CAPM (PMBOK 5) Exam Prep Notes

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CAPM Exam Objective  The Pr Proj ojeect Mana anageme ement Fr Fram amew ewor ork k

Percentage of Exam  4p per erccent (app approxim imaately ely 6 ques uestions ons)

The Project Lie !ycle an" #rgani$ation

4 percent (approximately 6 questions)

The Project Management Management Pro Processes cesses or a Project %% percen percentt (approxim (approximately ately %& question questions) s) Project 'ntegration Management Project cope Management

%% percent (approximately %& questions) %% percent (approximately %& questions)

Project Time Management

%% percent (approximately %& questions)

Project !ost Management

 percent (approximately %4 questions)

Project *uality Management

& percent (approximately %% questions)

Pr Proj ojec ectt +uma +uman n ,e ,eso sour urce cess Mana Manage geme ment nt

& perc percen entt (app (appro roxi xima mate tely ly %% qu ques esti tion ons) s)

Proj Projec ectt !om !omm munic unicat atio ions ns Ma Mana nag gemen ementt

&p per erce cent nt (app (appro roxi xim matel ately y %% ques questi tion ons) s)

Project ,isk Management

%% percent (approximately %& questions)

Project Procurement Management

& percent (approximately %% questions)

General Project Management Terms - project is a temporary (inite) group o relate" tasks un"ertaken to create a unique  pro"uct. ser/ice. or result0 result0 't is time limite". uniq unique. ue. comprise" o interrelate" interrelate" acti/ities. an" un"ertaken or a purpose0 Process1 a package o inputs. tools. an" outputs use" together to "o something on a

 project0 There are 4& unique processes that are part o the PM2#30 Phases1 each Phase o a project pro"uces one or more "eli/erales0 -ny -ny an" all processes in the PM2#3 can take place within each phase o a project0 Exit gate or kill point is an e/aluation o the "eli/erales o one project phase to "etermine i the project shoul" continue an" the next phase shoul" e initiate"0

- program is a larger eort 5 a group o relate" projects coor"inate" together0 - project portolio represents the companys entire in/estment in programs an" projects0 Progressive elaboration 5 not all o the characteristics aout a pro"uct are known when you egin a project0 ,equirements are re/isite" an" reine" requently0 requently0

 

Project management is using skills. knowle"ge. an" resources to satisy project requirements0 Historical information is oun" in the recor"s kept on pre/ious projects an" is oten use" as input to processes to help pre"ict tren"s an" set enchmarks0 Baseline is the original plan (inclu"ing time. scope. cost) inclu"ing all appro/e" changes an" is use" to measure how perormance "e/iates rom the plan0 essons learne! are the "ocuments ocuse" on /ariances create" at the en" o each  process0

Project "oles Project Manager1 the person ultimately responsile responsile or the outcome o the project0 The Project Manager is in charge o the project an" empowere" to use organi$ational resources. spen" the project u"get. an" make "ecisions or the project0 Project !oor"inator1 similar to project manager role. ut in smaller organi$ations. organi$ations. unctional or matrix0 Project 7xpe"itor1 sta assistant with little little or no authority8 usually oun" in a unctional unctional organi$ation0 enior Management1 anyone more senior than the the project manager8 prioriti$es prioriti$es projects an" ensures project manager has nee"e" authority an" resources0 Functional Manager1 usually a "epartment manager8 manager8 owns the resources that that will e use"  y the project0 takehol"er1 those whose interest may e 9 or 5 impacte" y the pro project0 ject0 ponsor1 the person(s) paying or the project0 Project #ice1 ser/es in a supporting role 5 "eines stan"ar" stan"ar"s. s. pro/i"es est practices. au"its projects or conormance0 organi$ational al en/ironment in which a project is carrie" out0 #ten "etermine" Project context organi$ation  y type o organi$ation0 organi$ation0 Three major types or or o organi$ations aare re Functional. Projecti$e". Projecti$e". an" Matrix0 #$nctional organi%ation1 team memers work or a "epartment (engineering. accounting:0) ut are loane" to a project rom time to time0 ;eeper expertise an" speciali$ation. weaker PM. projects are lower priority0

unctions0 PM has high Projecti%e! organi%ation1 structure" accor"ing to projects. not unctions0 authority.. strong team loyalty8 team <works itsel out o a jo0= authority >eak 5 FM has authority0 Matrix organi%ation1 trong 5 PM has most o the authority0 >eak !an e est o oth. has higher o/erhea". coul" ha/e higher riction0

