffectiveconflictmanagementleadsto:

Destructivebehavior. Animosity. Poorperformance. Reducedproductivity. Resources(people) Costestimates Technicalopinions Tradeoffdecisions Priorities Administrativeprocedures Scheduling Assignmentofresponsibilities Personalityclashes
Reasonsfortheconflict

Project Execution
Confli]t R_solution T_]hniqu_s
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Withdrawing/Avoiding.Retreatingfromanactualorpotentialconflictsituation. Theproblemandtheresulting conflict cancomeupagainandagain Smoothing/Accommodating.Emphasizingareasofagreementratherthanareasof difference.Insmoothing,onemaysacrificeone'sowngoalsinordertosatisfythe needsoftheotherparty. Compromising.Searchingforsolutionsthatbringsomedegreeofsatisfactiontoall parties.Tocompromiseistobargainwhichleadstoa"winwin"position Forcing.Pushingonesviewpointattheexpenseofothers;offersonlywinlose solutions. Collaborating.Incorporatingmultipleviewpointsandinsightsfromdiffering perspectives;leadstoconsensusandcommitment.Thisapproachisintegration wherebothpartiesneedtowin. Confronting/ProblemSolving.Treatingconflictasaproblemtobesolvedby examiningalternatives;requiresagiveandtakeattitudeandopendialogue
T[sks of P_rform[n]_ @ppr[is[ls
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Useperformanceappraisaltoaccomplish tasks,including:
Comparingperformancetogoals. Reclarifyingrolesandresponsibilities. Deliveringpositiveandnegativefeedback. Discoveringunknownorunresolvedissues. Creatingandmonitoringtrainingplans. Establishingfuturegoals.
Project Execution
Pow_r of Proj_]t M[n[g_rs
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Formal(Legitimate) Reward Penalty(Coercive) Expert Referent
L_[^_rship Styl_s
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Competence
Supporting Praise,Listenandfacilitate Forpeoplewhohave Highcompetence VariableCommitment
Empowering Turnoverresponsibility Forpeoplewhohave HighCompetence HighCommitment
Coaching DirectandSupport Forpeoplewhohave LowCompetence LowCommitment
Directing Structure,ControlandSupervise Forpeoplewhohave LowCompetence HighCommitment
Commitment
Project Execution
Motiv[tion[l Th_ori_s
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MaslowsHierarchyofneeds Herzbergs2FactorTheory McGregorsTheoryofXandY Ouchis TheoryZ ClaytonAlderferERGTheory DavidMcClelland3NeedTheory
M[slows Hi_r[r]hy of n__^s
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Actualization
SelfEsteem
Social Safety Physiological
Project Execution
Fr_^_ri]k H_rtz\_rgs 2 F[]tor Hygi_n_ [n^ Motiv[tion Th_ory
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Hygiene Organization Policies Supervision Workingconditions Interpersonalrelations Salary Status JobSecurity
Motivation Achievement Recognition Growth/advancement InterestinJob
Th_ory of X [n^ Y
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FromDouglasMcGregorsbookTheHuman sideofEnterprise 1960
Project Execution
Ou]his Th_ory Z
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FromJapaneseManagement,contrarytoTheoryofXY. FocusonLoyalty
Longtermemployment Collectiveresponsibility Implicit,informalcontrolwithexplicit,formalized measures Collectivedecisionmaking Slowevaluationandpromotion Moderatelyspecializedcareers Concernforatotalperson,includingtheirfamily
BasedonDr.W.EdwardsChoid Deming'sfamous"14 points".

10.3 Distri\ut_ Inform[tion
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Overview
Distributeinformationistheprocessofmakingrelevant informationavailabletoprojectstakeholdersasplanned
Inputs
1. 2. 3. Projectmanagement plan Performancereports Organizationalprocess assets 1. 2.
Toolsand Techniques
Communication methods Information distributiontools 1.
Outputs
Organizationalprocess assetsupdates
Project Execution
Distri\ut_ Inform[tion
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DistributeInformationisthecommunicationsprocessofmakingproject informationavailabletoprojectstakeholders,asdeterminedand documentedintheCommunicationsManagementPlan. Informationdistributionmethodsshouldbeappropriatetotheproject, thetimelinessrequiredandthecultureoftheorganizationthatyouare workingin. Itisimportanttobemindfulthatcommunicationisnotcompleteuntilthe senderisconfidentthatthereceiverunderstandstheinformation,as intended. Communicationmethods Distributiontools
Hardcopydocuments Electroniccommunicationtools,conferencingtools,websites ProjectManagementsoftware,meetingandvirtualofficesoftware, collaborativeworkmanagementtools
10.4 M[n[g_ St[k_hol^_r Exp_]t[tions
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Overview
ManageStakeholderExpectationsistheprocessof communicatingandworkingwithstakeholderstomeet theirneedsandaddressingissuesastheyoccur
Inputs
1. 2. 3. 4. 5. 6. Stakeholderregister Stakeholder managementstrategy Projectmanagement plan Issuelog Changelog Organizationalprocess assets 1. 2. 3.
Toolsand Techniques
Communication methods Interpersonalskills Managementskills 1. 2. 3. 4.
Outputs
Organizationalprocess assetsupdates Changerequests Projectmanagement planupdates Projectdocument updates
Project Execution
M[n[g_ St[k_hol^_r Exp_]t[tions
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Processofcommunicatingandworkingwithstakeholders tomeettheirneedsandaddressingissuesastheyoccur.
Theprojectmanagerisresponsibleforstakeholderexpectations management. Addressingconcernsthathavenotbecomeissuesyet,usually relatedtotheanticipationoffutureproblems.Properlyassess theRisksandgainstakeholdersupport Activelymanagingtheexpectationsofstakeholderstoincrease thelikelihoodofprojectacceptance Activelymanagingstakeholderexpectationsdecreasestherisk thattheprojectwillfailtomeetitsgoalsandobjectivesdueto unresolvedstakeholderissues,andlimitsdisruptionsduringthe project.
Tools & T_]hniqu_s
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InterpersonalSkills
Buildingtrust Resolvingconflict Activelistening Overcomingresistance Presentationskills Negotiation Writingskills Publicspeaking
ManagementSkills
Project Execution
12.2 Conû]t Pro]ur_m_nts
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Overview
ConductProcurementsistheprocessofsearchingsellers, obtainingsellerresponses,evaluateresponses,selectingaseller, andawardingaContract.
Inputs
1. 2. 3. 4. 5. 6. 7. 8. 9. Projectmanagement plan Procurementdocuments Sourceselectioncriteria Qualifiedsellerlist Sellerproposals Projectdocuments Makeorbuydecisions Teamingagreements Organizationalprocess assets
Toolsand Techniques
1. 2. 3. 4. 5. 6. 7. Bidderconferences Proposalevaluation techniques Independentestimates Expertjudgment Advertising Internetsearch Procurement negotiations 1. 2. 3. 4. 5. 6.
Outputs
Selectedsellers Procurementcontract award Resourcecalendars Changerequests Projectmanagement planupdates Projectdocument updates
S_[r]hing S_ll_rs
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Advertising:Byplacingadvertisementsingeneralcirculationpublicationssuch asselectednewspapersorinspecialtytradepublicationsProjectteamsecures attentionofsellers.Somegovernmentjurisdictionsrequirepublicadvertising InternetSearch:Theinternetsearchprovidesgreatdatabasesofsuppliers. BidderConferences:Bidderconferences(sometimescalledcontractor conferences,vendorconferences,andprebidconferences)aremeetings betweenthebuyerandallprospectivesellerspriortosubmittalofabidor proposal.

Theyareusedtoensurethatallprospectivesellershaveaclearandcommonunderstandingof theprocurement(bothtechnicalandcontractualrequirements).Responsestoquestionscan beincorporatedintotheprocurementdocumentsasamendments. Tobefair,buyersmusttakegreatcaretoensurethatallprospectivesellershearevery questionfromanyindividualprospectivesellerandeveryanswerfromthebuyer Allresponsesarewelldocumentedanddistributedtoallprospectivesellers.
Project Execution
Propos[l _v[lu[tion t_]hniqu_s
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WeighingSystem Evaluateproposalsquantitatively Setcriteriaandweightsofthosecriteria Evaluateindividualcontractoragainsteachcriteria Calculateoverallweightageofcontractorcomparedtoothers IndependentEstimate Preparedtoverifysellerestimates Eitherbuyercanconductestimateinternallyortakeestimate fromanindependentconsultingcompanywhoisnotoneof thosebidders ScreeningSystems Requiresminimumcriteria Disqualifysellerswhodoesntmeetcriteriawaybeforeother Analysis Sellerratingsystem Takespastperformanceintoaccount
W_ighting Syst_ms
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Themethodforquantifyingqualitativedatatominimizetheinfluenceofpersonalbiasonsourceselection. Eachorganizationwouldhaveaseparatelistofcriteriatoselecttheseller.Allcriteriaarenotsameinthe preference,therewillbesomevariancepreference.Thosecanbedividedona100%scale. Assignnumericalweightspersellertoevaluationcriteria.Thesequalificationsareparticularseller'sabilitymeet thecriteria.Inthebelowexamplethesellersabilityismeasuredonthescaleof110.

