Project Management Workshop Based On PMI Processes: Beginning Route Consulting Services PVT LTD
Project Management Workshop Based On PMI Processes: Beginning Route Consulting Services PVT LTD
Project Management Workshop Based On PMI Processes: Beginning Route Consulting Services PVT LTD
About Us
Beginning Route is a consulting company that exists to realize the points on the
management's agenda. We
generate measurable improvements by developing
processes, organisation and IT. Our approach is driven by a strong focus on results and
responsibility for the customer obtaining the expected effect fast. Beginning Route is the
local and close partner in both simple and complex undertakings.
Our culture is based on three core values: team spirit, passion and results, which
characterise everything we do.
Team spirit: We act as team players with our customers and collaborating partners. Together, we
create sustainable business improvements.
Passion: We have a burning commitment to improve and develop our customers' businesses.
Results: We do not give up before creating real improvements and concrete values for customers and
collaborating partners.
Ground Rules
Introduction - Participants
Name
Industry
Organization
Job functionality
Experience in Project Management
4
Set Goals
Plan
Manage
Monitor
Deliver
Close
When you dont know where you are going
any road will get you there !!
A simple question
What is a Project?
A temporary endeavor undertaken to create a
unique product, service or result
Any examples anybody ..
Project Characteristics
Temporary
Definite start and finish dates
Unique
Progressive Elaboration
Limited Resources
8
Project Characteristics
Progressive Elaboration
Progressive means
proceeding in steps,
continuing steadily
with increment.
Elaboration means
worked out with care
and detail, developed
thoroughly
Project Characteristics
Progressive Elaboration
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Project Characteristics
Progressive Elaboration
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Project Characteristics
Progressive Elaboration
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The project manager is responsible for the overall accomplishment of the project, ensuring that the project objectives are
achieved.
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Often project stakeholders have differing ideas as to which factors are most important! This
creates even bigger challenge for the project team.
Assessing the situation and balancing the demands in order to deliver a successful project is
your responsibility! Due to potential for change, the project management plan needs to be
iterated and progressively elaborated throughout the projects life cycle!
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Stakeholder
Broad Definition
Stakeholder is a Person or organization that is actively involved in the project, or
whose interests may be positively or negatively affected by execution or completion
of the project
PMI.org
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Time Overrun
Cost Overrun
Dissatisfied Stakeholders
De-motivated team members
Loss of Customer and Money
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The Solution
Project Management System consisting of:
Formal Project Planning
Effective Monitoring & Control
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PM Process Groups
Initiating
Planning
Executing
Monitoring & Controlling
Closing
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Initiating
Planning
Closing
Executing
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Project Lifecycle
Process group wise activities across the project life cycle
Level Of Activities
Executing
Planning
Initiating
Controlling
Closing
Time
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Project Lifecycle
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PM Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communication Management
Risk Management
Procurement Management
Stakeholder Management (PMBOK5)
PM Knowledge Areas
1.
Integration Management To ensure integration of the all project management processes and activities
in meeting the project's objectives.
2.
Scope Management To ensure that the project contains all the work required to meet the objectives,
nothing more, nothing less.
3.
Time Management To ensure that the project is completed within the time constraints.
4.
Cost Management To ensure that the project can be completed within the approved budget.
5.
Quality Management To ensure that the project meets the quality requirements of the stakeholders.
6.
Human Resource Management To organize, develop and manage the project team.
7.
8.
Risk Management To increase the probability and impact of opportunities and decrease the
probability and impact of threats.
9.
Procurement Management To ensure products or services of the required quality are procured for
integration with the final product.
Integration
Management
Initiation (2)
Develop project charter
Scope Management
Time Management
Cost Management
Quality Management
Human Resources
Management
Communication
Management
Risk Management
Procurement
Management
Identify Stakeholders
Planning (20)
Develop project
management plan
Execution (8)
Direct and manage
project execution
Monitoring
and Control (10)
Collect requirements
Define Scope
Create WBS
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Verify Scope
Control Scope
Estimate Costs
Determine Budget
Control Costs
Control Schedule
Plan Quality
Plan Communications
Distribute Information
Manage stakeholder expectations
Closing (2)
