Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
By
Balaji Gadicharla
Agenda
Day 1 Day 3
Instructor and Participants Introduction Quiz on Day 2 study
Introduction to PMI and PMP Human Resources Management
Project, Program and Portfolio Management Communication Management
Process Areas Risk Management
Integration Management Day 4
Scope Management
Quiz on Day 3 study
Day 2 Procurement Management
Quiz on Day 1 study Stakeholder Management
Time Management Quiz on Day 4 study
Cost Management Day 5
Quality Management
Business Templates
Review of Exam Preparation
Introductions
Page 3
Project Management Institute (PMI)
PMI is the worlds largest not-for-profit membership association for the project
management profession. Our professional resources and research empower
more than 700,000 members, credential holders and volunteers in nearly every
country in the world to enhance their careers, improve their organizations
success and further mature the profession.
PMI credentials certify your knowledge and experience in project management
so you can be more confident at work and more competitive in the job market.
Note : The above information is taken from the official PMI website
Page 4
Project Management Professional (PMP)
Note : The above information is taken from the official PMI website
Page 5
PMP Certification Overview
Page 6
PMP Examination Overview
TOTAL 100%
Page 7
Maintaining PMP certification
Page 8
OK, Lets get started!!!
Page 9
What is a Project?
Page 10
A project is a
Temporary effort
Page 11
Project, Program and Portfolio Management
Portfolio
Program
Project
Page 12
Organizational Structure
Page 13
Project Process Groups
Initiation
Planning
Execution
Closure
1. How does stakeholder risk and influence change while the project progresses?
2. How does the uncertainty in the project change over the period?
3. How does the cost move along the time of the project?
Page 14
Project Process Groups
Monitoring and Control
Time
Page 15
Process Group Interaction in a Project
Page 16
Knowledge Areas
Page 17
Mapping of Knowledge Areas and Process Groups
Each process
Each group has
process one orhas
group moreaprocesses
set of activities from each of the
knowledge
The processes areas
are also grouped across knowledge areas
Each
process is tied to one knowledge area and one process group
Each activity in each of the knowledge area has
Each process has
An input
An input
Tools
Tools and expertise
and expertise to do
to do that process that activity
An
An output output
Tools and
Input to a expertise to do
Output
process that process
Note : Study the handout
Page 18
Document Flow Chart
Page 19
Project Integration Management
Page 20
Integration Management Processes
Page 21
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project SOW
Busines Case
Agreements
Enterprise Environmental
factors
Organizational process
assets
Initiation Develop Project Charter Expert Judgement Project charter
Project Charter
Outputs from other
processes
Enterprise environmental
factors
Develop Project Management Organizational process Expert Judgement
Planning Plan assets Facilitation Techniques Project Management Plan
Project Management Plan
Approved Change Deliverables
Requests Work performance data
Enterprise environmental Expert Judgement Change Requests
factors Project Management Project MAnagement plan
Direct and Manage project Organizational process Information System updates
Execution work assets Meetings Project document updates
Project Management Plan
Schedule forecasts
Cost forecasts
Validated Changes
Work performance
information Expert judgement Change Requests
Enterprise environmental Analytical techniques Work performance reports
factors Project Management Project management plan
Monitoring Monitor and control project Organizational process information system updates
& Ctl work assets Meetings Project document updates
Project Management Plan
Work performance
information
Change Requests Approved Change Requests
Enterprise environmental Expert Judgement Change log
factors Meetings Project management plan
Page 22
Monitoring Perform Integrated Change Organizational process Change Control Tools updates
Integrated Change Control
Page 23
Sample Project Charter
Project Objectives Project Timeline
Milestone Due Date
Page 24
Project Scope Management
Page 25
Scope Management Processes
Collect Requirements
Define Scope
Validate Scope
Control Scope
Page 26
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Management Plan
Project charter
Enterprise environmental
factors
Organzational Process Expert Judgement Scope management plan
Planning Plan Scope Management assets Meetings Requirements management plan
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Scope management plan Group decision-making techniques
Requirements management Questionnaires and surveys
plan Observations
Stakeholder management Prototypes
plan Benchmarking
Project charter Context diagrams Requirements documentation
Planning Collect Requirements Stakeholder register Document analysis Requirements traceability matrix
Scope management plan
Project Charter
Requirements Expert judgement
documentation Product analysis