Seller1 Criteria Preferences
Qualification againstcriteria Score
Seller2
Seller3
C1 C2 C3 C4 C5 Total
15% 25% 30% 10% 20% 100%
8 6 8 4 4
1.2 1.5 2.4 0.4 0.8 6.30
8 4 4 8 6
1.2 1 1.2 0.8 1.2 5.40
8 7 6 6 6
1.2 1.75 1.8 0.6 1.2 6.55
Onthescaleof110 SelectedOption
Project Execution
Qu[lifi_^ S_ll_rs
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Sellerswhoarequalifiedtodeliverproducts, services,orresultsbasedontheprocurement requirementsidentifiedforaproject. Listofqualifiedsellerscanbeobtainedfrom historicalinformationaboutdifferentsellers. Iftherequiredresourcesarenewtothe organization,someresearchshouldbedonein collaborationwiththePurchasing Department.

Pro]ur_m_nt Contr[]t @w[r^
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Aprocurementcontractisawardedtoeachselectedseller.Thecontractcanbeintheformof simplepurchaseorderoracomplexdocument.Regardlessofthedocumentscomplexity,a contractisamutuallybindinglegalagreementthatobligatesthesellertoprovidethespecified products,services,orresults,andobligatesthebuyertocompensatetheseller.Acontractisalegal relationshipsubjecttoremedyinthecourts.Themajorcomponentsincludethefollowing:

Statementofworkordeliverables, Schedulebaseline, Periodofperformance, Rolesandresponsibilities, Sellersplaceofperformance, Pricing, Paymentterms, Inspectionandacceptancecriteria, Warranty,Productsupport,Limitationofliability, Feesandretainage,Penalties,Incentives,Insuranceandperformancebonds, Subordinatesubcontractorapprovals, Changerequesthandling,and Terminationandalternativedisputeresolution(ADR)mechanisms.TheADRmethodcanbedecidedin advanceasapartoftheprocurementaward.
Project Monitoring and Control
Pro]ur_m_nt N_goti[tions
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Theprocessofbargainingtocometoamutualagreementregardingthe termsandconditionsofacontract.
Stage Description All parties become acquainted and the overall attitude of the negotiation is established; this tone is largely set by the buyers team leader - normally, the person with authority to sign the contract will lead the contract negotiation team. Each side attempts to learn more about the others real position. Give and take discussions take place to arrive at the best possible agreement for all. The tentative agreement is revised and everyone has an opportunity to tweak the results. The team tries to ensure that all parties clearly understand and agree to all terms and conditions of the contract.
Introduction
Probing Bargaining Closure Agreement
Monitoring [n^ Control O\j_]tiv_s

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Measureprojectperformanceusingappropriatetoolsandtechniques Managechangesbyupdatingtheprojectplanandcommunicatingapprovedchangestothe team Ensurethatprojectdeliverablesconformtothequalitystandardsbyusingappropriatetools andtechniques(e.g.testing,inspection,controlcharts) Updatetheriskregisterandriskresponseplanbyidentifyinganynewrisks,assessingold risks,anddeterminingandimplementingappropriateresponsestrategies Assesscorrectiveactionsonthe issueregisteranddeterminenext stepsforunresolvedissuesbyusing appropriatetoolsandtechniques Communicateprojectstatusto stakeholdersfortheirfeedback
Monitoring [n^ Controlling Proj_]t Work 10ProcessesinthisProcessGroup:
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4.4IdentifytheMonitorandControlProjectWorkProcess ReviewDeliverablesandWorkResults
4.5DevelopanIntegratedChangeControlSystem
UtilizetheIntegratedChangeControlSystem
5.5ControltheProjectScope 6.6ControltheProjectSchedule 7.3ControlProjectCosts 8.3PerformQualityControl 10.5ReportonProjectPerformance 11.6MonitorandControlProjectRisk 12.4AdministerProjectProcurements
Monitoring [n^ Control
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Projectmonitoringisthemeasuring,collection,analysis,andreportingofallaspectsofproject performance.
Thiscontinuousmonitoringprovidestheprojectteaminsightintothehealthoftheprojectandidentifies anyareasrequiringadditionalattention. StudytheactualresultsandcompareagainsttheProjectPlan(expectedresults)toascertainanydifferences. Chartingdatacanmakethismucheasiertoseetrendsoverseveralcyclesandinordertoconvertthe collecteddataintoinformation.InformationiscrucialforControlProcess".
Projectcontrolistheprocessofkeeping/theprojectonplanusingtheprogressdatasuppliedby projectmonitoring
Acknowledgesprogress Requestcorrectiveactionsonsignificantdifferencesbetweenactualandplannedresults.Optimizes resourceutilization Analyzethedifferencestodeterminetheirrootcauses.Determinewheretoapplychangesthatwillinclude improvementoftheprocessorproduct.
MonitoringandControlPrerequisites Abaselinethatisdependable,approvedanddocumented Establishedandenforcedreportingprocedures Plannedcontrolproceduresattheprojectstart
Monitoring Consi^_r[tions
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Whatistobemonitored? Whyisittobemonitored? Whatdataandassociatedproceduresarerequiredtoproduce relevantreportstodetermineprojectprogress? Howdowedeterminehowtotrackactualperformance againstprojectplansandobjectives?
Control Consi^_r[tions
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Howarepotentialdeviationsidentifiedandcorrectedbefore theyoccur? Atwhatpointintheprojectshouldcontrolbeexerted? Howmuchdeviationwillbetolerated? Whatkindsofinterventionshouldbeused? Howareprocessissuesidentifiedandresolved? Whatisthebasisforincorporatingmeasurementintofuture processes?
4.4 Monitor [n^ ]ontrol proj_]t work
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Overview
Monitor and control project work involves monitoring the project to determine its overall health. Here, data is collected, measured, and interpreted against the PM plan.
Inputs
1. Project Management Plan 2. Performance Reports 3. Enterprise Environmental Factors 4. Organizational Process Assets 1.
Toolsand Techniques
Expert Judgment
Outputs
1. ChangeRequests 2. ProjectManagementPlan updates 3. Projectdocuments updates
Monitor [n^ Control Proj_]t Work Pro]_ss B_st Pr[]ti]_s

