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These inputs, outputs, and processes are all scrambled up on the fridge. Can you reconstruct them so that the processes go under the correct prOCeSS groups, and the inputs, outputs, and tools go in the right categories)
Planning
Closing
INPUTS!
OUTPUTS
Toots
'I'ake SOY,{le tune to sit back and J70ur right. brarn sornethmg to do. It's your standard all of the solution words are from this CC1ELJPlJ1SP.
_______
7. A in a deliverable that shows thatit does do what you meant for it to do,
s. The
10, When you watch what's in your project to look for actions you are in the and Control Project INork process, information is animportant o process asset tlla! comes from dO'CUmE?niinQlessons learned.
';';~8r~~;miiP
1, I/V'hen you ask someone who has experience to the The processes that
your
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called
Factors.
6. record of aHof the-decisions you have made and their consequences that youwlite when you dose your is called ,,!earned, the ______ is a document that 8Utllociiy over the team.
Projeet Integrat1!on
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These inputs, outputs, and processes are ali scrambled up on the fridge, Can you reconstruct them so that the processes go under the correct process groups, and the inputs, outputs, and tools go in the right categories?
!nitlatlng
Planning
Executing
Closing
Develop
projec:'c
INPUTS! OUTPUTS
Tools
~ , ..
134
management
Take some time to sit back and give your right brain something to do. It's your standard crossword; all of the solution wor-ds are from this chapter,
Mathematical
Basics
Average (Mean) = Sum of all members divided by the number of items. Median = Arrange values from lowest value to highest. Pick the middle one. If there is an even number of values, calculate the mean of the two middle values. Mode = Find the value in a data set that occurs most often.
Values
1 sigma = 68.26% 2 sigma 95.46% 3 sigma = 99.73% Six sigma = 99.99% Control Limits = +/- Three sigma from mean. Control Specifications = Defined by customer; looser than the control limits. Rough Order of Magnitude estimate = -50% to +50% (PMBOK~) Preliminary estimate = -15% to + 50% Budget estimate = -10% to +25% Definitive estimate = -5% to +10% Final estimate = 0% Float on the critical path = 0 days Pareto Diagram = 80/20 Time a PM spends communicating = 90% Crashing a project = Crash tasks with least expensive crash cost on critical path first. JIT inventory = 0% (or very close to 0%.) Minus 100 = (100) or -100
PERT
PERTs-pomt = (Pessimistic+(4*Most Likely)+Optimistic)/6 PERT0 = (Pessimistic - Optimistic) / 6 PERTActivity Variance = ((Pessimistic - Optimistic) / 6)h2 PERTDeviation all activities = vsum((Pessimistic - Optimistic) / 6)A2
Communications
Communication Channels = n
* (n-1) /
Procurement
PTA = ((Ceiling Price - Target Price) / Buyer's Share Ratio) + Target Cost
Acronyms
AC .'aAC BCR CBR Actual Cost Budg~t at ,Compoletlon Benefit Cost Ratio ..Cost Beneflt R~trQ' Cost Performance Index Cost Variance Duration EstimateatC~mp!etion Early Finish ExpeCted,Mo~e5aryyalue Early Start Esiirrjatet9C9mpl~t:e .
Probability
EMV = Probability
Network
* Impact Diagram
in currency
CPI
61
OUR
Activity Duration = EF- ES+ 1 or Activity Duration = LF- LS+ 1 Total Float = LS- ESor Total Float = LF- EF Free Float = ESof Following - ESof Present - DUR of Present EF= ES+ duration - 1 ES= EFof predecessor + 1 LF= LSof successor - 1 LS= LF- duration + 1
. EAC
EF EMV ES Ere
Project Selection
PV = FV/ (1+rjAn FV PV * (1+r)"n NPV = Formula not required. Select biggest number. ROI = Formula not required. Select biggest number. IRR= Formula not required. Select biggest number. Payback Period = Add up the projected cash inflow minus expenses until you reach the initial investment. BCR= Benefit / Cost CBR= Cost / Benefit Opportunity Cost = The value of the project not chosen.