Organizational process Alternatives generation Project scope statement
Planning Define Scope assets Facilitated workshops Project document updates
Scope management plan
Project Scope Statement
Requirements
Documentation
Enterprise environmental
factors
Create Work Breakdown Organizational Process Decomposition Scope Baseline
Planning Structure (WBS) Assetss Expert Judgement Project Document Updates
Project management plan
Requirements
Documentation
Requirements Traceability
Matrix
Validated Deliverables Accepted Deliverables
Work performance data Change Requests
Monitoring & Inspection Work performance information
Ctl Validate Scope Group decision-making techniques Project Document Updates
Project Management Plan
Work Performance data
Requirements Work Performance information
Documentation Organizational
Page 27 Process Assets
Requirements Traceability Updates
Group Related Techniques
Affinity diagram : large number of ideas sorted into groups for analysis
Plurality : largest block in a group decides though they are not majority
Dictatorship
Page 28
Work Breakdown Structure (WBS)
Page 29
Quiz from Day 1
Page 30
Project Time Management
Page 31
Time Management Processes
Define Activities
Sequence Activities
Develop Schedule
Control Schedule
Page 32
Processes : Inputs -> Tools -> Output
Process Group Process Inputs Tools Output
Project management plan
Project Charter Expert Judgement
Enterprise environmental factors Analytical techniques
Planning Plan Schedule Management Organizational process updates Meetings Schedule Management Plan
Schedule Management Plan
Scope Baseline Decomposition Activity List
Enterprise Environmental Factors Rolling Wave Planning Activity Attributes
Planning Define Activities Organizational Process Assets Expert Judgment Milestone List
Schedule Management Plan
Activity List
Activity Attributes
Milestone List Precedence Diagramming Method (PDM)
Project Scope Statement Dependency Determination Project Schedule Network Diagrams
Planning Sequence Activities Organizational Process Assets Applying Leads and Lags Project Document Updates
Schedule Management Plan
Activity List
Activity Attributes
Resource Calendars Expert Judgment
Risk register Alternatives Analysis
Activity Cost Estimates Published Estimating Data Activity Resource Requirements
Enterprise Environmental Factors Bottom-up Estimating Resource Breakdown Structure
Planning Estimate Activity Resources Organizational Process Assets Project Management Software Project Document Updates
Schedule management plan
Activity List
Activity Attributes
Activity Resource Requirements
Resource Calendars Expert Judgment
Project Scope Statement Analogous Estimating
Risk Register Parametric Estimating
Resource breakdown structure Three-point Estimates
Enterprise Environmental Factors Group decision making techniques Activity Duration Estimates
Planning Estimate Activity Durations Organizational Process Assets Reserve Analysis Project Document Updates
Schedule Management plan
Activity List
Activity Attributes
Project Schedule Network Diagrams
Activity Resource Requirements
Resource Calendars Schedule Network Analysis
Activity Duration Estimates Critical Path Method
Project Scope Statement Critical Chain Method Project Schedule
Risk register Resource Optimization techniques Schedule Baseline
Project staff assignments Modeling techniques Schedule Data
Resource breakdown structure Leads and Lags Project calendars
Enterprise Environmental Factors Schedule Compression Project management plan updates
Planning Develop Schedule Organizational Process Assets Scheduling Tool Project Document Updates
Performance Reviews
Project Management Plan Project Management Software Work Performance information
Project Schedule Resource optimization techniques Schedule forecasts
Schedule data Modeling techniques Change Requests
Project calendars Leads and Lags Project Management Plan Updates
Work Performance data Schedule Compression Project Document Updates
Organizational Process Assets Scheduling Tool Organizational Process Assets Updates
Monitoring & Ctl Control Schedule
Page 33
Activities
Page 34
Sequence Activities
Precedence Diagramming Method (PDM): Used in CPM to construct project schedule network
diagram using rectangles (called nodes) to represent activities and using arrows to show logical
relationships. Also called as Activity-on-Node
Four types of relationships: F2F, F2S, S2F, S2S
Dependency determination
Mandatory dependencies (hard logic)
Discretionary dependencies (preferred or soft logic)
External dependencies
Applying leads and lags : Leads allow acceleration of the successor activity. Lags delay the
successor activity
Schedule Network Templates : Used to expedite the preparation of networks of project
activities. Portions of it are called subnetwork or fragmented network. Used when a project
includes identical deliverables (multiple floors of a high-rise buildings)
Page 35
Estimate Activity Resources (Man,
machines etc)
Alternatives Analysis : Look at alternative methods of accomplishment
including various levels of resource capability or skills, different size or
type of machines etc.