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Comparingactualprojectperformanceagainsttheprojectmanagementplan Assessingperformancetodeterminewhetheranycorrectiveorpreventiveactions areindicated,andthenrecommendingthoseactionsasnecessary; Identifyingnewrisksandanalyzing,tracking,andmonitoringexistingprojectrisks tomakesuretherisksareidentified,theirstatusisreported,andthatappropriate riskresponseplansarebeingexecuted; Maintaininganaccurate,timelyinformationbaseconcerningtheprojects product(s)andtheirassociateddocumentationthroughprojectcompletion; Providinginformationtosupportstatusreporting,progressmeasurement,and forecasting; Providingforecaststoupdatecurrentcostandcurrentscheduleinformation;and Monitoringimplementationofapprovedchangesastheyoccur. Maintainaccurateinformation. Maintaintheintegrityofbaselines. Monitortheexecutionofapprovedchanges.
4.5 P_rform Int_gr[t_^ Ch[ng_ Control
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Overview
Integrated change control is concerned with influencing the things that cause change, determining if a change is needed or has happened, and managing the change.
Inputs
1. Project Management Plan 2. Work Performance Information 3. Change Requests 4. Enterprise Environmental Factors 5. Organizational Process Assets
Toolsand Techniques
1. Expert Judgment 2. Change Control Meetings
Outputs
1. ChangeRequestsstatus updates 2. ProjectManagementPlan updates 3. Projectdocuments updates
Int_gr[t_^ Ch[ng_ Control
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Theprocessofidentifying,documenting,approvingor rejecting,andcontrollingchangestotheproject baselines. Reducesrisktoaprojectbygoverningtheexecutionof proposedchangesthatwillaffectscheduleandcostor otherobjectives. Allowsprojectmanagerstorecordrequestedchanges. Helpsensurethatchangesareimplementedina standardizedandapprovedmanner. Helpsminimizedisruptiveeffectofchangesmadeand monitorprogression.
C[us_s of Proj_]t Ch[ng_s
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Dependency
Description Due to: Lack of experience. Lack of information. Precedence to inaccurate data. Excessive optimism. Technological difficulties. Unreliable resources. Broadening the project's scope to include new specifications and deliverables. Accommodating new regulations may have an effect on the resource needs, schedule durations, and quality specifications. Complete and comprehensive information may not be captured when reviewing documentations and interviewing policy makers and end users. This may lead to slippages at different phases in the project.
Inaccurate initial estimates
Specification changes New regulations Missed requirements
Ch[ng_ Control D[t[ Flow
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Following15Processescansubmitchangerequests Planning
1. 12.1Plan Procurements
Execution
2. 3. 4. 5. 6. 4.3Direct &ManageProject Execution 8.2PerformQualityAssurance 9.4ManageProjectTeam 10.4ManageStakeholder Expectations 12.2ConductProcurements
M&C(All9M&Cprocessesexcept4.5)
7. 8. 9. 10. 11. 12. 13. 14. 15. 4.4 Monitor& ControlProjectwork 5.4VerifyScope 5.5ControlScope 6.6ControlSchedule 7.3ControlCosts 8.3PerformQualityControl 10.5ReportPerformance 11.6MonitorandcontrolRisks 12.3AdministerProcurements
ChangeRequestasinputofProcess4.5
4.5PerformIntegratedChangeControl
ApprovalStatusUpdates
4.3Direct&ManageProjectExecution Alsoto8.3,12.4
Ch[ng_ Control Pro]_ss
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Project Team / Stakeholders Identify Review & Assess
Project Manager Capture & Validate Assign for Review Propose Action
Change control board(CCB) / Steering Committee
Notify Approve for Review Notify Approve Reject
Action
Assign for Action Review and Accept Document and Close
Ch[ng_ Control Bo[r^ & M__tings
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AlsoknownasTheChangeadvisoryboard(CAB) deliverssupporttothe ChangeManagement teambyapprovingrequested changesandassistingintheassessmentandprioritizationofchanges. ThisbodyisgenerallymadeupofITandBusinessrepresentativesthatinclude:the ChangeManager,Usermanagersandgroups,technicalexperts,possiblethird partiesandcustomers(ifrequired)
ChangeControlMeetings
Achangecontrolboardisresponsibleformeetingandreviewingthechange requestsandapprovingorrejectingthosechangerequests. Allchangecontrol board decisions are documented and communicated to the stakeholders for information and follow-up actions.
5.4 V_rify S]op_
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Overview
VerifyScopeistheprocessofformalizingacceptanceofthe completedprojectdeliverables.Verifyingscopeincludesreviewing deliverableswiththecustomerorsponsortoensurethattheyare completedsatisfactorilyandobtainingformalacceptanceof deliverablesbythecustomerorsponsor
Inputs
1. 2. 3. 4. Projectmanagement plan Requirements documentation Requirements traceabilitymatrix Validateddeliverables 1.
Toolsand Techniques
Inspection 1. 2. 3.
Outputs
Accepteddeliverables Changerequests Projectdocument updates
V_rify S]op_ [n^ Insp_]tion
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VerifyScopeistheprocessofformalizingacceptanceofthecompletedprojectdeliverables.Verifying scopeincludesreviewingdeliverableswiththecustomerorsponsortoensurethattheyarecompleted satisfactorilyandobtainingformalacceptanceofdeliverablesbythecustomerorsponsor. Scopeverificationdiffersfromqualitycontrolinthatscopeverificationisprimarilyconcernedwith acceptanceofthedeliverables,whilequalitycontrolisprimarilyconcernedwithcorrectnessofthe deliverablesandmeetingthequalityrequirementsspecifiedforthedeliverables.QCprocessprecedes VerifyScopeprocess.Incasetherearenoadditionalrisks,these2processcanbeperformedparallel.
QualityControl
VerifyScope
Inspection:includesactivitiessuchasmeasuring,examining,andverifyingtodeterminewhetherworkand deliverablesmeetrequirementsandproductacceptancecriteria. Inspectionsaresometimescalledreviews,productreviews,audits,andwalkthroughs InspectionInvolves:

Comparingthebaselinespecificationsandapprovedchangestotheactualprojectresults. Determiningthelikelihoodthatremainingdeliverableswillbecompletedasprojected. Identifyingactionsneededtoensureworkresultswillmeetspecifications,scope,schedule,andbudgetgoals.
Preventionoverinspection.Oneofthefundamentaltenetsofmodernqualitymanagementstatesthatqualityis planned,designed,andbuiltinnotinspectedin.Thecostofpreventingmistakesisgenerallymuchlessthanthecost ofcorrectingthemwhentheyarefoundbyinspection
Insp_]tion R_ports Compon_nts
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Dependency Project baseline and status comparison Overall project status Change recommendations Scope and methodology of the inspection
Description The comparison of the baseline specifications, schedules, and budgets to the actual project results for the project phase or deliverable. A discussion of whether the project as a whole is on track, or whether it is likely to deviate in some way from the project plans. Based on the inspection result, you may want to recommend changes that will be needed in order to meet specifications, scope, or schedule and budget goals. Explains what the audit attempted to prove, how it went about proving it, what measurements were used to determine conformance to requirements, and what assumptions or limitations influenced the way that data was collected.
5.5 Control S]op_
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Overview
ControlScopeistheprocessofmonitoringthestatusoftheproject andproductscopeandmanagingchangestothescopebaseline. Controllingtheprojectscopeensuresallrequestedchangesand recommendedcorrectiveorpreventiveactionsareprocessedthrough thePerformIntegratedChangeControlprocess
Inputs
1. 2. 3. 4. 5. Projectmanagement plan Workperformance information Requirements documentation Requirements traceabilitymatrix OPA 1.
Toolsand Techniques
VarianceAnalysis 1. 2. 3. 4. 5.
Outputs
Workperformance measurements OPAupdates Changerequests Projectmanagement planupdates Projectdocument updates
Monitor S]op_
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Whatdeliverableswerecalledforintheplantodate? Whatdoesthecustomerexpecttodate? Whatdoesthecustomerexpectattheconclusion? Willwebeabletodeliverwhatthecustomerexpects?
V[ri[n]_ @n[lysis
Aquantifiabledeviationawayfromabaseline
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ScheduleVariance comparesplannedandactualperformance,notincludingcost CostVariance comparesdeviationsfromthebudget OthersVariances includescope,resources,quality,risk
Identifyvariance
Formalstatusreview Earnedvaluemanagement(EVM)
Assessimpact Identifycause Evaluatecorrectiveactionoptions
FavorableandunfavorableVariances Analyzethemagnitudeofthevariance
Aheadofscheduleandoverbudgetmaybegood BehindscheduleandunderbudgetmaybeOK Aheadofscheduleandunderbudgetmaybegood Whetherfavorableorunfavorable reportandevaluate
6.6 Control S]h_ûl_
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Overview
ControlScheduleistheprocessofmonitoringthestatusofthe projecttoupdateprojectprogressandmanage changestotheschedulebaseline.
Inputs
1. 2. 3. 4. Projectmanagement plan Projectschedule Workperformance information OPA 1. 2. 3. 4. 5. 6. 7. 8.
Toolsand Techniques
Performancereviews Varianceanalysis Projectmanagement software Resourceleveling Whatifscenario analysis Adjustingleadsandlags Schedulecompression Schedulingtool 1. 2. 3. 4. 5.
Outputs
Workperformance measurements OPAupdates Changerequests Projectmanagement planupdates Projectdocument updates
S]h_ûl_ P_rform[n]_ M_[sur_m_nt
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Anytechniqueusedtodeterminehowtheprojectis performingintermsoftimeascomparedtoitsplanned performance. Indicateshowmuchvarianceexistsbetweentheactual workcompletedandtheworkscheduled. Performancemeasurementtechniquesinclude:

ScheduleVariance(SV). SchedulePerformanceIndex(SPI). Trendanalysis. Varianceanalysis.
Determinesiftheschedulevarianceispotentially detrimentaltotheprojectandifyouneedtotake appropriatecorrectiveactions.