 

PM &kills inclu"e1 lea"ing. communicating. negotiating. prolem sol/ing. inluencing Project ife C'cle 5 six phases !onceptual  Planning  !onstruction  Testing  'mplementation  

!losure

The triple constraint Time ? !ost ? cope or *uality are inter@relate"0 #ne cannot change without ha/ing an impact on the other(s) 7xpan"e" /iew o this concept inclu"es Time ? !ost ? cope ? *uality ? ,isk ? !ustomer atisaction Common (np$ts) Tools) Techni*$es) O$tp$ts   PM2#3 recogni$es AB inputs. tools. techniques. outputs across the 4& PM processes (4& processes are groupe" into A process groups across  knowle"ge areas)

!ommon inputs inclu"e1 7nterprise en/ironmental actors 5 company structure. /alues. work ethic. laws o an" regulations. o/erall marketplace o

o

o

#rgani$ational #rgani$ation al process assets 5 templates. policies. proce"ures. tools. knowle"ge  ases. historical inormation inormation Project management plan (PMP) 5 project scope. sche"ule. resources. cost. quality mgmt. process impro/ement. staing. communications. risk an"  procurement management0 >ork Perormance 'no

!ommon tools inclu"e1 -nalytical techniques ("ierent ones or "ierent processes) o 7xpert ju"gment o o Project management metho"ology 5 how the 44 processes are use" ? applie" to orm the o/erall project mgmt strategy0 o Project management inormation systems (PM') 5 tool that helps track project "ocuments an"management "eli/eralessystem) (encompasses change management system an" coniguration !ommon outputs inclu"e1 o PMP up"ates Project "ocument up"ates o

 

o

!hange requests (<up"ates= an" change requests are typical in !ontrol groups)Ch + , Process Process #rame-ork 

Terms. Process1 compose" o inputs. tools an" techniques. an" outputs0 'nputs1 the starting point or a process0 Tools an" Techniques1 actions or metho"s use" to transorm inputs into outputs #utputs1 the en"s o the process eorts0 #ten outputs rom one process are inputs or another  process0 / 0no-le!ge Areas. %0 'n 'nte tegr grat atio ion n Man Manag agem ement ent B0 cop copee Mana Manage gem men entt C0 Time ime Mana Manage geme ment nt 40 !ost !ost Man Manag agem emen entt A0 *ual *ualit ity y Mana Manage gem men entt 60 +uma +uman n ,e ,eso sour urce ce Man Manag agem emen entt &0 !ommu !ommuni nica cati tion on Mana Managem gemen entt D0 ,i ,isk sk Man Manag agem emen entt 0 Pr Proc ocur urem emen entt M Man anag agem emen entt 1 Process %0 'niGro$ps. tiating

B0 C0 40 A0

Planning 7xecuting Moni Monito tori ring ng an" an" !ontr !ontrol olli ling ng !losing

cope o a project is usually <progressi/ely elaorate".= elaorate".= meaning that processes are preorme" iterati/ely.. not in a linear manner0 -ll processes cou iterati/ely coul" l" e perorme" in one or more o the project  phases0

 