Report Performance
Conduct procurements
Administer procurements
Close procurements
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35
Summary
Q&A
Discussions
36
Difficulty
Memorization
Exam Importance
High
Medium
High
Tools and
Techniques
Project
Success
Core Functions
Scope
Management
Time
Management
Cost
Management
Quality
Management
Integration Management
Stakeholder needs
and expectations
Human
Resources
Management
Communications
Management
Risk
Management
Procurement
Management
Facilitating Functions
Stakeholder
Management
Enterprise
Success
Planning
Develop
Develop
Project Charter Project
Management
Plan
Executing
Monitoring
Closing
and Controlling
Direct and
Manage
Project
Execution
Monitor and
Close Project
Control Project or Phase
Work
Perform
Integrated
Change Control
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1. Business Case
2. Contract (When Applicable)
3. Project Statement of Work (S.O.W.)
4. Enterprise Environmental Factors
5. Organizational Process Assets
1. Expert Judgement
1. Project charter
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Project Charter
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Project Charter
Project Business Case (Project justification w.r.t risk & returns)
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Outputs
1. Project Charter
1. Expert Judgment
1. Project
Management Plan
4. Organizational process
Assets
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Deliverables
Work performance information about completion status of deliverables, and what has been
accomplished is fed into the performance reporting process.
Work performance info used as input to monitoring and Controlling Process Group.
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Approved corrective actions to bring anticipated project performance as per project plan.
Approved defect repair with recommendation to either repair or replace defective component.
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Outputs
1. Project management
plan
1. Project management
information system
1. Deliverables
2. Approved change
requests
2. Expert Judgment
2. Work performance
information
3. Change Requests
3. Enterprise
Environmental Factors
4. Organizational process
Assets
4. Project management
plan updates
5. Project document
updates
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1) A scheduling software,
2) A configuration management system,
3) An information collection and distribution system
4) Web interfaces to other online automated systems
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Controlling means:
1. Determining corrective or preventive actions or
2. Replanning and
3. Following up on action plans TO DETERMINE IF THE ACTIONS TAKEN RESOLVED THE
PERFORMANCE ISSUE!
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Outputs
1. Expert Judgment
1. Change Requests
2. Performance Reports
3. Enterprise Environmental
Factors
2. Project management
plan updates
3. Project document
updates
4. Organizational process
assets
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PMIS used for variance analysis and evaluation of impact on the project.
Government or industry standards (regulatory agency regulations, product standards, quality standards, and workmanship
standards).
Financial control procedures (time reporting, accounting codes, expenditure and disbursement reviews,
and standard contract provisions),
Risk control procedures (risk categories, probability and impact matrix), Issue and risk management
procedures
The project management team uses expert judgment to interpret the information provided by
the monitor and control process. The project manager, along with the team, determines the actions
required to ensure project performance matches with the expectations detailed in the project
management plan.
Please Remember!
Although not mentioned specifically, we use here all the performance measurement, forecasting and
change control tools and techniques, including PMIS.
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Change requests are sent to ICC Process (CCB) for review and approval.
Change requests are sent to ICC for review and approval. Without review and approval of ICC, no change request can be
implemented.
Change requests, if approved, may:
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Subsidiary plans (such as schedule management plan, cost management plan, quality management plan).
3. Project document updates
Revision of following may happen:
Forecasts
Performance reports
Issue log
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Please Remember!
This process is performed from project inception through completion dealing with all types of
change related activities
One of the major purpose of this process is to carefully and continuously manage changes
and permit only approved changes to revise a baseline.
This is the only way to maintain the project management plan, the project scope statement
and other deliverables!
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Outputs
1. Expert judgment
2. Work performance
Information
2. Change Control
Meetings
2. Project management
plan updates
3. Change Requests
4. Enterprise Environmental
Factors
3. Project document
updates
5. Organizational process
Assets
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Configuration Identification
Configuration Control
Configuration Status Accounting / Reporting
Configuration Audit and Verification
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Outputs
1. Expert Judgment
2. Accepted deliverables
3. Organizational process
assets
2. Organizational process
assets Updates
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Summary
Q&A
Discussions
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Difficulty
Memorization
Exam Importance
Low
Medium
High
Verify Scope
=> Accepted Deliverables
Define Scope
=> Project scope statement
Control Scope
=> Change requests
Create WBS
=> WBS
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Why it is so important ?