EV Earned Value .FWi:uturev'alue IRR JIT IF LS NPV Internal Rate of Return Just:in~Time Late Finish Late ,tart . Net Present Value Program Elialua'tior andRe\'(iev.{Te<;~?Jque Point of Total Assumption PlannedValue Present Value Returrrorrlnvestrnent
"ER'f
PTA PV' PV "oROI
Depreciation
Straight-line Depreciation: Oepr. Expense = Asset Cost (- Scrap Value) / Useful Life Depr. Rate = 100% / Useful Life Double Declining Balance Method: Oepr. Rate = 2 * (100% / Useful Ufe) Depr. Expense = Depreciation Rate * Book Value at Beginning of Year Book Value = Book Value at beginning of year - Depreciation Expense Sum-of-Years' Digits Method: Sum of digits = Useful Life + (Useful Life - 1) + (Useful Life - 2) + etc. Depr. rate = fraction of years left and sum of the digits (i.e. 4/15th)
SPI Schedule Performance Index SVScheduleVariance' , TCPI To-Complete Performance Index NarianceatCorripletion Sigma / Standard Deviation ''To the power of! (21\3.""2~2*2;~)
VAt' a
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phases~byan
qgarizafiDn'sprllject
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~resII\IIOOSlI"spelllfuOOs
g1!ll8llll a role hi;lerinorganizll1ion1hantheprojectmana&Ir.prioriltlllpmjecls, uthIItzBPM. a resoIve~contlicIsandissUeS $I I. ~apenonll"flqliIa'oq 1rItntaest. wi1etha"pJliiliYeornepive.iJ1heredoflhejT!ljecl lJIIIIIIr.adepanmentlllftlgllrwlllf1IIff!f'projectl'llSlUCeS; athiIis16rslunan RiSCIUIQI
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Process groups are not project phases. Process groups are not linear, they are itarative. Process
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42 PROCESSES
6 5 6 3
(PROCESS f~ e
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GROUPS (5):
(# processes)
20
8 10
2
Executing
3
4 5 6 4
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Human Resource Management (HUM) Commumwtkma Manapnent (COM) . .Risk MIIIIl!g8I1lilIl (RIS) PrOCUfllll1lll1t~ (PRO)
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INPUTS
PMPIan NOTEsABOUT
IIIaIIIDa
IN'I'IEGRATION MANAGEMENTMIEN1l'
cae- Malf<etdumand, 00ainess _ CUSI1II1l8rrequi1lmen\ 1IIChnoIogyadvame,1e!J!I11IqUi-enJent, ; ec010gicai impact, sodaIlIEBI
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16 Benefit1:ostralio. economic value add (Net 0pera1ing ProfitAfter ) infllmalraleofralum, presentwkJe. presentvaU!, IIIIUIlI on iIWesInelt, return 00 net CIJIiIaI (Net InaneAfter Tax- kMISIIid~) (SIuIer1s1llllllr) ~ cost pavbadc period
Names & auIhorizesPM to ~ resourceso achiew project objecIives (may include t : higIt-IeveI requirements. milestones. and budget) formal. approwd document defining how project is managed. executed. and c0ntr0lied (1Imeare 15 CI!l'1jlOO8I1iS, scetal!!Ulrigllt.)
i1aIiMsrs--- Partof!he1Mllllll
I w.rt 1
PMIS; ensures1hatIloJectWOlkgelSdone at!he ri;1t1ime and in !he an _ or asfonnal as a ~to assifI and Iogjob wOrkorders
AppivwdorllljectedinParfonn~CbangeControJ; PM should influence factors that cause change; PM should assess Imp;iCf of chImges onproject and make decision
CIoSIiPniectorPl8e:This is tbelast process taOO compItItedineach phase or in!he projeCI;taplUre lessons , Iearned.linlhiwpruject documanIs, c8IeInte S\ICC8SS, and releaseprojei:fteain
Me
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stllpllsIiI\1ImBIJfllhis
_ItICISIIIJ .