How to Control th_ Proj_]t S]h_ûl_
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Guidelines Developandimplementaschedulechangecontrolsystem. Evaluatechangerequests. Useperformancemeasurementtechniquestocompareactual scheduleperformancetoplannedperformance. Analyzetheresultsofyourperformancemeasurements. Identifyanddocumentcorrectiveactiontotake. Revisecost,schedule,orqualitybaselinestoreflectchanges. Useperformancemeasurementtechniquestomonitorthechanges. Documentlessonslearned. Example:ElementaryreadingcourseproductionhasanSPIof.80.
7.3 Control Costs
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Overview
ControlCostsistheprocessofmonitoringthestatusofthe projecttoupdatetheprojectbudgetandmanagingchangesto thecostbaseline.
Inputs
1. 2. 3. 4. Projectmanagement plan Projectfunding requirements Workperformance information Organizationalprocess assets 1. 2. 3.
Toolsand Techniques
Earnedvalue management Forecasting Tocomplete performanceindex (TCPI) Performancereviews Varianceanalysis Projectmanagement software 1. 2. 3. 4. 5. 6.
Outputs
Workperformance measurements Budgetforecasts OPAupdates Changerequests Projectmanagement planupdates Projectdocument updates
4. 5. 6.
E[rn_^ V[lu_
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EarnedValue:
InsimpletermsEVrepresentsthevalueearnedforevery dollarspendontheproject.Itassumesthatallcostsonthe projectareincurredtocreateadditionalvalue EVisdefinedasaprojectmanagementtechniquefor measuringprojectprogressinanobjectiveway
EVpromisesto
Improvethedefinitionofprojectscope Preventscopecreep Communicateobjectiveprogresstostakeholders Keeptheprojectteamfocusedonachievingprogress
E[rn_^ V[lu_ M[n[g_m_nt
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Term
OldName
Whatisit?
PV(PlannedValue)
BCWS(BudgetedCostof WorkSchedule) BCWP(BudgetedCostof WorkPerformed)
Amount ofworkbudgeted tilltostatusdate Budgetedvalueofwork completedtilltostatus date
EV(EarnedValue)
AC(ActualCost)
ACWP(ActualCostofWork Amountofmoneyspend Performed) tilltostatusdate
Ex[mpl_
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Module A B C MonthlyBurnRatePlan Months Scheduled Activities Budget Requirements Jan 5 $5,000
Activities 10 10 5
Schedule JanFeb FebMar Apr
Cost $10,000 $10,000 $5,000
Feb 10 $10,000
Mar 5 $5,000
Apr 5 $5,000
Ex[mpl_ (Cont )
Months Scheduled Activities Budget Requirements Jan 5 $5,000 Feb 10 $10,000 Mar 5 $5,000
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Apr 5 $5,000
StatusDate WorkPerformanceInformation CompletedActivities Timesheets&Expenses Jan 5/5 Feb 9/10 Jan $5,500 Feb $9,000
Ex[mpl_ (Cont )
StatusDate
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Apr 5 $5,000
WorkPerformanceInformation CompletedActivities Timesheets&Expenses Jan 5/5 Feb 9/10 Jan $5,500 Feb $9,000
Term PV AC EV $15,000 $14,500 $14,000
V[ri[n]_s to [pprov_^ Bu^g_t
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Name
SV(ScheduleVariance) CV(CostVariance) SPI(SchedulePerf.Index) CPI(CostPerf.Index)
Formula
SV=EV PV CV=EV AC SPI=EV/PV CPI=EV/AC
Whatisit?
ve valuesmeansschedule overrun ve valuesmeanscostoverrun >1isgood >1isgood
Shortcutstoremembertheseformulas: Forall4formulas,righthandsideof=startswithEV VariancemeansandIndexmeans/ PVisassociatedwithscheduleformulasandACisassociatedwithcostformulas
Ex[mpl_ (Cont )
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WorkPerformanceInformation Months Scheduled Activities Budget Requirements Jan 5 $5,000 Feb 10 $10,000 Mar 5 $5,000
StatusDate
Apr 5 $5,000
CompletedActivities Timesheets&Expenses
A 5/5 B 9/10 Jan $5,500 Feb $9,000
Term PV AC EV $15,000 $14,500 $14,000
SV=EVPV CV=EVAC SPI=EV/PV CPI= EV/AC
$14000 $15000 $14000 $14500 $14000/$15000 $14000/$14500
$1000 $500 0.93 0.965
4 S]_n[rios of FOREC@STING
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AspirantsareaskedtoprovideForecastintheexam,basedona Scenariospresentedinthequestion.Thereare4possiblescenarios toprovideforecast: Start Finish.OriginalplanBAC