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Executing
Monitoring and
Controlling
Collect Requirements
Verify Scope
Define Scope
Control Scope
Closing
Create WBS
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Collect Requirements
the process of defining and documenting
stakeholders needs to meet the project
objectives
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Collect Requirements
Inputs
Outputs
1. Project Charter
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity
techniques
5. Group decision-making
techniques
6. Questionnaires & surveys
7. Prototypes
8. Observations
9. Documents Analysis
10. Reverse Engineering
1. Requirements
Documentation
2. Stakeholder Register
2. Requirements
Management Plan
3. Requirements
Traceability Matrix
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Process
Traceability
Change Control
Requirements Attributes
Prioritization
Metrics
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Define Scope
Developing a detailed scope statement as the
basis for future project decisions
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Define Scope
Inputs
Outputs
1. Project Charter
1. Product Analysis
2. Requirements
documentation
2. Alternatives
Identification
2. Project document
updates
3. Organizational Process
Assets
3. Expert Judgment
4. Facilitated workshops
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Project Boundaries
Product Acceptance Criteria
Project Assumptions
Project Constraints
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Create WBS
Is the process of subdividing the major project deliverables
and project work into smaller, more manageable
components
The lowest level of the WBS is referred to as a work package.
For every work package a WBS dictionary is compiled.
The scope baseline consists of the approved detailed project
scope statement, WBS and WBS dictionary.
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Create WBS
PURPOSE ?
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Create WBS
PURPOSE
1. IMPROVES accuracy of time, cost, and resource estimation
2. DEFINES a baseline for measuring and controlling performance!
3. FACILITATES unambiguous responsibility assignments!
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Create WBS
Increases final project cost due to undesirable changes that also spoil project rhythm !
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WBS
Work Breakdown Structure
A deliverable-oriented hierarchical decomposition
of work to be executed by the project team to:
create required deliverables
accomplish project objectives
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WBS
WBS
WBS organizes and defines the total scope and
represents specified in the current approved
Scope Statement!
What is a work package?
Lowest level of WBS. A work package can be
scheduled, cost estimated, monitored, and
controlled.
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Create WBS
Inputs
Outputs
1. Decomposition
1. WBS
2. Requirements documentation
2. WBS Dictionary
3. Organizational Process
Assets
3. Scope Baseline
4. Project document
updates
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WBS
Decomposition
-- process of breaking down major project deliverables or sub-deliverables
into smaller, manageable components
WBS Component
An entry in the WBS that can be at any level.
Work Package
A deliverable at the lowest level of each branch of the WBS.
WBS
WBS Dictionary
A document that describes each component in the WBS.
Code of Accounts
The numbering system used to uniquely identify each component of the WBS.
Scope Baseline
An approved specific version of the Scope Statement and its associated WBS
and WBS Dictionary.
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Verify Scope
is the process of obtaining the stake holder's
formal acceptance of the completed project
scope and associated deliverables
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Verify Scope
Inputs
1. Project Management
Plan (Scope Baseline)
1. Inspection
2. Requirements
documentation
1. Accepted deliverables
2. Change requests
(Defect Repair)
3. Project document updates
3. Requirements
Traceability Matrix
4. Validated deliverables
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Control Scope
Concerned with influencing the factors that
create project scope changes and controlling
the impact of those changes
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Control Scope
Inputs
Tools and
Techniques
Outputs
1. Variance analysis
1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. Project Management
plan Updates
5. Project document
updates
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Summary
Q&A
Discussions
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Difficulty
Memorization
Exam Importance
High
High
Medium
Sequence Activities
=> Project Network Diagrams
Develop Schedule
Project Schedule
Schedule Baseline
Control Schedule
Work performance measurements
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Purpose?
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Using the Time Management processes, the amount of time being spent
by the project team can be controlled, which will increase the chances of
delivering the project on time and as scheduled.
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Executing
Monitoring and
Controlling
Closing
Control
Schedule
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Define Activities
Identifying the specific schedule activities that
must be performed to produce various project
deliverables
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Define Activities
Inputs
Outputs
1. Scope Baseline
1. Templates
1. Activity list
2. Enterprise
environmental factors
2. Decomposition
2. Activity Attributes
3. Expert Judgment
3. Milestone List
3. Organizational process
Assets
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Sequence Activities
Identifying and documenting dependencies
among schedule activities
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Sequence Activities
Inputs
Outputs
1. Precedence
Diagramming Method
(PDM)
1. Project Schedule
Network Diagrams
2. Activity list
3. Activity attributes
2. Schedule Network
Templates
4. Milestone list
5. Organizational process
Assets
3. Dependency
Determination
2. Project document
updates
a. Activity List
b. Activity Attributes
c. Risk Register
Dependency Determination
Mandatory Dependency or Hard Logic
Discretionary Dependency or Soft Logic or
Preferred Logic or Preferential Logic
External Dependency
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Precedence Relationship
Finish-to-Start
Start-to-Start
Finish-to-Finish
Start-to-Finish
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Gantt Chart
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Outputs
1. Activity list
1. Expert judgment
1. Activity Resource
Requirements
2. Activity Attributes
2. Alternatives analysis
3. Resource calendars
3. Bottom-up estimating
2. Resource Breakdown
Structure (RBS)
4. Enterprise
environmental factors
4. Published estimating
data
3. Project document
updates
5. Organizational process
Assets
5. Project management
Software
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Outputs
1. Expert judgment
1. Activity duration
estimates
2. Analogous estimating
3. Parametric estimating
2. Project document
updates
4. Three-point estimates
5. Reserve analysis
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Estimation Techniques
Estimate is a quantitative assessment of
the likely amount or outcome. It should
always include some indication of
accuracy (e.g., plus/minus a certain
percentage).