Page 36
Estimate Activity Durations
Analogous Estimating : Uses parameters such as duration, budget, size, weight
and complexity from a previous project as the basis for estimating the same
parameter for a future project. Less accurate and less expensive.
Parametric Estimating : Uses a statistical relationship between historical data
and other variables to calculate an estimate for activity parameters.
Three point Estimates : Uses three estimates considering uncertainty and risk :
Most likely tm, optimistic to and pessimistic - tp
Beta distribution : Based on PERT and
Expected duration Te= (to + 4 tm + tp )/6
Triangular distribution : Expected duration Te= (to + tm + tp )/3
Reserve Analysis: Includes contingency reserves (also called time reserves or
buffers) into overall project schedule to account for uncertainty. Management
reserve is not included in scheduled baseline but part of overall project duration
Page 37
Develop Schedule : Tools
Schedule Network Analysis : Employs various analytical techniques, such
as CPM, critical chain method, what-if analysis and resource leveling to
calculate the early and late start and finish dates for the uncompleted portions
of activities.
Critical Path Method (CPM) : Calculates early start and finish dates and late
start and finish dates by performing a forward and backward pass analysis
through the schedule network. They indicate the time periods within which the
activity could be scheduled.
Schedule flexibility is measured by the positive difference between
early and late dates and called total float
Critical paths have zero or negative total float that means no
flexibility. Activities on this path are critical activities.
Free float is the amount of time an activity can be delayed without
delaying the early start date of the successor.
FLOAT=delay
Page 38
Develop Schedule : Tools
Critical Chain Method : This is a schedule network analysis technique that
modifies the project schedule to account for limited resources. This method
adds duration buffers that are non-work schedule activities to manage
uncertainty.
Feeding buffers are placed at each point that a chain of dependent
tasks not on the critical chain feeds into the critical chain
Size of each buffer = uncertainty in the duration of the cahin of
dependent tasks leading to that buffer
Buffer placed at the end of critical chain is called Project buffer
Page 39
Develop Schedule : Tools
What-If Scenarios : Simulating different scenarios calculating multiple
project durations with different sets of activity assumptions. Eg Monte Carlo
Analysis : distribution of possible activity durations is defined for each
activity and used to calculate a distribution of possible outcomes of the
project.
Schedule Compression : Shortens the project schedule without changing
the project scope.
Crashing : A schedule compression technique in which cost and
schedule tradeoffs are analyzed to determine how to obtain
compression for the least incremental cost. Ex., approving
overtime, bringing in additional resources etc.
Crashing works where additional resources will shorten the
duration
Fast tracking : This is a technique where activities are performed
in parallel which would otherwise be in sequence.
Both these techniques can increase risk, rework and/or cost.
Page 40
Control Schedule : Tools
Performance Reviews : Measure, compare and analyze schedule
performance like start and finish dates, % complete etc.