! pIUI'aIIIY, and dh:IaIur5hIp ~ScepeSt;d8lllllllt documenlsumng\hepilljec! Rlljllfnmrenlsby ! descIibing oIljecIiws. deliverabIes, boundaries. ilidaooepllillOOaitIlria
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TOOLS
Tlne-PaiRt:W8ightedav&nIg8ofBfflJrt.duration, orCOif(aIsodld PERTstimate); e Fom!uIa: (Po$sImistic+ 4 RuaIisIIc+ 0ptImis1ie) 6:1he standard d8vIaIion oflfliS prubablIisIic . estimaIfI iscatculaledaa ~ -0ptImlsIic) . 6. (A S!a1istIcaI sIIort;:ut) Melwaitl'alll:aseriasofsclail!eactMlies~a~1hat12l1ies1hlooghfrom1heJllliBcl'sslart\D1inish Crilic*Palltlhepath{s)of$lh8dule~wheRIlhedeiayofanyOl18activi1y would dslaylheprojectflnlsh;lhepath oflighest I1sk f1Iat (SIaca):themnountof1imeasetMdule adMIy could badelayad without tlelaytnglheproJectllnislJ <-diagramS) 1'\'eefleal:1he amount of time sd1tduI8activi1ycouklbe"*Jf!dwithoutdelaying a lheear\ysran (ES) ofa subsequentadMly (soodlallfam ii) NegaIh& float: theslluation ofasdlitiim:lMly'sear\y1inish(&') bq*aslllsaquentatMy'searttSllllt (ES) (see!llagram5) CriIIRI 1kIIIed (~sc:I1edme~lOde1ennfnetheaiticalpa1b,OYflI'aII scIail!e. arxIeacha:llvlty'slloat Cl'lllcalCllalllIIIIIIId'(_lI/l!J1l$Si'I8sdml1eJl\!llll!Pl!fllbasedoo~sdBkde OOIftJsarxl~_fljyappled{Iiya/IJGcidnIII)
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1 - f'llltlllll PIIII):nelMllkdiapnwlae ( IlCIiM1les re IBpI8SeIIIed by the J1Ildes (recIaIIIIIes) and the arrows a are dependencies; also calledAON (ActMIy-On-Node)
AOA (A1~): /I8IWOI1( dfa8l'amwheraatliYilitSare lIlPresan\lldhythearrowsCOlllll!Clingnodes;thenodesarepoimsin1ilne: AOAmay feature "dumIIIy acIMIies" which are actually depeIIdencies. sIrown aadasl1ed arrowswlth Oduratioo;lhIslJlfllhodalsot:alled /vrrNI llilI~ngMathod. 1)peS81'p lnl s:MMdaroIy(hanl~).ilsI:rebIIBy(prelmmd
or$aII~).lIPIfxI$11al(beyIqJor~ofjJlljeclCOO1llll) . 11eIaIIww.lp:=~~\wOa:tMtieswhlreoneaclMlyl1llSlbe$lal1lidorbtled
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Varianw. Oifferen~(lUbtraction) betwooI!planmlt and acIulII; targnt voluole 0; pOBitivllii lIVOd. negatIVe it bad Performance 11Idex: Ratio (d'tViGlQn)' ofplantied to actual;
OUTPUTSAelivilyCostEs1ima"", target value is I: greater thai! I wgooc:l.lass1han Fol'(loast:
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T~spendingefficiencylllQlliredtonree! 1a!g\lIllllilanclalp (lISIllIIygrnarenlmlifCPIis/essthan I,orlessthanifCPIis l gtearer1flanl);calcuIated(iltetlllSufll1lH1llY)asremainingwm1BAc-EV) divided bymn:inkJg ftnIs{SAe.AC), v.fIen BAGis1lle1aJgeledffnishgoal;~1Ite~ finisbgnallSEAC, then lGPIlScatularedas(BAC-EV} + (tAc-A&) YariallceJnalysis; MeasulinglOOdifrerencebelweenpl:lnnedandoonml (_or dutafions}.variarrcesareoplimaDyZIIII(IIIIu1getand/oron~) SpumliBgEffil:il!llcy: Worfdug EffICIency: CPl, COSflJlllfonnance ildex. GJ]IimaVy ij SI'I, tlCheduIe (lIiIfonnante index, optimaIIyl
Typical Range
-50%to +100%
requirements
Me
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{PRUi}ucr f'3CiJS}
.KEY:
ScupeBaseline Schedule Baseline CostPerf Baseline Benchmarking
Cost-Benefit Analysis Costofflualily Control Charts Design of Experil1l8llts Flowcbarting Statistical Sampling OualityMgmt Plan Metrits ICheeklists Process Improv.Plan Duatity Metrics Work PerflnfGrmation DuaiityContralMeas.
Metrics/Checklists WorkPetfMeasures
DerlVel'Ules
11 II
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I
Iluarrty Audits
ProcessAnalysis Plan
I I
TOOlS
"FIoWl:hal1ing 0.Charts
} Changel!equests
I..catferDiagrams S
\. StatiSlicalSampling
QualityCnntruIMeas.