Tale C@% in PM2#3 A Process Eroups@@ @@@@@@@@@@@@@@@@@@@@@@ G 3nowle"ge -reas v

(nitiating

Planning

Exec$ting

Monitor 2 Control

Closing

(ntegration

;e ;e/e /elo lop p Pr Pr o oje jecc t ! h haa rrte terr

;e ;e/e /elo lop pP Prr o oje jecc t M gm gm t P la la n

;ir ;ir ec ec t a n n" " Ma Ma n naa g gee P Prr o oje jecc t >or k

Mo oni nito torr H ! o ont ntrr o oll P Prr o oje jecc t >or k  Perorm 'ntegrate" !hange !ontrol

!lose Project or Phase

Plan cope Management !ollect ,equirements ;eine cope !reate >2 Plan che"ule Management ;eine -cti/ities equence -cti/ities 7stimate -cti/ity ,esources 7stimate -cti/ity ;urations ;e/elop che"ule Plan !ost Management 7stimate !osts ;etermine 2u"get

&cope Time

Cost

Iali"ate cope !ontrol cope

!ontrol che"ule

!ontrol !osts

3$alit'

P llaan * u uaal itit y M aan n aag g eem m een nt

Pe r r o orr m *u aall iitt y -ssu rraa nc nc e

H" 

Plan +uman ,esource Management

-cquire Project Team ;e/elop Project Team Manage Project Team

Comm$nication

Plan !ommunications Management

Manage !ommunications

"isk 

Plan ,isk Management '"entiy ,isks Perorm *ualitati/e ,isk -nalysis Perorm *uantitati/e ,isk -nalysis Plan ,isk ,esponses Plan Pr Procurement Ma Management

!on"uct P Prrocurements

!ontrol P Prrocurements

P llaan t ak ak eeh ho oll" eerr Ma na na ge geme nt nt

M aan n ag ag e t aak k eeh ho oll" er er

!ontrol takehol"er

7ngagement

7ngagement

Proc$rement '" een n ttii y y t ak ak eeh ho oll" eerrs

&takehol!er Management

!o on n tr tr ol ol * u uaa llii tty y

!ontrol !ommunications

!ontrol ,isks

!lose Pr Procurements

 

Process Gro$p Break!o-n.

Prior to initiating1 Project selection0 Project Pr oject selection metho"s or eneit measurement metho"s inclu"e1 2eneit !ost ,atio (2!,)8 7conomic Ialue -"" (7I-)8 'nternal ,ate o ,eturn (',,)8 #pportunity !ost8 Payack Perio"8 Present Ialue (PI) an" Jet Present Ialue (JPI)8 ,eturn on 'n/estment (,#')8 ,eturn on 'n/este" !apital (,#'!) PE %1 'nitiating (3-1 'ntegration) ;e/elop Project !harter   '"entiy takehol"ers  PE B1 Planning (3-1 -LL)     

;e/elop Project Management Plan Plan cope Management !ollect ,equirements ;eine cope !reate >2

                  

Plan che"ule Management ;eine -cti/ities -cti/ities equence -cti/ities -cti/ities 7stimate -cti/ity ,esources 7stimate -cti/ity ;urations ;e/elop che"ule Plan !ost Management 7stimate !osts ;etermine 2u"get Plan *uality Management Plan +uman ,esource Management Plan !ommunications Management Plan ,isk Management '"entiy ,isks Perorm *ualitati/e ,isk -nalysis Perorm *uantitati/e ,isk -nalysis Plan ,isk ,esponses Plan Procurement Management Plan takehol"er Management

4 Project Planning is extremely important 5 the B4 processes touch e/ery one o the knowle"ge areas0

PE C1 7xecuting (3-1 'ntegration. *uality. *uality. +,. !ommunication. Procurement) 4 7xecuting process in/ol/e the most actual work0 ;irect an" Manage Project >ork   Perorm *uality -ssurance  -cquire Project Te Team am  ;e/elop Project Team  Manage Project Team 

 

  