Utilize Schedule Variance (SV) and Schedule Performance Index (SPI) if
using Earned Value Management (EVM)
Decide if schedule variation requires corrective action
Page 41
Project Cost Management
Page 42
Cost Management Processes
Estimate Costs
Determine Budget
Control Costs
Page 43
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Management Plan
Project Charter
Enterprise environmental
factors
Organizational Process Expert Judgement
Assets Analytical techniques
Planning Plan Cost Management Meetings Cost management plan
Cost management plan Expert Judgment
Human Resource Analogous Estimating
management Plan Parametric Estimating
Scope Baseline Bottom-up Estimating
Project Schedule Three-point Estimates
Risk Register Reserve Analysis
Enterprise Environmental Cost of Quality
Factors Project Management Software
Organizational Process Vendor Bid Analysis Activity Cost Estimates
Assets Group decision-making Basis of Estimates
Planning Estimate Costs techniques Project Document Updates
Cost management plan
Scope Baseline
Activity Cost Estimates
Basis of Estimates
Project Schedule
Resource Calendars Cost Aggregation
Risk register Reserve Analysis
Agreements Expert Judgment Cost Performance Baseline
Organizational Process Historical Relationships Project Funding Requirements
Planning Determine Budget Assets Funding Limit Reconciliation
Project Document Updates
Work Performance information
Project Management Plan Earned Value Management Cost Forecasts
Forecasting Organizational Process Assets
Project Funding To-Complete Performance Updates
Requirements Index (TCPI) Change Requests
Work Performance data Performance Reviews Project Management Plan
Monitoring Organizational Process Reserve Analysis Updates
& Ctl Control Costs Assets Project Management Software Page
Project
44 Document Updates
Determine Budget : Tools
Reserve Analysis
Page 45
Determine Budgets : Outputs
Project Budget
Management reserve
BAC
Cost Baseline
Cumulative Values
Funding requirements
Expenditures
Time
Page 46
Control Costs: Tools
Earned Value Management : integrates project scope, cost and
schedule measures to help the project management team assess and
measure project performance and progress. Forms an integrated
baseline against which performance can be measured
Planned Value (PV) : total PV is called performance
measurement baseline (PMB) or Budget at Completion
(BAC). This is the authorized budget for the work
Earned Value (EV) : value of work performed
ETC
Budget At
Completion
(BAC)
Time
Page 48
Control Costs: Tools
Forecasting : Develop a forecast for Estimate at Completion (EAC) that
may differ from Budget at Completion (BAC). Typically based on actual
costs.
EAC = Estimate at Completion which takes into account Estimate to
Complete (ETC) the remaining work
EAC = AC + bottom-up Estimate to Complete (ETC)
EAC = AC + BAC EV
EAC = BAC/cumulative CPI = BAC/ (EV/AC)
EAC = AC + [(BAC EV) / cumulative CPI x cumulative SPI)]
To-Complete Performance Index (TCPI) : calculated projection of cost
performance that must be achieved on the remaining work to meet BAC or
EAC
TCPI = Work remaining / Funds Remaining
TCPI = (BAC EV) / (BAC AC)
= (BAC EV) / (EAC AC)
Page 49
Project Quality Management
Page 50
Quality Management Processes
Control Quality
Page 51
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project management
plan Cost-Benefit Analysis
Stakeholder Register Cost of Quality
Risk Register Seven basic quality tools
Requirements Benchmarking
documentation Design of Experiments Quality Management Plan
Enterprise Statistical Sampling Quality Metrics
Environmental Factors Additional quality planning Quality Checklists
Organizational Process tools Process Improvement Plan
Planning Plan Quality Management Assets Meetings Project Document Updates
Quality Management
Plan
Process Improvement Organizational Process Assets
Plan Updates
Quality Metrics Quality management and Change Requests
Project documents Control Tools Project Management Plan
Quality Control Quality Audits Updates
Execution Perform Quality Assurance Measurements Process Analysis Project Document Updates
Project Management
Plan Quality Control Measurements
Quality Metrics Validated Changes
Quality Checklists Validated Deliverables
Work Performance Data Work performance information
Approved Change Change Requests
Requests Seven basic quality tools Project Management Plan
Deliverables Statistical Sampling Updates
Project documents Inspection Project Documents Updates
Monitoring Organizational Process Approved Change Requests Organizational Process Assets
& Ctl Control Quality Assets Review Updates
Page 52