StatusDate WorkCompleted=EV,Moneyspend=AC
NeedtoProvideforecastforthisremainingofwork OriginalplanfortheprojectwasBAC.(BudgetatCompletion) NewforecastedvalueisEAC.(EstimateAtCompletion)
1. 2. 3. 4.
ReEstimatetheremainingwork. Remainingworkcanbeperformedasperoriginalplan RemainingworkcanbecompletedatsameCostPerformance Index(CPI) RemainingworkcanbecompletedatsameCostandSchedule PerformanceIndices(CPI*SPI)
R_-_stim[tion Ex[mpl_
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YouareanITProjectmanagerforaprojectworthof$25,000 budget.Youhaveplanned$15,000workforaparticular period.Aftercompletingtheplannedperiodyouhave completedcertainportionoftheworkworthof$14,000by spending$14,500.YouhavecalculatedCPIas.965andSPIas .93.Withmorethan7%ofvarianceinthescheduleyoulost confidenceinyouroriginalestimationandsecuredyour sponsorapprovalforareestimation.Yourengineeringteam hasprovidedanestimationof$12,000fortheremaining work.Inthisscenariowhatwouldbe thetotalcostofthe projectwhenitiscompleted? Understandtheproblemscenario.Solutionsarein4th slide fromhere
R_m[ining work [s p_r origin[l pl[n Ex[mpl_
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YouareanITProjectmanagerforaprojectworthof$25,000 budget.Youhaveplanned$15,000workforaparticular period.Aftercompletingtheplannedperiodyouhave completedcertainportionoftheworkworthof$14,000and actuallyspend$14,500.Afterachievingthefirstmilestone thingsareprettyclearandyouareconfidentthatremaining workcanbecompletedasperoriginalplan.Inthisscenario, whatwouldbe thetotalcostoftheprojectwhenitis completed? Understandtheproblemscenario.Solutionsarein3rd slide fromhere
R_m[ining work [s p_r ]urr_nt ]ost p_rform[n]_
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YouareanITProjectmanagerforaprojectworthof$25,000 budget.Youhaveplanned$15,000workforaparticular period.Aftercompletingtheplannedperiodyouhave calculatedCPIas.965.Afterachievingthefirstmilestone thingsareprettyclearandyouaresurethatcurrentcost performancewouldcontinuetotheend.Inthisscenario, whatwouldbe thetotalcostoftheprojectwhenitis completed? Understandtheproblemscenario.Solutionsarein2nd slide fromhere
R_m[ining work [s p_r ]urr_nt ]ost [n^ s]h_ûl_ p_rform[n]_
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YouareanITProjectmanagerforaprojectworthof$25,000 budget.Youhaveplanned$15,000workforaparticular period.Aftercompletingtheplannedperiodyouhave completedcertainportionoftheworkworthof$14,000and actuallyspend$14,500.Afterachievingthefirstmilestone thingsareprettyclearandyouaresurethatcurrentcostand scheduleperformanceswouldcontinuetotheend.Inthis scenario,whatwouldbe thetotalcostoftheprojectwhenit iscompleted? Understandtheproblemscenario.Solutionsareinnext2 slides
For_][sting
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Scenarios Re estimation RemainingworkperformedatOriginalBudgetedrate RemainingworkPerformedatthepresentCPI Remainingworkconsidered bothSPIandCPI
EstimationAtCompletion(EAC) =AC+Newestimate forremainingwork =AC+BAC EV =BAC/CPI =AC+[(BAC EV)/CPIxSPI]
OtherFormulasconsideredinforecasting
EstimationToComplete(ETC)=EAC AC VarianceAtCompletion(VAC)=BAC EAC
Ex[mpl_ (For_][sting)
StatusDate
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Apr 5 $5,000
WorkPerformanceInformation CompletedActivities Timesheets&Expenses A 5/5 B 9/10 Jan $5,500 Feb $9,000
CurrentReportingStatus PV=$15,000 AC=$14,500 EV=$14,000 SV= $1000,SPI=0.93 CV=$500CPI=0.965
Scenario 1 2 3 4
EstimationAtCompletion(EAC) AC+Newestimate forremainingwork AC+BAC EV BAC/CPI AC+[(BAC EV)/CPIxSPI] =14,500+assumingnewest.is12,000 =26,500 =14500+25000 14000=25,500 =25,000/.965=25,907 =14500+[2500014000/.965*.93] =26757
Solv_ th_ pro\l_m1?
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Youareprojectmanagerforaconstructionprojectwith $1.2mapprovedbudget.Foraparticularperiodthe PV=600,000andyourSPIis1.08andCPIis.89. Calculatefollowingvalues: 1. EV= 2. AC= 3. SV= 4. CV= 5. EACforall3scenariosotherthanreestimation scenario 6. VACforabove3scenarios
Pro\l_m 1: Solution
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1. 2. 3. 4.
GivenBAC=1,200,000,PV=600,000,SPI=1.08,CPI=0.89 EV=SPI*PV(asweknowSPI=EV/PV) EV=600000*1.08=648,000 AV=EV/CPI(asweknowCPI=EV/AC) AC=648,000/0.89=729,000 SV=EV PV=648,000 600,000=48,000 CV=EV AC=648,000 729,000= 81,000 5.1EAC(Scenario2)=AC+(BAC EV) =729,000+(1,2000,000 648,000)=1,281,000 5.2EAC(Scenario3)=BAC/CPI=1,200,000/0.89=1,348,000 5.3EAC(Scenario4)=AC+(BACEV)/CPI*SPI 729,000+552,000/(.89*1.08)=729K+552k/.9612 729,000+574,000=1,303,000 VAC=BAC EAC;(81K,148K,103Karerespectivevariances)
6.
Solv_ th_ pro\l_m2?
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Youareprojectmanagerforaconstructionprojectwith $100Kapprovedbudget.ForcertainperiodPV=20K, EV=25K,AC=25K. Calculatefollowingvalues: 1. SPI= 2. CPI= 3. SV= 4. CV= 5. EACforall3scenariosotherthanreestimation scenario 6. VACforabove3scenarios
Problem2:Solution
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Given:BAC=100,000,PV=20,000;EV=25K,AC=25K
1. 2. 3. 4.
SPI=EV/PV=25/20=1.25 CPI=EV/AC=25/25=1 SV=25 20=5,000 CV=25 25=0
5.1Scenario2EAC=AC+(BACEV)=25k+100k25k=100,000 5.2Scenario3 EAC=BAC/CPI=100k/1=100,000 5.3Scenario4EAC= AC+(BACEV)/CPI*SPI =25k+(75k/1.25)=25K+60K=85,000 VAC=BACEAC 6.1Varianceasperscenario5.1shownabove=0 6.2Varianceasperscenario5.2shownabove=0 6.3Varianceasperscenario5.3shownabove=15,000
P_rform[n]_ R_porting T_]hniqu_s
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Technique Varianceanalysis Trendanalysis Earnedvalue performance
Description Comparingactualprojectperformancetoprojectedperformance. Inspectingprojectperformanceoveraperiodoftimetodetermineif performanceisincreasingordecreasing. Comparingprojectedperformancetoactualperformance.
To-Compl_t_ P_rform[n]_ In^_x (TCPI)
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Anindicatoroftheusageofresourcesfortheremainderof theproject. TCPI=Remainingwork/Remainingprojectbudget. TCPI(BAC)=(BAC EV)/(BAC AC). TCPI(EAC)=(BAC EV)/(EAC AC). TCPIvaluecaneitherbe>or<1whencomparedwithCPI. IfTCPIis>1,theprojectteamshouldbeutilizedinacareful manner. IfTCPIis<1,theprojectteamcanbeutilizedinalenientway.
8.3 P_rform Qu[lity Control
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Overview
PerformQualityControlistheprocessofmonitoringand recordingresultsofexecutingthequalityactivitiestoassess performanceandrecommendnecessarychanges
Inputs
1. 2. 3. 4. 5. 6. 7. Projectmanagement plan Qualitymetrics Qualitychecklists Workperformance measurements Approvedchange requests Deliverables OPA
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Toolsand Techniques
Causeandeffect diagrams Controlcharts Flowcharting Histogram Paretochart Runchart Scatterdiagram Statisticalsampling Inspection Approvedchange requestsreview
Outputs
1. 2. 3. 4. 5. 6. 7. Qualitycontrol measurements Validatedchanges Validateddeliverables OPAupdates Changerequests Projectmanagement planupdates Projectdocument updates
Wh[t is Qu[lity Control
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Quality control isaprocessemployedtoensureacertainlevelof quality inaproductor service.Thebasicgoalofquality control istoensurethattheproducts,services,or processesprovidedmeetspecificrequirementsandaredependable,satisfactory,and fiscallysound. Essentially, quality control involvestheexaminationofaproduct,service,orprocessfor certainminimumlevelsof quality.Qualitycontrolactivitiesidentifycausesofpoor processorproductqualityandrecommendand/ortakeactiontoeliminatethem
Ifaproblemisidentified,thejobofa quality control teamorprofessionalmayinvolvestopping productiontemporarily.
Usually,itisnotthejobofa quality control teamorprofessionaltocorrect quality issues. Typically,otherindividualsareinvolvedintheprocessofdiscoveringthecauseof quality issuesandfixingthem. Oncesuchproblemsareovercome,theproduct,service,orprocesscontinuesproductionor implementationasusual.
Often,qualitycontrolisconfusedwithqualityassurance.QualityControlinvolves evaluatingaproduct,activity,process,orservice.Bycontrast,qualityassuranceis designedtomakesureprocessesaresufficienttomeetobjectives. QualityControl measurementsarekeyinputsforQualityAssurancetoimplementthesuggestions
QC t_rms
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Prevention:keepingerrorsoutoftheprocessand Inspection:keepingerrorsoutofthehandsofthecustomer. Attributesampling:theresulteitherconformsordoesnotconformand Variablessampling:theresultisratedonacontinuousscalethatmeasures

thedegreeofconformity
Tolerances:specifiedrangeofacceptableresults)and Controllimits:thresholds,whichcanindicatewhethertheprocessisoutof
control
10 QC Tools & T_]hniqu_s
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TheQCToolsaresimplestatisticaltoolsusedforproblemsolving.KaoruIshikawa hasstatedthatthese7toolscanbeusedtosolve95percentofallproblems.The seventoolsandtechniquesareknownasIshikawassevenbasictoolsofquality
1. 2. 3. 4.
5. 6. 7.
Cause&EffectDiagram ControlCharts Flowcharting Histogram ParetoCharts RunCharts ScatterDiagram
Other3QCtoolsinPMBOKGuide StatisticalSampling Inspection ApprovedChangeRequestsReview
V[ri[n]_ & C[us_s
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Variance:Thequantifiabledevianceoramountofdeparturefrom expectedresultsforanyproductorresult,includingquality, schedule,cost. Sourcesorreasonsfordeviationsfromtheexpectedstandard. Twotypes:

Random:Alwayspresentinwork.Unavoidable. Special:Unusual,sporadicoccurrences.
Resultofsomeunexpectedcircumstance. Notcausedbyaflawintheoverallproductionprocess.
Example:Variancesinthemetropolitanbusschedules.
Randomcauses:Weatherandtrafficconditions. Specialcause:Minortrafficaccident.
Th_ 6-Sigm[ Limit
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Thegoalofsixsigmaisvaluecreationthroughqualityimprovement.Theprocess bywhichthisisattainedwouldinvolvetrainingofemployeesintoolsand techniquesaswellasaproblemsolvingprotocol.Sixsigmamakesuseofquality engineeringmethodswithinadefinedproblemsolvingstructuretoidentifyand eliminateprocessdefectsandsolveproblemsandinthisimproveyield, productivity,operatingeffectiveness,customersatisfaction,etc. Incontrolcharts,the6Sigmalimitreferstosixstandarddeviationsbetweenthe processmeanandthenearestspecificationlimit. Whenmeasuringdeviations,practicallynoitemwillfailtomeetthespecification. Whenprocessesfalloutsidethelimit,adjustmentsmustbemade. SigmaValues
OneSigma=68.26 TwoSigma=95.46 ThreeSigma=99.73 SixSigma=99.99
Control Ch[rts
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Control Ch[rt Out of Control

ProcessOutofControlcanoccurin2situations

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OutsideofUCLorLCL:Aspertheexpectationsprocessoccurrencesshouldbeeithersideofthemeansand withinthelimitsofUCLandLCL.Anoccurrenceoutsideoftheselimitsistreatedoutofcontrol Ruleof7:SevenconsecutiveoccurrencesononesideofthemeanshowsinstabilityandalsotreatedasOut ofControl.Ruleof7iskindofTriggerorsymptomsforOutofcontrolforscenarioabove

IndicatesInstability UCL UCL
LCL
LCL
Histogr[m
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Ahistogramisaverticalbarchartshowinghowoftenaparticularvariablestate occurred. Eachcolumnrepresentsanattributeorcharacteristicofaproblem/situation.The heightofeachcolumnrepresentstherelativefrequencyofthecharacteristic. Thistoolhelpsillustratesthemostcommoncauseofproblemsinaprocessbythe numberandrelativeheightsofthebars. Belowisanexampleofanunorderedhistogramshowingcausesoflatetimeentry byaprojectteam.
P[r_to Di[gr[ms

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ParetodiagramsareconceptuallyrelatedtoParetosLaw,whichholdsthatarelativelysmallnumberofcauseswill typicallyproduceamajorityoftheproblemsordefects 80/20Rule:Contendsthat80percentofproblemsordefectsarecommonlydueto20percentofcauses.