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Estimation Techniques
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Estimation Techniques
Analogous (Top down) - an estimate done using the values of parameters from
previous experiences with similar activities.
Parametric - uses a statistical relationship between historical data and other
variables to calculate an estimate for activity parameters e.g. multiplying the
planned work to be performed by the historical cost per work unit to obtain an
estimated cost value.
Bottom Up Estimating based on individual work packages of the WBS and rolledup to get the total estimate for the project. This estimate is normally the most
accurate because it is based on estimating at detail level.
Three Point Estimates
PERT Estimate = (O + 4M + P) / 6
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Develop Schedule
analyzing activity sequences, durations,
resource requirements and schedule
constraints to create the project schedule
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Develop Schedule
Inputs
Outputs
1. Schedule network
analysis
2. Schedule compression
3. What-if scenario analysis
4. Resource levelling
5. Critical Path Method
6. Critical Chain Method
7. Applying leads & lags
8. Scheduling tool
1. Project schedule
2. Schedule baseline
3. Schedule data
4. Project document
updates
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A
5 wk
B
3 wk
E
12 wk
F
4 wk
C
4 wk
G
6 wk
H
2 wk
D
8 wk
I
4 wk
J
3 wk
K
5 wk
L
2 wk
Finish
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Critical Path
What is Critical Path
Importance
Relation to Risk
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Critical Path
What is Critical Path
It is the longest path in the project network diagram which represents the shortest time in
which the project can be done - PMBOK
Importance
Relation to Risk
Nature of Critical Path
Critical Path
Longest duration path
Shortest time for Project to finish
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Float or Slack
Float (Total Float) or Slack(Total Slack)
The amount of time a task can be delayed without
delaying the project completion date.
Float or Slack
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Exercise
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Schedule Compression
Schedule compression is the shortening of the project
schedule without affecting the project scope.
Crashing
Adding more resources to the Critical Path tasks.
Fast Tracking
Doing activities on the Critical Path, in parallel, that would normally be done in
sequence
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Control Schedule
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Control Schedule
Inputs
Outputs
1. Project Management
Plan
a. Schedule Baseline
b. Schedule Management
Plan
1. Performance reviews
2. Variance analysis
3. Project management
software
4. Schedule compression
5. What-if scenario analysis
6. Resource levelling
7. Adjusting leads & lags
8. Scheduling tool
1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. Project management
plan updates
5. Project document
updates
2. Work performance
information
3. Organizational process
assets
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Summary
Q&A
Discussions
159
Difficulty
Memorization
Exam Importance
High
High
High
161
Executing Monitoring
Closing
and Controlling
Control Costs
Determine Budget
162
Estimate Costs
Developing an approximation of the costs of
the resources needed to complete project
activities
163
Estimate Costs
Inputs
Outputs
1. Scope Baseline
2. Project schedule
3. Human Resource Plan
4. Risk Register
5. Enterprise
environmental factors
6. Organizational process
assets
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimates
6. Project management
estimating software
7. Vendor bid analysis
8. Reserve analysis
9. Cost of quality
164
Determine Budget
aggregating the estimated costs of individual
activities or work packages to establish a cost
baseline
165
Determine Budget
Inputs
Outputs
1. Scope Baseline
2. Activity cost estimates
3. Basis of estimates
4. Project Schedule
5. Resource calendars
6. Contracts
7. Organizational process
assets
1. Cost aggregation
1. Cost Performance
Baseline
2. Reserve analysis
3. Expert judgment
4. Historical relationships
2. Project funding
requirements
3. Project document
updates
5. Funding limit
reconciliation
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Control Costs
167
Control Costs
Inputs
Outputs
1. Project management
plan
1. Earned Value
Management (EVM)
2. Forecasting
3. To-Complete
Performance Index (TCPI)
4. Performance reviews
5. Variance analysis
6. Project management
software
1. Work performance
measurements
2. Budget forecasts
3. Organizational process
assets updates
4. Change requests
5. Project Management
Plan updates
6. Project document
updates
2. Work performance
information
3. Project funding
requirements
4. Organizational process
assets
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Summary
Q&A
Discussions
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Difficulty
Memorization
Exam Importance
Medium
Medium
High
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Planning
Executing
Plan Quality