Validated Cbanges
ValttlatedD.nv~es
CONTROL CHART
RUN CHART
PL
Resource Plan
EX
EX
Develop
Project
EX
Develop Human
Team
MasIow'sHieran:hyofNeeds: 5calegoriesof needsexist in an hieran:hy; meetingneeds in one category does not motivate unlessthe lowerlevel needs are already met Herzberg's Motivation-Hygiene: hygiene factors do not motivate but must be present for motivational factors to function
KEY:
Aetivi1yResoorce .Rl!qulremanf~
PM Plan (lIRPIo.)
StilffAsSignments Ra~reecaJe/ldlll's
Staff Assignments PMPfan (HR Plan) loam Pl!rtormanoo Awessment Performante Reports
McGregor's Theory-X & Theory-Y: X-mgrs believe oonG1llnf GllpOrvillion ill nO"GIllIry; Y-mgw bolil/vo people can be trusted to work fiedler's Contingency: effectiveness of a leader's style (task- or relationship-oriented) Is contingent
Networking OrgTheory
on the situation
McClelland's Tbeory otNeeds:workers may be motivated by meeting their varying degrees of need for (I) achievement, (2) power.or (3) affiliation believable) expectation
VirtoaiTcams
Human Re$UurcePian
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CUmrmmIcatIonIlequlrenrentsAnalysls
Stak8holder AnaJy$is
Communication Communication
StakehoklerRegiStel'
. StakehoIder~I1fS11ategy.
I~r
SCoPe Statement .Cost MaiJagenienfPIan
PL
PL
Identify
Risks
INPUTS
RiskManagementPfan Stope Baseline Act. Cost Estimates Act Our.stimates Checldist Analysis DiagrammingTecbnlques SWOT Analysis Info Ga1heringTecImiques DocumentRelews Assul11Jlfiondnalysis
TOOLS OUTPUTS
Planning . Ikelings&Analysis
RISK JWAMAGEMENTMENT
RISI<S:. . .
.UNCERTAINTIES
NOTES ABOUT
Opportunity strategies
ISBN 978-0-9729673-6-5
9 780972 967365
" II
Buyer
Me
KEY:
$cepaBaselitJe RequiremenlSI!Oes TearilingAgreemenls .' ~-buy~ I:antract ~tllotuments Worlt Performance Inrnrmaliol} ProcureinenfOOCUme1lts
NOTESABOUT.
.... .. .. ....1
ProcUrements
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Mllrildste.el.
PROCUREMENT MANAGEMENT
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Risk~tel~edConlradD~isilll1~. ::!~:~~ria ACII'lil}'lIesoun:e lIequiremenw SeUerProposil/s .'~ttirity COSI Estimates CostPerformaticeBaseline" .. '.' TeamingAgn:ements 8idderConferences PropoSaIEvaIuaIionTedIiques .AdYertisiRg
rlXed Pricll;wl Econoiriic Price A~jusnnef\f . .' Fixed Price Ince~1ive Fee
Cost Reimbursable Cost Plus F"lXcd Fee
PerfDmmnteRejlOrlS
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TOOLS
Ma~r-I!uYAAalYSis ContrattTypes
- OUTPUTS
PMt"',
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Mandatory
.
Standards
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Throughout
Study Guide, I've discussed the inputs and outputs to the PM!
processes. In this appendix, you'll find the inputs, tools and techniques, outputs, and Knowledge Areas of the project management processes listed by process in the order they appear in the text. I think you'll appreciate the convenience of having all this information in one location. Enjoy!
Initiating Processes
Table A.l1ists the inputs, tools and techniques, ating process group.
TABLE A.1
Initiating Processes
Tools and Knowledge
Inputs Project statement of work Business case Contract Enterprise environmental factors Organizationa! process assets
Area Integration
c,.
Stakeholder analysis Expert judgment Stakeholder register StakehQlder management strategy Communication
Identify Stakeholders
Project charter
Procurement documents
542
TABLE
A.2
Planning Processes (continued) Tools and Techniques Group creativity techniques Group decisionmaking techniques Questionnaires and surveys Observations Prototypes Knowledge Area
Process Name
Inputs
Outputs
Define Scope
Project charter
Expert judgment
Scope
Product analysis
Create WBS
Decomposition
Scope
Scope baseline
.""