Paretodiagramsarehistogramsusedtorankcausesofproblemsinahierarchicalformat. Variablesareorderedbyfrequencyofoccurrence.
100% 80% 60%
40% 20% 0% A B C D Causes of Failure E
Cumulative Percentage of Failures
Run Ch[rt
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Similartoacontrolchartwithoutdisplayedlimits,arunchartshows thehistoryandpatternofvariation.Arunchartisalinegraphthat showsdatapointsplottedintheorderinwhichtheyoccur. Runchartsshowtrendsinaprocessovertime,variationovertime, ordeclinesorimprovementsinaprocessovertime. Trendanalysisisperformedusingrunchartsandinvolves mathematicaltechniquestoforecastfutureoutcomesbasedon historicalresults. Trendanalysisisoftenusedtomonitor

Technicalperformance.Howmanyerrorsordefectshavebeen identified,andhowmanyremainuncorrected? Costandscheduleperformance.Howmanyactivitiesperperiodwere completedwithsignificantvariances?
S][tt_r Di[gr[m
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Ascatterdiagramshowstherelationshipbetweentwovariables.Thistool allowsthequalityteamtostudyandidentifythepossiblerelationship betweenchangesobservedintwovariables. Dependentvariablesversusindependentvariablesareplotted.Thecloser thepointsaretoadiagonalline,themorecloselytheyarerelated. Belowimageshowsthecorrelationbetweenthetimecardsubmissiondate andthenumberofdaystravelingpermonth.
St[tisti][l S[mpling
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Atechniqueusedtodeterminecharacteristicsof anentirepopulationbasedonactual measurementofitsrepresentativesample. Producesaprocessthatdoesnotrequire inspectionofeveryitem. Example:Pollingorganizations.

Askquestionsofasmall,randomsample. Answersgivenbythesamplegroupsuggesthowan entiregroupmayfeelregardinganissue.
QC Outputs
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QualityControlMeasurements:Qualitycontrolmeasurementsare thedocumentedresultsofqualitycontrolactivitieswhicharekey inputsofQualityAssurancemeasurements ValidatedChanges:Anychangedorrepaireditemsareinspected andwillbeeitheracceptedorrejectedbeforenotificationofthe decisionisprovided.Rejecteditemsmayrequirerework. ValidatedDeliverables:Agoalofqualitycontrolistodeterminethe correctnessofdeliverables.Theresultsoftheexecutionquality controlprocessesarevalidateddeliverables.Validateddeliverables areaninputtoVerifyScope(5.4)forformalizedacceptance.
DirectandManage ProjectExecution Output:Deliverables

QualityControl Output:Validate Deliverables
VerifyScope Output:Accepted Deliverables
10.5 R_port P_rform[n]_
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Overview
ReportPerformanceistheprocessofcollectinganddistributing performanceinformation,includingstatus reports,progressmeasurements,andforecasts
Inputs
1. 2. 3. 4. 5. Projectmanagement plan Workperformance information Workperformance measurements Budgetforecasts Organizationalprocess assets 1. 2. 3. 4.
Toolsand Techniques
Varianceanalysis Forecastingmethods Communication methods Reportingsystems 1. 2. 3.
Outputs
Performancereports Organizationalprocess assetsupdates Changerequests
V[ri[n]_ @n[lysis
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Varianceanalysisisanafterthefactlookatwhatcauseda differencebetweenthebaselineandtheactual performance. Commonstepsare:

Verifythequalityoftheinformationcollectedtoensurethatitis complete,consistentwithpastdata,andcrediblewhen comparingwithotherprojectorstatusinformation, Determinevariances,comparingtheactualinformationwiththe projectbaselineandnotingalldifferencesbothfavorableand unfavorabletotheprojectoutcome. Determinetheimpactofthevariancesintheprojectcostand scheduleaswellasinotherareasoftheproject Ifapplicable,analyzethetrendsofthevariancesanddocument anyfindingsaboutthesourcesofvariationandtheimpactarea
ReferenceProjectManagementBodyofKnowledge(PMBOK)Guide FourthEditionPage:
For_][sting M_tho^s
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Forecasting Methods Category Time series methods Casual or econometric methods Judgmental methods
Description Estimation of future outcomes are based on historical data. Forecasting the factors that may influence the identified variables, by combining economic theories and statistical information. Forecasting by intuitive methods and probability estimates.
P_rform[n]_ r_ports
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Performancereportsorganizeandsummarizetheinformationgathered, andpresenttheresults ofanyanalysisascomparedtotheperformancemeasurementbaseline. Reportsshouldprovidethe statusandprogressinformation,atthelevelofdetailrequiredbyvarious stakeholders,asdocumentedinthecommunicationsmanagementplan. Commonformatsforperformancereportsinclude

Barcharts Scurves Histograms.
Performancereportsareissuedperiodicallyandtheirformatmayrange fromasimplestatusreporttomoreelaboratereports. Asimplestatusreportmightshowonlyperformanceinformationsuchas percentcomplete,orstatusdashboardsforeacharea(e.g.,scope, schedule,cost,andquality)

T[\ul[r P_rform[n]_ R_port
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Atabularandsimpleperformancereport showsthestatusofWBSelements
El[\or[t_^ St[tus R_port s[mpl_
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Sectionstonotice: Projectstatus FinancialPerformance ProjectScore ProjectPerformance againstdeliverables Statusitems Activitiesfornextperiod Issues, recommendedresolutions RiskSummary
11.6 Monitor [n^ Control Risks
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Overview
MonitorandControlRisksistheprocessofimplementingrisk responseplans,trackingidentifiedrisks,monitoringresidual risks,identifyingnewrisks,andevaluatingriskprocess effectivenessthroughouttheproject
Inputs
1. 2. 3. 4. Riskregister Projectmanagement plan Workperformance information Performancereports 1. 2. 3. 4. 5. 6.
Toolsand Techniques
Riskreassessment Riskaudits Varianceandtrend analysis Technicalperformance measurement Reserveanalysis Statusmeetings 1. 2. 3. 4. 5.
Outputs
Riskregisterupdates Organizationalprocess assetsupdates Changerequests Projectmanagement planupdates Projectdocument updates
Th_ Proj_]t Risk R_spons_ @uît