Perform Quality
Assurance
Closing
Plan Quality identifying and planning the implementation and tailoring of the
existing quality system to suit the current project
Perform Quality Assurance Execute the quality plan developed in the previous step
Perform Quality Control Monitoring and controlling the quality processes to ensure
that they comply with standards. It also is responsible for identifying corrective and
preventive actions for non-compliance
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Planning
Executing
Plan Quality
Perform Quality
Assurance
Plan Quality
Closing
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Plan Quality
identifying which quality standards are
relevant to the project and determining how
to satisfy them
181
Plan Quality
Inputs
Outputs
1. Stakeholder Register
2. Scope Baseline
3. Schedule Baseline
4. Cost Performance
Baseline
5. Risk Register
6. Enterprise
environmental factors
7. Organizational process
assets
1. Cost-benefit analysis
2. Benchmarking
3. Design of Experiments
4. Cost of Quality (CoQ)
5. Control Charts
6. Statistical sampling
7. Flowcharting
8. Proprietary quality
management
methodologies
9. Additional quality
planning tools
1. Quality Management
Plan
2. Quality metrics
3. Quality checklists
4. Process Improvement
Plan
5. Project document
updates
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3. Scope Baseline.
a) Scope statement: contains the product description, major project
deliverables, and acceptance criteria. The product description contains
details of technical issues and other concerns that can affect quality planning.
The definition of acceptance criteria can significantly increase or
decrease project costs and quality costs. Satisfying acceptance criteria means
the needs of the customer have been met.
b)
WBS: identifies the deliverables, the work packages and the control accounts
used to measure project performance.
c)
WBS dictionary: defines technical information for WBS elements and must be
considered during quality planning.
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5. Risk Register
7. Stakeholder Register
184
BENEFITS
Less rework
Lower costs
Higher productivity
Increased stakeholder satisfaction
185
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Cost of Conformance
Quality Training
Inspection
Testing
188
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192
193
194
195
196
197
Outputs
1. Project Management
Plan
1. Organizational process
assets updates
2. Quality metrics
2. Change requests
3. Work performance
information
4. Quality control
Measurements
3. Quality Audits
4. Process Analysis
3. Project Management
Plan updates
4. Project document
updates
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Outputs
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
200
202
203
204
205
206
207
Inspection
Keeping errors out of the hands of the customer
208
Tools- Inspection
209
Summary
Q&A
Discussions
210
Project HR Management
Difficulty
Memorization
Exam Importance
Low
Medium
Medium
The Project Team is comprised of the people with assigned roles and
responsibilities for completing the project.
The Project Management is a subset of the Project Team and is responsible for the
project management and leadership activities such as initiating, planning,
executing, monitoring, controlling and closing the project.
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213
Key General Management Skills, like leading communicating, negotiating, problem solving,
and influencing organization.
Administering the human resource function. May also have the responsibility of HR
redeployment and release (depends on where they belong).
214
Planning
Executing
Monitoring
and
Controlling
Closing
215
216
Outputs
1. Activity resource
Requirements
2. Enterprise
environmental factors
2. Organizational theory
3. Networking
3. Organizational process
Assets
217
218
219
220
222
Outputs
1. Project Management
Plan
1. Pre-assignment
2. Negotiation
2. Resource calendars
3. Acquisition
3. Project Management
Plan Updates
2. Enterprise
environmental factors
3. Organizational process
Assets
4. Virtual teams
223
Virtual Team
224
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226
227
Outputs
1. Team performance
assessments
2. Interpersonal skills
3. Training
3. Resource calendars
2. Enterprise
environmental factors
updates
4. Co-location
5. Recognition & rewards
6. Ground rules
228
Storming:
Authority/ Power struggles
Leaders guidance is important
229
Performing:
Team has a shared vision
Conflicts are resolved productively
Leader delegating and overseeing role
230
231
Types of Power
Legitimate Power
Reward Power
Expert Power
Referent Power
Punishment Power
232
Types of Power
Legitimate Power
Also known as Formal Power or Positional
Power
Power comes from being formally in charge of
the project and the people
Expert Power
You are the subject matter expert
The team respects you for your expertise in a
specific area, and gives you credibility
because of that
233
Types of Power
Reward Power
Your ability to give award a bonus or another
kind of reward in order to motivate team
members
Punishment Power
Also known as Coercive Power
You correct a team member for poor behavior.