Manage !ommunications !on"uct Procurements Manage takehol"er 7ngagements

PE 41 Monitoring an" !ontrolling (3-1 -LL) 4 measure. inspect. re/iew. compare. monitor. monitor. /eriy. report 5 all ke keywor"s ywor"s part o this process group0 Monitor an" !ontrol Project >ork   Perorm 'ntegrate" !hange !ontrol  Iali"ate cope  !ontrol cope  !ontrol che"ule  !ontrol !osts  !ontrol *uality  !ontrol !ommunications  !ontrol ,isk   !ontrol Procurements  !ontrol takehol"er 7ngagement 

PEA1 !losing (3-1 'ntegration. Procurement) !lose Project or Phase  !lose Procurements 

 

0no-le!ge Area Break!o-n. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ (ntegration Management (!h0 4) 'ntegration PE% @ 'nitiating1 5evelop Project Charter @@ one o the irst processes perorme"0 Project !harter is one o the most important "ocuments in a project0 'nputs1 Project #> (statement o work) 5 written "escription o the pro"ucts. ser/ices. results0 2usiness case -greements (contract @ i rele/ant. contract is signe" prior to project eginning) 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment #acilitation techni*$es , meetings. rainstorming

#utputs1 Project !harter 5 written y the sponsor0 -uthori$es -uthori$es the project to commence 2ase" on usiness nee". customer request. or market orce o igne" y senior management o perorming organi$ation o o Iision statement?project purpose 2usiness case o Project sponsor name. roles. responsiilities o o Project manager name an" responsiilities ummary milestones o 3ey risks. assumptions. "epen"encies o ummary preliminary u"get o Pre@assigne" resources o 'ntegration PEB @ Planning1 5evelop Project Management Plan Project Plan shoul" e 20-0,0F0 Bought into  A ppro/e"  ealistic " ealistic   #ormal PM2#3 "eines the project plan as <- ormal. appro/e" "ocument that "eines how the  project is manage". execute". execute". an" controlle"0 't m may ay e summary or "etaile" an" may e compose" o one or more susi"iary management plans an" other planning "ocuments0= 'nputs1 Project charter  #utputs rom other processes (management plans) 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets

 

Tools1 7xpert ju"gment Facilitation techniques #utputs1 PMP 5 each o these "ocuments is a <how=000 "elineates strategy !hange management plan o o !ommunications management plant !oniguration management plan o !ost management plan o o +, management plan Process impro/ement plan o Procurement management plan o o *uality management plan ,equirements management plan o ,isk management plan o o che"ule management plan cope management plan o

o o

takehol"er management plan Three aselines (scope. cost. time)

'ntegration PEC @ 7xecuting1 5irect 2 Manage Project 6ork  Project team is executing the work package an" creating the project "eli/erales0 'nputs1 PMP -ppro/e" change requests 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 Project management inormation systems (PM') 5 think Microsot Project 7xpert ju"gment Meetings #utputs1 ;eli/erales >ork perormance "ata !hange requests PMP up"ates Project "ocuments up"ates 'ntegration PE 4 5 Monitor an" !ontrol1 Monitor 2 Control Project 6ork  Monitoring project work takes place as long as there is work to e "one0 'nputs1 PMP che"ule orecasts

 

!ost orecasts Iali"ate" changes >ork perormance inormation 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment -nalytical techniques 7arne" Ialue Technique 5 use" to measure project progress an" orecast uture project perormance ,oot cause analysis Forecasting metho"s (time series. scenario uil"ing. simulation. etc) Failure mo"e an" eect analysis (FM7-) Fault tree analysis ,eser/e analysis Tren" analysis Iariance analysis •

• •

• • • • •

PM' Meetings #utputs1 !hange requests >ork perormance reports PMP up"ates Project "ocuments up"ates 'ntegration PE 4 5 Monitor an" !ontrol1 Perform (ntegrate! Change Control #ne o the most important processes 4 Focuse" on managing changes to the project scope0 'nputs1 PMP >ork perormance reports !hange requests 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Meetings !hange control tools #utputs1 -ppro/e" change requests !hange log (contains oth appro/e" an" rejecte" requests) PMP up"ates Project "ocuments up"ates 'ntegration