Theprojectriskresponseauditprocessexamines:
Theteam'sabilitytoidentifyrisks. Theeffectivenessofriskresponseplans. Theperformanceofriskowners.
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Auditmaybeperformedby:
Athirdparty. Theproject'sriskofficer. Qualifiedpersonnel.
Riskresponseauditforaproject
How to Monitor [n^ Control Proj_]t Risks
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Guidelines Whenaneventaffectstheprojectobjectives,consulttherisk responseplantoidentifyrisksandtriggers. Monitortheenvironmentforanynewrisks. Monitortheeffectivenessoftheriskresponse,contingency,and fallbackplans. Dealwithunforeseenrisksbysystematicallyplanningareasoned response. Updateprojectdocumentationaschangesareindicated. Managethecontingencyreserve. Example:Thedriverssafetyvideoprojectexperiencesstaffing changesandtheteamdevelopsalternativestrategiesinresponseto therisk.
12.3 @^minist_r Pro]ur_m_nts
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Overview
AdministerProcurementsistheprocessofmanaging procurementrelationships,monitoringcontract performance,andmakingchangesandcorrectionsasneeded
Inputs
1. 2. 3. 4. 5. 6. Procurement documents Projectmanagement plan Contract Performancereports Approvedchange requests Workperformance information 1. 2. 3. 4. 5. 6. 7.
Toolsand Techniques
Contractchange controlsystem Procurement performancereviews Inspectionsandaudits Performancereporting Paymentsystems Claimsadministration Recordsmanagement system 1. 2. 3. 4.
Outputs
Procurement documentation Organizationalprocess assetsupdates Changerequests Projectmanagement planupdates
@^minist_r Pro]ur_m_nts
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Thisprocessfocusesonmanagingprocurementrelationships, monitoringcontractperformance,andmakingchangesand correctionsasneeded. Boththebuyerandthesellerwilladministertheprocurement contract toensurethatbothpartiesmeettheircontractual obligationsandthattheirownlegalrightsareprotected. TheAdministerProcurementsprocessensuresthatthesellers performancemeetsprocurementrequirementsandthatthebuyer performsaccordingtothetermsofthelegalcontract. Manyorganizationstreatcontractadministrationasan administrativefunctionseparatefromtheprojectorganization. Whileaprocurementadministratormaybeontheprojectteam, thisindividualtypicallyreportstoasupervisorfromadifferent department.
Th_ Duti_s of th_ Pro]ur_m_nts @^ministr[tor
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Theprocurementsadministratorsdutiesinclude:
Actingascomplianceofficer. Interpretingcontractspecifications. Monitoringsellerperformance. Integratingsubcontractedelements. Managingchangerequests. Resolvingdisputesandmanagingpayments. Dealingwithcontractbreach.
]ontr[]t ]h[ng_ ]ontrol syst_m

Ch[ng_s to Contr[]t T_rms
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Acontractchangecontrolsystemdefinestheprocessbywhichtheprocurementcanbe modified. Itincludesthepaperwork,trackingsystems,disputeresolutionprocedures,andapproval levelsnecessaryforauthorizingchanges. Thecontractchangecontrolsystemisintegratedwiththeintegratedchangecontrolsystem.

Description These are the non-substantive and most common changes to the way the contract is administered. This is a substantive change to the contract requirements such as a new deadline or a change to the product requirements. This is an additional agreement related to the contract but negotiated separately. These are changes that the seller may have caused through action or inaction. A contract may be terminated due to seller default or for customer convenience. Defaults are typically due to non-performance such as late deliveries, poor quality, or non-performance of some or all project requirements.
Change Administrative changes Contract modification Supplemental agreement Constructive changes Termination of contract
Pro]ur_m_nt P_rform[n]_ R_porting
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ProcurementPerformanceReviews:Aprocurementperformancereview isastructuredreviewofthesellersprogresstodeliverprojectscopeand quality,withincostandonschedule,ascomparedtothecontract.

Itcanincludeareviewofsellerprepareddocumentationandbuyer inspections,aswellasqualityauditsconductedduringsellersexecutionofthe work. Theobjectiveofaperformancereviewistoidentifyperformancesuccessesor failures,progresswithrespecttotheprocurementstatementofwork Reviewsmaytakeplaceasapartofprojectstatusreviewswhichwould includekeysuppliers
Inspectionsandaudits:canbeconductedbythebuyerduringexecution oftheprojecttoverifycomplianceinthesellersworkprocessesor deliverables. PerformanceReporting:Performancereportingprovidesmanagement withinformationabouthoweffectivelythesellerisachievingthe contractualobjectives
Pro]ur_m_nt M[n[g_m_nt Syst_ms

PaymentSystems:

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Paymentstotheselleraretypicallyprocessedbytheaccountspayablesystem ofthebuyeraftercertification ofsatisfactoryworkbyanauthorizedpersonontheprojectteam.Workassignmentandcompletioncanbe trackedbyWorkAuthorizationSystem Allpaymentsshouldbemadeanddocumentedinstrictaccordancewiththetermsofthecontract. Contestedchangesandpotentialconstructivechangesarethoserequestedchangeswherethebuyerand sellercannotreachanagreementoncompensationforthechange,orcannotagreethatachangehas occurred.Thesecontestedchangesarevariouslycalledclaims,disputes,orappeals. Claimsaredocumented,processed,monitored,andmanagedthroughoutthecontractlifecycle,usuallyin accordancewiththetermsofthecontract.Ifthepartiesthemselvesdonotresolveaclaim,itmayhaveto behandledinaccordancewithalternativedisputeresolution(ADR)typicallyfollowingprocedures establishedinthecontract.Settlementofallclaimsanddisputesthroughnegotiationisthepreferred method. Arecordsmanagementsystemisusedbytheprojectmanagertomanagecontractandprocurement documentationandrecords.Itconsistsofaspecificsetofprocesses,relatedcontrolfunctions,and automationtoolsthatareconsolidatedandcombinedaspartoftheprojectmanagementinformation system.Thesystemcontainsaretrievablearchiveofcontractdocumentsandcorrespondence
ClaimsAdministration:

RecordsManagementSystem
@^minist_r Pro]ur_m_nts R_sults

ProcurementDocumentation
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Theprocurementcontractwithallsupportingschedules,requestedunapprovedcontract changes,andapprovedchangerequests. Sellerdevelopedtechnicaldocumentationandotherworkperformanceinformationsuchas deliverables,sellerperformancereports,warranties,financialdocumentsincludinginvoices andpaymentrecords,andtheresultsofcontractrelatedinspections.
Correspondence:
Contracttermsandconditionsoftenrequirewrittendocumentationofcertainaspectsof buyer/sellercommunications,suchastheneedforwarningsofunsatisfactoryperformance andrequestsforcontractchangesorclarification.
Paymentschedulesandrequests.
Allpaymentsshouldbemadeinaccordancewiththeprocurementcontracttermsand conditions.
Sellerperformancevaluationdocumentation.
Sellerperformancevaluationdocumentationispreparedbythebuyer.Suchperformance evaluationsdocumentthesellersabilitytocontinuetoperformworkonthecurrentcontract Thesedocumentscanformthebasisforearlyterminationofthesellerscontractordetermine howcontractpenalties,fees,orincentivesareadministered.
Project Closing
Closing Pro]_ss Group O\j_]tiv_s
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Obtainfinalacceptanceoftheprojectdeliverablesbyworkingwiththe sponsorand/orcustomer Transfertheownershipofdeliverablestotheassignedstakeholders Obtainfinancial,legal,andadministrativeclosureusinggenerallyaccepted practices Distributethefinalprojectreportincludingallprojectclosurerelated information,projectvariances,andanyissues Collatelessonslearnedthroughcomprehensiveprojectreview Archiveprojectdocumentsandmaterial Measurecustomersatisfactionat theendoftheprojectbycapturing customerfeedback
12.4 Clos_ Pro]ur_m_nts
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Overview
CloseProcurementsistheprocessofcompletingeachproject procurement.ItsupportstheCloseProjectorPhaseprocess
Inputs
1. 2. Projectmanagement plan Procurement documentation 1. 2. 3.
Toolsand Techniques
Procurementaudits Negotiatedsettlements Recordsmanagement system 1. 2.
Outputs
Closedprocurements Organizationalprocess assetsupdates
Project Closing
Pro]ur_m_nts [r_ ]los_^
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Whenacontractiscompleted Whenacontractisterminatedbeforetheworkis completed AdministrativeClosureVs ProcurementClosure

MultiplePhases=multipleAdministrativeClosures MultipleContracts=multipleProcurementClosures OneandOnly=ProjectClosure
Pro]ur_m_nt @uîts
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Aformalevaluationofboththeseller'sperformanceofthe contract,andtheeffectivenessoftheprocurementprocessitself. Establishesarecordthatmaybeusedtoshapeprocurement practicesinothercontractsforprojects. Example:Evaluatingthesecondgradephonicstextbooksellers. NegotiatedSettlements:

Inallprocurementrelationshipsthefinalequitablesettlementofall outstandingissues,claims,anddisputesbynegotiationisaprimary goal. Wheneversettlementcannotbeachievedthroughdirectnegotiation, someformofalternativedisputeresolution(ADR)includingmediation orarbitrationmaybeexplored. Whenallelsefails,litigationinthecourtsistheleastdesirableoption.
Project Closing
Closur_ Do]um_nt[tion
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Procurementfile.Acompletesetofindexedcontractdocumentation, includingtheclosedcontract,ispreparedforinclusionwiththefinalproject files. Deliverableacceptance.Thebuyer,usuallythroughitsauthorized procurementadministrator,providesthesellerwithformalwrittennoticethat thedeliverableshavebeenacceptedorrejected.Requirementsforformal deliverableacceptance,andhowtoaddressnonconformingdeliverables,are usuallydefinedinthecontract. Lessonslearneddocumentation.Lessonslearned,whathasbeen experienced,andprocessimprovementrecommendationsshouldbe developedfortheprojectfiletoimprovefutureprocurements.
Canprovideusefulinformationforfuturecontracts. Helpsothersintheorganizationapplythelearningto theirsituations