Costs of Quality
Cost of Conformance
Prevention Costs
Internal
- Rework, scrap
External
Page 53
Perform Quality Control : Tools
Check sheets
Control Charts
Scatter Diagram
Page 54
Perform Quality Assurance : Tools
PDPC :
Process
Decision
Program
Chart
Page 55
Quiz from Day 2
Page 56
Project Human Resources Management
Page 57
Human Resources Management Processes
Page 58
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Management
Plan
Activity Resource
Requirements Organization Charts and
Enterprise Position Descriptions
Environmental Networking
Factors Organizational Theory
Plan Human Resource Organizational Expert judgement Human Resource
Planning Management Process Assets Meetings management plan
Human Resource
management Plan Pre-Assignment
Enterprise Negotiation
Environmental Acquisition Project Staff Assignments
Factors Virtual Teams Resource Calendars
Organizational Multi-criteria decision Project Management Plan
Execution Acquire Project Team Process Assets analysis Updates
Interpersonal Skills
Training
Team-Building Activities
Project Staff Ground Rules
Assignments Co-Location Team Performance
Human Resource Recognition and Awards Assessments
management Plan Personnel assessment Enterprise Environmental
Execution Develop Project Team Resource Calendars tools Factors Updates
Human Resource
Management Plan
Project Staff
Assignments Enterprise Environmental
Team Performance Factors Updates
Assessments Observation and Organizational
Page 59 Process
Develop Human Resource Plan : Tools
Org Charts
Page 60
RACI
Project
Business Business Manage IT Develope
TASKS Sponsor Head Manager r IT Head Analyst r Tester
Project charter A C C R C I I I
Budget A C I R I I I I
Requirements Gathering I C C C C R C C
Solution Design and
Architecture I C C C C R C C
Build I I I I C C R C
Test I I I I I C C R
Go-Live I A C C C R R C
Page 61
Develop Project Team: Tools : Team
building activities
Different stages of team building
Forming : Team members meet and understand about the project
and their roles and responsibilities
Storming : Team begins to address project work, PM approach and
technical decisions
Norming : Members begin to work together and adjust their work
habits to support the team. The team learns to trust each other
Performing : The team works as a well-organized unit
Adjourning : The team completes the work and moves on from the
project
Page 62
Develop Project Team: Tools : Colocation
Page 63
Manage Project Team: Tools : Conflict
Management
Withdraw/Avoid
Smooth/Accommodate : emphasizing areas of agreement rather
than areas of difference
Compromise/Reconcile
Force/Direct
Collaborate/Problem Solve
Effective inter-personal skills that a PM should have :
Leadership
Influencing
Effective Decision-making
Page 64
Project Communications Management
Page 65
Communications Management Processes
Manage Communications
Control Communications
Page 66
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Stakeholder Register
Project Management Communication
Plan Requirements Analysis
Enterprise Communication
Environmental Technology
Factors Communication Models Communications
Plan Communications Organizational Communication Methods Management Plan
Planning Management Process Assets Meetings Project Document Updates
Communications
Management Plan
Work Performance Communication Project communications
Reports Technology Project documents updates
Organizational Communication Models Project Management Plan
Process Assets Communication Methods updates
Enterprise Information management Organizational Process
Environmental systems Assets Updates
Execution Manage Communications Factors Performance reporting
Project Management
Plan Work Performance
Project Information
communications Organizational Process
Work Performance Assets Updates
data Information management Change Requests
Issue Log systems Project Management Plan
Monitorin Organizational Expert judgement Updates
g & Ctl Control Communications Process Assets Meetings Project Documents updates
Page 67
Factors affecting choice of communication
Availability of technology
Ease of Use
Project Environment
Page 68
Communication Management
Sequence of steps in basic communication model
Page 69
Sample Communication Plan
Weekly Status Report sent out by Project Manager by Friday EOB
Adhoc meetings to address items that came out during weekly status
meetings
Minutes of all meetings where action items have been identified and
decisions made
Page 70
Sample Communication Plan
Weekly Status Report sent out by Project Manager by Friday EOB
Adhoc meetings to address items that came out during weekly status
meetings