Do this one-on-one and in private
234
Types of Power
Referent Power
Youre standing in for someone who has more
position or power in the company
Also comes from the charismatic personality of
the project manager
Can also come when you ally with a powerful
person
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236
Outputs
1. Project Management
Plan
1. Observation &
conversation
1. Enterprise
environmental factors
updates
2. Organizational process
assets updates
3. Change requests
4. Performance reports
5. Organizational process
Assets
4. Issue Log
5. Interpersonal skills
4. Project Management
Plan updates
237
Conflict Management
What is a conflict ?
In most projects, there will be instances when the project team, management, and other
stakeholders disagree on the progress, decisions, and proposed solutions within the project. Its
essential for the project manager to keep calm, lead, and direct the parties to a sensible solution
thats best for the project.
*
238
Compromising
Withdrawal or Ignoring
240
241
Management Styles
Autocratic
Boss takes decisions and everyone follows;
Subordinates inputs and desire are not taken into
consideration.
Laissez-Faire (Delegating)
Team takes the decisions; enhances free thinking.
Democratic
Team participates in decision making process
Both management and staff is involved in making
decisions.
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Motivation
243
Self Actualization
Self fulfilment, growth, learning, etc.
Esteem
Accomplishment, respect,
attention, appreciation, etc.
Social
Love, affection, approval, friends,
association, etc.
Safety
Security, stability, freedom from
threat, etc.
Physiological
Air, water, food, house, clothing,
etc.
244
Hygiene factors
Management supervision
Company policy & administration
Positive working condition
Good interpersonal relationship
Job security
Status within the organization
Compensation
Personal life
245
Sense of achievements
Sense of recognitions
Environment for self working
Sense of responsibility
Opportunities of advancement
Opportunities for growth
246
247
248
Lifetime Commitment
Collective Decision making
Individual Responsibility
Informal control with formalized performance measure
Holistic concern for the Employee
249
250
Summary
Q&A
Discussions
251
Difficulty
Memorization
Exam Importance
Medium
Medium
Medium
Distribute Information
(Send Information to stakeholders)
253
Planning
Executing
Identify
Stakeholders
Plan
Communications
Monitoring
and
Controlling
Closing
254
Identify Stakeholders
Identifying all people, groups
and organizations impacted
by the Project or primary
users of the product or
service
255
Identify Stakeholders
Inputs
Outputs
1. Project Charter
1. Stakeholder analysis
1. Stakeholder Register
2. Stakeholder
management Strategy
3. Enterprise
environmental factors
4. Organizational process
Assets
256
Plan Communications
Determining the information &
communications needs of
the project stakeholders
257
Plan Communications
Inputs
Outputs
1. Stakeholder Register
1. Communication
requirements analysis
1. Communication
Management Plan
2. Communication
technology
2. Project document
updates
2. Stakeholder
management strategy
3. Enterprise
environmental factors
3. Communication models
4. Organizational process
Assets
4. Communication
methods
258
Information to be communicated
Person responsible for communicating and receiving information (Single Point of
Contact)
Methods or technologies used to convey the information
Frequency of the communication and status reporting periods
How information requests will be met between two scheduled reporting periods
Escalation process and management chain for each level of escalation
Method of updating and refining the communications management plan
Communication constraints
Glossary of common terminology
259
Distribute Information
Making needed information available to
project stakeholders in a timely manner
260
Distribute Information
Inputs
Outputs
1. Project Management
Plan
1. Communication
methods
1. Organizational process
assets updates
2. Performance reports
2. Information distribution
tools
3. Organizational process
Assets
261
262
1. Stakeholder Register
1. Communications
methods
2. Stakeholder management
strategy
1. Organizational
process
assets updates
2. Interpersonal skills
2. Change requests
4. Issue Log
5. Change Log
3. Management skills
3. Project Management
Plan updates
4. Project document
updates
Report Performance
Collecting & distributing performance
information. This includes status reporting,
progress measurement and forecasting
264
Report Performance
Inputs
Outputs
1. Variance analysis
1. Performance reports
2. Work performance
Information
2. Forecasting
methods
2. Organizational
process
assets updates
3. Work performance
Measurements
3. Communication
methods
4. Budget forecasts
4. Reporting systems
3. Change requests
Communication Model
Message
Decode
Sender
Encode
Medium
Receiver
266
Communication Model
Sender
Receiver
Medium
Feedback
Noise
Encode
Decode
267
Communication Channels
Channels = n(n-1)/2
n = the number of stake holders
268
Types of Communication
Formal Written
Informal Written
Formal Verbal
Informal Verbal
269
270
Summary
Q&A
Discussions
271
Difficulty
Memorization
Exam Importance
Low
Medium
Medium
Project Risk
Project risk is an uncertain event or condition
that, if it occurs, has a positive or negative
effect on project objective
Negative risks are called threats, positive risks
are called opportunities.