4.6 Clos_ Proj_]t or Ph[s_
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Overview
TheprocessoffinalizingallactivitiesacrossalloftheProject ManagementProcessGroupstoformallycompletetheprojector phase
Inputs
1. Project Management Plan 2. Accepted Deliverables 3. Organizational Process Assets 1.
Toolsand Techniques
Expert Judgment
Outputs
1. FinalProducts,service,or Resulttransition 2. OPAUpdates
Project Closing
Clos_ Ph[s_ or Proj_]t
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CloseProjectorPhaseistheprocessoffinalizingall activitiesacrossalloftheProjectManagementProcess Groupstoformallycompletetheprojectorphase Reviewinformationfromthepreviousphaseclosuresto ensurethatallprojectworkiscompletedandtheproject hasmetitsobjectives ReviewtheProjectManagementtoensurecompletion beforeconsideringtheprojectclosed IfProjectisterminatedbeforecompletioninvestigateand documentthereasons
@^ministr[tiv_ Closur_
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Involves:
Verifyinganddocumentingprojectresultstoformalize projectorphasecompletion. Gatheringandupdatingprojectdocumentationand relevantrecordsandreports. Ensuringthatthephaseorprojectrequirementswere metandformalacceptancewasgranted.
Project Closing
Proj_]t R_]or^s to @r]hiv_
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Projectmanagementplan Performancerecords Contractdocumentation Communications Projectdatabases Staffevaluations Lessonslearned Acceptancedocumentation
L_ssons L_[rn_^ R_ports
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WhatWentWell Continue WhatdidntwentWell Stop Whatnewthingsweneedtoincorporate Start ConductedbyPM,Sponsorandentireteam

Documentsthatcapturesalientandhelpful informationabouttheworkdoneinaprojectora projectphase. Compiledforthebenefitofupcomingprojectphases andfutureprojects
Project Closing
Consi^_r[tions of L_ssons L_[rn_^
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Schedulinglessonslearned Conflictmanagementlessonslearned Sellerslessonslearned Customerlessonslearned Strategiclessonslearned Tacticallessonslearned
Clos_out M__tings
Sessionsheldatendofprojectorphase. Involves:
Discussingthework. Capturinglessons.
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Mayincludestakeholders,teammembers,projectresources,and customers. Example:Closeoutmeetingsforfiresafetyequipmentinspections. Thestakeholders,projectteammembers,andrepresentativesfrom thefiremarshal'sofficewill:

Reviewrecords. Completeandsigninspectioncertificates. Review,approve,andsignplansforevacuationprocedures. Documentinspectionsandtestingoffiresafetyequipment.

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All rights reserved PMP, CAPM Certification Training Slides

Proj_]t M[n[g_m_nt Tr[ining

ExaminingProjectManagementFramework InitiatingaProject PlanningProjectWork

ExecutingProjectWork MonitoringandControllingProjectWork ClosingtheProject

M__t th_ Instru]tor

InstructorName Credentials Achievements

M__t th_ Instru]tor

CEO,CertSchool,iTroopConsulting 18+YearsITProgram/ProjectManagement 5YearsCSC,8yearsforSunMicroSystems 5YearsatHCLIndia

Name,Education,#Yearsofexperience Whatisyourrole HowPMPcanhelpyou?

@\out th_ _x[m: PMP Eligi\ility

Meet 3requirementstoappearfortheexam Education PMExperience

Minimum5Yearsof totalexperience 4500HoursofProject ManagementPractice

@\out th_ _x[m: C@PM Eligi\ility

Education & HighSchool

PMP @ppli][tion Cost

PMI Member? Fee: $129

MEMBER Exam Fee: $405 ReExam Fee: $275

NON MEMBER Exam Fee: $555 ReExam Fee: $375

C@PM @ppli][tion Cost

PMI Member? Fee: $129

MEMBER Exam Fee: $225 ReExam Fee: $150

NON MEMBER Exam Fee: $300 ReExam Fee: $200

PMP Ex[m Form[t

61%(106/175)MinimumtoPass 70%123/175isRiskFreescore 4HoursMaximumTimeAllowed 1m12Sec.perQ

C@PM Ex[m Form[t

150Questions(FourOption,MultipleChoice) includes15pretestquestions 65%(88/135)MinimumtoPass 3HoursMaximumTimeAllowed Pass/Failavailablewhencomplete

C@PM Ex[m qu_stions ^istri\ution

% of Questions 4% 4% 11% 11% 11% 11% 9% 7% 7% 7% 11% 7%

PMP Stu^y Pl[n

C@PM Stu^y Pl[n

Round1 (EasyQuestions) 110 1120 2130

Qu_stion Ch[r[]t_risti]s [n^ Compon_nts (]ont.)

TooMuch Information (TMI)

WrongArea,or WrongPointin Time

Qu_stion Form[ts (]ont.)

Example Allthefollowingareareasof communicationmanagement except A.ManageStakeholders Expectations B.ReportPerformance C.QuantitativeAnalysis(Correct) D.DistributeInformation

All(oraCombination Withthisquestionformat,all oracombination of theanswersareacceptable.Themainthingtoconsider oftheAnswers) isthatthereisn'tabadchoice.Theoddsarethatiftwo oftheanswers(otherthanAlltheanswers")look good,sowillthethird.

Whichofthefollowingareareasof riskmanagement? A.IdentifyRisk B.PerformQuantitativeRiskAnalysis C.PlanRiskResponses D.Alltheanswers(Correct)

Qu_stion Form[ts (]ont.)

Description Withthisformat,everyavailableanswer(otherthan "noneoftheabove")failstoapplytothequestion.You mustevaluateeachanswertodetermineitsrelevant KnowledgeArea.IftherelevantKnowledgeAreafor eachanswerliesoutsidethescopeofthequestion, thennoneoftheanswersapplies.

Example WhatKnowledgeAreaispartofthe tripleconstraint? A.Communications B.Procurement C.ProfessionalandSocial Responsibility D.Noneoftheanswers(Correct)

Withthisformat,morethanoneanswerisacceptable. Thekeyistounderstandtheirorder whatcomesfirst (last,before,oraftersomethingdependingonwhatthe questionisasking).Inthiscase,lookatwhatthe questionisaskinganddeterminethebestanswer basedonthetimelineoftheanswers.

WhatcomesbeforeEstimateActivity Durations? A.SequenceActivities B.EstimateActivityCosts C.DefineActivities(Correct) D.ProjectPlanDevelopment

Qu_stion Form[ts (]ont.)

Description Thisquestionformatisprobablythemostchallenging, andtheexamwillincludeatleast75questionsusing thisformat,someincombinationwithotherformats. ThisquestionformatexpectsyoutoleverageyourPM experienceandunderstandingofthePMBOKGuide andthePMIwayofthinking.

Qu_stion Form[ts (]ont.)

Example WhatistheCPIforthefollowing data?AC=$200,PV=$400,EV=$200, BAC=$1,000 A.$200 B.$200 C.1.0(Correct) D.0.5

Proj_]t M[n[g_m_nt Bo^y of Knowl_^g_, (PMBOK Gui^_) Fourth E^ition

PMBOK GuidewasadoptedbyANSI(1999)asanAmericanStandardforProjectManagement.TheFourth Editionwasissuedin2008.

Aprocessisasetofinterrelatedactionsandactivities performedtoachieveaprespecifiedproduct,result,or service. Eachprocessischaracterizedbyitsinputs,thetoolsand techniquesthatcanbeapplied,andtheresultingoutputs

How to m[n[g_ Proj_]t & Ph[s_s

PMI ProcessGroups ForProject Management

Product Life Cycle

Project Life Cycle

PMI Process groups Used to manage each phase

Ph[s_-to-Ph[s_ R_l[tionships in [ Proj_]t

Projectsthataremultiphasedfollowsequential process. Phasetophaserelationshiptypes:

Proj_]t M[n[g_m_nt Pro]_ss Groups

Executing Monitoringand controlling Closing

Overviewofprojectmanagement knowledgeareasandprojectmanagement processesbasedonProjectManagement BodyofKnowledge(PMBOK)Guide FourthEditionPage43

Time Cost Quality HR Communication Risk Procurement

Proj_]t M[n[g_m_nt Pro]_ss Ch[rt