 

PE A 5 !losing1 Close Project 'nputs1 PMP -ccepte" "eli/erales #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment -nalytical techniques Meetings #utputs1 Final pro"uct(s). ser/ice(s). result(s) (acceptance implie") #rgani$ational #rgani$ation al process assets up"ates &cope Management (!h A)

The project manager shoul" always e in control o the scope through rigi" management o

requirements. "etails. an" processes0 processes0 cope changes shoul" e e han"le" in a structure". structure".  proce"ural. an" controlle" controlle" manner0 Project managers shoul" shoul" work proacti/ely to iin"entiy n"entiy an" inluence the actors that might cause change0 The o/erall goals o scope management are to "eine the nee". set stakehol"er expectations. expectations. "eli/er to the expectations. manage changes. minimi$e surprises an" gain acceptance o the  pro"uct0 The cope Management Process inclu"es1 !reating a plan or how scope an" scope changes will e manage"  ;eining an" "ocumenting "eli/erales that are part o the project  !reating the work reak"own structure (>2)  !hecking the work eing "one against the scope  7nsuring that all o what is in scope an" only what is in scope is complete"0  cope PEB 5 Planning1 Plan &cope Management 'nputs1 PMP Project charter  7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Meetings #utputs1

 

cope management plan 5 "eines what acti/ities the team will perorm in or"er to gather the project requirements. create the work reak"own structure. "ocument the scope. control scope. an" /eriy that all in@scope an" only onl y in@scope work was perorme"0 ,equirements management plan 5 how requirements will e tracke". reporte".  prioriti$e" cope PEB 5 Planning1 Collect "e*$irements 'nputs1 cope management plan ,equirements management plan takehol"er management plan Project charter  takehol"er register  Tools1 'nter/iews Focus groups

Facilitate" workshops Eroup creati/ity techniques 5 rainstorming. nominal group technique (ranking an" /oting). i"ea?min" mapping. ainity "iagrams. multi@criteria "ecision analysis Eroup "ecision@making techniques 5 unanimity. majority. plurality (largest  lock). an" "ictatorship "ictatorship *uestionnaires an" sur/eys #ser/ations Prototypes 2enchmarking !ontext "iagrams ;ocument analysis #utputs1 ,equirements "ocumentation ,equirements traceaility matrix 5 where "i" these requirements come romK cope PEB 5 Planning1 5efine &cope This is the process where the projects requirements are gathere" an" "ocumente"0 'nputs1 cope management plan Project charter  ,equirements "ocumentation #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Pro"uct analysis -lternati/es generation Facilitate" workshops

 

#utputs1 Project scope statement 5 use" to le/el@set among project stakehol"ers0 ;escries inclusions an" exclusions. constraints an" assumptions. key "eli/erales0 Project "ocuments up"ates 5 stakehol"er register. requirements "ocumentation?traceaility "ocumentation?trac eaility matrix0 cope PEB 5 Planning1 Create 6ork Break!o-n &tr$ct$re 44This is one o the most important processes0 -ter it is create". the >2 >2 ecomes a hu o inormation or the project >2 is typically create" early in the project 5 ater scope an" requirements. ut eore the ulk

o the work is execute" 'nputs1 cope management plan Project scope statement ,equirements "ocumentation

7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment >2 templates 5 may e examples rom pre/ious projects. 45ecomposition 5 reaking "own project "eli/erales into smaller components0 7ach le/el is more an" more speciic0 speciic0 The smaller. more manageale pieces. pieces. calle" -ork packages can e1

7stimate" coni"ently !annot e "i/i"e" urther  !an e complete" quickly +a/e meaningul "eli/erales !an e complete" without interruption -re typically numere" or ease o location

#utputs1 cope aseline Project "ocuments up"ates >2 5 graphical. hierarchical chart0 ;eli/erale@ocuse"

 