273
Project Risk
Risk Management
(Processes and their major output)
Plan risk management
Risk management plan
Identify risks
Risk register
Qualitative Analysis
Risk register updates
Quantitative Analysis
Risk register updates
274
Travel Risk
275
Executing
Monitoring
and
Controlling
Closing
Monitor
and
Control
Risks
279
280
Outputs
281
Budgeting
Establishes a budget for risk management for the project.
Timing
Risk management process timing and frequency.
Reporting Formats
Defines how the results of the risk management processes will be documented, analyzed, and
communicated to the project team, internal and external stakeholders, sponsors, and others.
Tracking
Define how all facets of risk activities will be tracked.
283
Identify Risks
determining which risks might affect the
project and documenting their characteristics
284
Identify Risks
Inputs
Outputs
1. Documentation reviews
1. Risk Register
285
286
Examples of Risk
Schedule Risks
287
Examples of Risk
Resource Risks
Scope Risks
288
289
2. Risk Register
3. Project Scope Statement
4. Organizational process
Assets
Outputs
290
291
Outputs
2. Risk Register
3. Schedule Management
Plan
293
Outputs
2. Risk Register
2. Risk-related contract
decisions
3. Project Management
Plan updates
4. Project document
updates
294
295
Outputs
1. Project Management
Plan
1. Risk reassessment
2. Risk audits
3. Variance & trend analysis
4. Technical performance
measurement
5. Reserve analysis
6. Status meetings
2. Risk Register
3. Work performance
information
4. Performance reports
296
297
Contingency / Reserve
Contingency Reserve
A specific provision for future risk situations which may be planned for. This is kept at
Project Level. (Known Unknowns)
Management Reserve
A separately planned quantity of reserve in terms of money and time, to manage future
risk situations which may not be possible to predict. (Unknown Unknowns)
298
Summary
Q&A
Discussions
299
Difficulty
Memorization
Exam Importance
High
Medium
High
Administer procurements
Procurement Documents
Close procurements
Closed procurements
301
Planning
Executing
Monitoring
Closing
and Controlling
Plan
Procurements
Conduct
Procurements
Administer
Procurements
Close
Procurements
303
Plan Procurements
Determining what to purchase or acquire and
determining when & how
304
Plan Procurements
Inputs
Outputs
1. Scope Baseline
2. Requirements documentation
3. Project Schedule
4. Activity cost estimates
5. Cost Performance Baseline
6. Activity resource
requirements
7. Risk Register
8. Risk-related contract decisions
9. Teaming agreements
10. Enterprise environmental
factors
11. Organizational process assets
1. Make-or-buy analysis
1. Procurement
Management Plan
2. Procurement Statements
of Work (SoW)
3. Make-or-buy decisions
4. Procurement documents
5. Source selection criteria
6. Change requests
2. Expert judgment
3. Contract types
305
Contract Types
FFP
Firm Fixed Price
FPIF
Fixed Price plus Incentive Fee
CPFF
Cost Plus Fixed Fee
CPIF
Cost Plus Incentive Fee
CPPC
Cost Plus Percentage Cost
306
Sellers Risk
Buyers Risk
307
Procurement Documents
310
Conduct Procurements
obtaining information, quotations, bids, offers
or proposals, as appropriate
311
Conduct Procurements
Inputs
Outputs
1. Make-or-buy decisions
2. Project Management
Plan
3. Procurement documents
4. Qualified seller list
5. Seller proposals
6. Source selection criteria
7. Project documents
8. Teaming agreements
9. Organizational process
assets
1. Bidder conferences
2. Proposal evaluation
techniques
3. Independent estimates
4. Expert judgment
5. Procurement
negotiations
6. Advertising
7. Internet search
1. Selected sellers
2. Procurement contract
award
3. Resource calendars
4. Change requests
5. Project Management
Plan updates
6. Project document
updates
312
Bidder Conference
They are meetings with prospective sellers prior to preparation of a bid or
proposal to clarify procurement requirements and provide responses to
sellers queries.