Define Activities
544
TABLE
A.2
Planning Processes (continued) Tools and Techniques Three-point estimates Reserve analysis Knowledge Area
Process Name
Outputs
list
Schedule network analysis Critical path method Critical chain method Resource leveling
Project schedule
Time
Schedule baseline
Schedule data
What-if scenario analysis Applying leads and lags Schedule compression Scheduling tool
Activity duration estimates Project scope statement Enterprise environmental factors Organizational process assets Estimate Costs Scope baseline
Expert judgment
Cost
Project schedule
Analogous estimating
546
Appendix.A
TABLE
A ..2
Planning Processes (continued) Tools and Techniques Communication technology Communication models Communication methods Planning meetings and analysis Risk Risk management plan Knowledge Area
Process Name
Inputs Stakeholder management strategy Enterprise environmental factors Organizational process assets
Project scope statement Cost management plan Schedule management plan Communications management plan Enterprise environmental factors Organizational process assets
Identify Risks
Risk management plan Activity cost estimates Activity duration estimates Scope baseline
Risk register
Risk
""
Assumptions analysis Diagramming techniques SWOT analysis
Stakeholder register
Cost
management plan
548
TABLE
A.2
Process Name
Inputs
Outputs
Schedule management plan Organizational process assets Plan Risk Responses Risk register Strategies for negative risks or threats Strategies for positive risks or opportunities Contingent response" strategies Risk register updates Risk
Risk-related contract decisions Project management plan updates Project document updates Procurement Procuremanagement plan ment Procurement statements of work Make-or-buy decisions Procurement documents Source selection criteria
'~..c-
Expert judgment
Plan Procurements
Scope baseline
Requirements documentation
Contract types
Risk-related contract decisions Activity resource requirements Project schedule Activity cost estimates
Change requests
550
TAB LEA. 2
Planning Processes (continued) Tools and Techniques Proprietary quality management methodologies Additional quality planning tools Knowledge Area
Process Name
Inputs
Outputs
Executing Processes
Table A.3 lists the inputs, tools and techniques, outputs, and Knowledge Areas for the processes in the Executing process group.
TABLE A.3 Executing Processes Tools and Techniques Expert judgment Knowledge Area Integration
Outputs Dellverables
'!:"'C.
Pre-assignment
Human Resource
552
TABLE
A.3
Executing Processes (continued) Tools and Techniques Bidder conferences Proposal evaluation techniques Independent estimates Expert judgment Advertising Knowledge Area Procurement
Inputs Project management plan Procurement documents Source selection criteria Qualified sellers list Seller proposals
Procurement contract award Resource calendars Change requests Project management plan updates Project document updates
Project documents
Internet search
Make-or-buy decisions Teaming agreements Organizational process assets Perform Quality Assurance Project management plan
Procurement negotiations
Plan Quality and Perform Quality Control tools and techniques Quality audits
Quality
Quality metrics Work performance information Quality control measurements Distribute Information Project management plan
Process analysis
~
Project document updates Communication methods Organizational process assets
updates
Communications
Performance reports
554
TABLE A.4
Process Name
Inputs
Techniques
Enterprise environmental factors Organizational process assets Perform Integrated Change Control Project management plan Expert judgment
Integration
Change requests
Enterprise environmental factors Organizational process assets Administer Procurements Procurement documents Project management plan Contract change control system Procurement performance reviews Inspections and audits Performance reporting Payment systems Procurement documentation Organizational process assets updates Change requests Procurement
Contract
556
TABLE
A.4
Monitoring and Controlling Processes (continued) Tools and Techniques Performance Knowledge Area
Process Name
reviews
Variance analysis Project management plan updates Project document updates Work performance measurements Organizational process assets updates Change requests Time
Project management software Control Schedule Project management plan Project schedule Performance
reviews
Variance analysis
Wh.at-if scenario analysis Adjusting leads and lags Schedule compression Scheduling tool Perform Quality Control Project management pian Quality metrics QUality checklists Cause-and-effect diagrams Control charts flowcharting
Quality
Histogram
558
Closing Processes
Table A.S lists the inputs, tools and techniques, outputs, and Knowledge Areas for the processes in the Closing process group.
TABLE A.5 Closing Processes Tools and Techniques Expert judgment Knowledge Area Integration
Inputs
Outputs Final product, service, or result transition Organizational process assets updates
Project managementplan
Accepted deliverables
Organizational process assets Close Procurements Procurement management plan Procurement documentation Procurement audits Negotiated settlements Closed procurements Organizational process assets updates Procurement