Minutes of all meetings where action items have been identified and
decisions made
Page 71
Sample Status Report
Project Deliverables Project Timeline
Milestone Due Date Status
Page 72
Sample Project Plan
Sl. No Activity Owner Planned Start Date Planned End Date Actual Start Date Actual End Date % Complete Comments
Page 73
Project Risk Management
Page 74
Risk Management Processes
Identify Risks
Control Risks
Page 75
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Management Plan
Project Charter
Stakeholder register
Enterprise Environmental Expert Judgement
Factors Analytical techniques
Organizational Process Meetings
Planning Plan Risk Management Assets Risk Management Plan
Risk Management Plan
Cost Management Plan
Schedule Management Plan
Quality Management Plan
Human Resource
management plan
Scope baseline
Activity Cost Estimates
Activity Duration Estimates
Stakeholder Register Documentation Reviews
Project Documents Information Gathering Techniques
Procurement documents Checklist Analysis
Enterprise Environmental Assumptions Analysis
Factors Diagramming Techniques
Organizational Process SWOT Analysis
Planning Identify Risks Assets Expert Judgment Risk Register
Page 77
Identify Risks : Tools
Diagramming Techniques
Page 78
Quantitative Risk Analysis : Techniques
Sensitivity Analysis : helps to determine which risks have the most
impact on the project
Page 79
Quantitative Risk Analysis : Techniques
Expected Monetary Value (EMV) analysis : statistical concept that
calculates average outcome when the future includes scenarios that
may or may not happen
Page 80
Quantitative Risk Analysis : Techniques
Modeling and Simulation : translates the specified detailed
uncertainties of the project into their potential impact on project
objectives. Typically uses Monte Carlo Simulation
Page 81
Plan Risk Responses : Tools
Strategies for Negative Risks
Avoid
Transfer
Mitigate
Accept
Exploit
Enhance
Share
Accept
Page 82
Quiz from Day 3
Page 83
Project Procurement Management
Page 84
Procurement Management Processes
Plan Procurements
Conduct Procurements
Control Procurements
Close Procurements
Page 85
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Management
Plan
Requirements
Documentation
Risk Register
Activity Resource Procurement Management Plan
Requirements
Project Schedule Procurement Statements of
Activity Cost Estimates Work
Stakeholder register Procurement Documents
Enterprise Make-or-Buy Analysis Source Selection Criteria
Environmental Factors Expert Judgment Make-or-Buy Decisions
Organizational Process Market research Change Requests
Planning Plan Procurements Assets Meetings Project documents updates
Procurement
Management Plan
Procurement
Documents
Source Selection
Criteria Bidder Conferences
Seller Proposals Proposal Evaluation Selected sellers
Project documents Techniques Agreements
Make-or-Buy Decisions Independent Estimates Resource Calendars
Procurement statement Expert Judgment Change Requests
of work Advertising Project Management Plan
Organizational Process Analytical techniques Updates
Execution Conduct Procurements Assets Procurement Negotiations Project Documents Updates
Project Management
Plan Contract Change Control
Procurement System
Documents Procurement Performance Work Performance Information
Agreements Reviews Change Requests
Approved Change Inspections and Audits Project Management Plan
Requests Performance Reporting Updates
Work Performance Payment Systems Project
Page 86 documents updates
Monitoring Reports Claims Administration Organizational Process Assets
Contracts : Types
Fixed-Price Contracts
Page 87
Project Stakeholder Management
Page 88
Stakeholder Management Processes
Identify stakeholders
Page 89
Processes : Inputs -> Tools -> Output
Process
Group Process Inputs Tools Output
Project Charter
Procurement
Documents
Enterprise
Environmental
Factors Stakeholder Analysis
Organizational Expert Judgment
Initiation Identify stakeholders Process Assets Meetings Stakeholder Register
Project Management
Plan
Stakeholder register
Enterprise
environmental factors Expert judgement Stakeholder management
Plan stakeholder Organizational Meetings plan
Planning management process assets Analytical techniques Project documents updates
Work performance
information
Project management Change requests
plan Information management Project management plan
Issue log systems Page 90
updates
Stakeholder Analysis
Page 91
Power/Interest Grid
Page 92
Engagement Level of stakeholders
Unaware
Resistant
Neutral
Supportive
Leading
Page 93
Quiz from Day 4
Page 94
Q&A
Sigmora Technologies
www.sigmora.com
balaji.gadicharla@sigmora.com
Page 95