They are used to ensure that all prospective sellers have a clear, common
understanding of the procurement requirements. This makes the
evaluation of proposals easier.
Responses to sellers queries are incorporated into the procurement
documents as amendments.
Bidder conferences are also called contractor, vendor or pre-bid
conferences.
313
Advertising
Existing lists of potential sellers can often be
expanded by placing advertisements in
general circulation publications
314
Weighting System
It is a method for quantifying qualitative data to minimize the effect of
personal prejudice on seller selection.
316
Administer Procurements
Managing the contract and relationship between the buyer
and the seller
Reviewing and documenting how a seller is performing or has
performed to establish required corrective actions and
provide a basis for future relationships with the seller
Managing contract-related changes
When appropriate, managing the contractual relationship
with the outside buyer of the project
317
Administer Procurements
Inputs
Outputs
1. Procurement documents
2. Project Management
Plan
3. Contract
4. Performance reports
5. Work performance
information
6. Approved change
requests
1. Procurement
documentation
2. Organizational process
assets updates
3. Change requests
4. Project Management
Plan updates
318
Administer Procurements
The Administer Procurements process ensures that the sellers performance meets contractual
requirements and that the buyer performs according to the terms of the contract.
Both the buyer and seller administer the contract to ensure that both it and the other party meet
their contractual obligations and that their own legal rights are protected. On larger projects with
multiple products and services, a key aspect of Procurement Administration is managing interfaces
among the various providers.
While a procurement administrator may be on the project team, this individual typically reports to
a supervisor from a different department, especially, if the performing organization is also the seller
of the project to an external customer.
Procurement Administration also has a financial management component that involves monitoring
of payments to the seller and ensures that seller compensation is linked to seller progress.
Procurement Administration also includes managing any early termination of the contracted work
(for cause, convenience or default) in accordance with the termination clause of the contract.
319
Close Procurements
completing & settling each contract, including
the resolution of any open items and closing
each contract applicable to the project or a
project phase
320
Close Procurements
Inputs
Outputs
1. Procurement audits
1. Closed procurements
2. Procurement documentation
2. Negotiated
settlements
2. Organizational process
assets updates
3. Records management
System
321
Procurement Audits
It is a structured review of the procurement process from the
Plan Procurements process through Administer
Procurements.
The objective of the audit is to identify successes and failures
that warrant recognition in the preparation or administration
of other procurement contracts on the project or on other
projects within the performing organization.
322
Negotiation Techniques
Deadline
imposing a deadline to reach an agreement
Stalling
one party may claim that an agreement cannot be finalized because of
his limited authority
323
Negotiation Techniques
Delay
are useful when tempers are beginning to flare, to divert from a
subject, etc (Ex: arrival of refreshments, request for break etc)
Withdrawal
one party may attack an issue, then retreat
Arbitration
a third party may be brought in when agreement cannot be reached.
(out of court settlement)
324
Negotiation Techniques
Fait Accompli
a party may claim that what is being asked for has already been
accomplished and cannot be changed
325
Sole Source
only one seller
326
Summary
Q&A
Discussions
327
Professional Responsibility
Difficulty
Memorization
Exam Importance
Low
Low
Medium
Philosophy
Project Manager should
Be a leader
Deal with issues in a direct manner
Act ethically and legally
Be open and upfront
Be professional Follow PMBOK Processes
329
Philosophy
Dont ask
What should I do in my organization?
Important Question
331
Responsibility
Our duty to take ownership for
Decisions
we make or
fail to make
332
Respect
Our duty to show high regards for
Ourselves
Others
Our Resources
333
Respect
An environment of respect results in:
Trust
Confidence
Performance Excellence
Fosters mutual cooperation
Diverse perspectives are encouraged and valued
334
Fairness
Our duty to make decisions
Impartially
Honesty
Our duty to
Understand the truth
Act in a truthful manner
336
Professional Responsibility
Integrity Sticking to high moral principles
Dont give Bribe
Spread Knowledge, Share Knowledge, Mentor,
Teach, adopt best practices
337
Professional Responsibility
Be fair to everyone
Respect differences in a group
Resolve conflicts in favour of the customer
Dont hide things from stakeholders
Be ethical in all decisions
338
Sujoy
Sujoy
Sujoy
Sujoy
Sujoy
Lessons Learned is
a
PMI Best Practice!!
Sujoy
Summary
Q&A
Discussions
345