1. Online Ordering Application 90 days / $85,000. 1.1 Hardware 15 days / $15,000

1. Design &0 days / $5,000

1.& De-elop#ent

1.1.1 Defne HW e!"ire#ents

1..1 'reate initial ta(les and inde)es

1.1. %roc"re HW

1.. *or#ali+e ta(les and inde)es

1.&.1.1 create login screen

1.1.& 'onfg"re HW

1..& alidate design

1.&.1. create order screen

1.&.1 De-elop creens

1. 2estin g

1.&. De-elop eports

1..1 3"nctionality  2esting

1.&.& ntegrate wit ipping yste#s

1.. 4ser Acceptance  2esting

1.&.1.& create pay#ent screen

The Elements of a Goo! 6ork 6ork Break!o-n &tr$ct$re 76B&8. ;etaile" "own to a low le/el 5 the lowest le/el "eines e/ery o "eli/erale Eraphical ? Pyrami". with each su@le/el rolling up to the le/el o ao/e

o o o

o

7ach element is numere" Pro/i"es suicient "etail to "ri/e susequent planning Thorough an" !omplete 5 i it is not in the >2. it is not a  project "eli/erale "eli/erale !reate" y the project team. helps "eine responsiilities0 responsiilities0

>2 ;ictionary 5 captures a""itional attriutes aout each work package that "o not it into >20 Project. #nline #r"ering -pplication -pplication 6ork Package (5. %0%0C 5 !onigure +ar"ware 6ork Package 5escription1 all new har"ware must e conigure" accor"ing to stan"ar"s 5 inclu"es all settings an" operating system s ystem patches. ormatting o storage "e/ices. installation o /irus sotware. an" har"ening accor"ing to gui"elines0 Assigne! to. on mith 5epartment. 'T 5ate Assigne!1 A?%? 5ate 5$e. 6C?% Est9 Cost.  N6. Acco$nting Co!e1 ##-@%%C

Project cope Mgmt Plan Op"ates &cope Baseline 5 comination o the project project scope. >2 an" >2 >2 "ictionary "ictionary00 ,equeste" !hanges cope PE4 5 Monitor an" !ontrol1 :ali!ate &cope ponsor acceptance or rejection o "eli/erales0 The requirements "ocumentation rings ojecti/ity to the project 'nputs PMP ,equirements "ocumentation H traceaility matrix Ieriie" "eli/erales >ork perormance "ata

 

Tools 'nspection 5 a point@y@point point@y@point re/iew o the scope an" associate" "eli/erales0 Eroup "ecision making techniques #utputs -ccepte" "eli/erales !hange requests >ork perormance inormation Project "ocuments up"ates cope PE4 5 Monitor an" !ontrol1 Control &cope !ontrolling the scope an" the project y pre/enting scope change requests rom o/erwhelming the project0 'nputs PMP

PMP ,equirements "ocumentation H traceaility matrix >ork perormance "ata #rgani$ational #rgani$ation al process assets Tools Ia Iariance riance -nalysis ,e@planning !oniguration Management ystem (the umrella o/er all change control systems) #utputs >ork perormance inormation !hange requests PMP up"ates Project "ocuments up"ates #rgani$ational #rgani$ation al process asset up"ates

Time Management  (!h 6)

Project Manager shoul" e in control o the sche"ule0 che"ule is uilt rom groun" up an" rigorously manage" throughout the lie o the project0 The "ri/ing philosophy ehin" time management is mathematical 5 it is col". har" analysis0 Time. !ost. an" cope are particularly tightly linke" 5 a change in one will almost certainly impact the other(s0) The Time Management Process inclu"es1 Plan che"ule Management  ;eine -cti/ities -cti/ities  equence -cti/ities -cti/ities 

 

   

7stimate -cti/ity ,esources 7stimate -cti/ity ;urations ;e/elop che"ule !ontrol che"ule

Time PEB 5 Planning1 Plan &che!$le Management 'nputs PMP Project charter  7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools 7xpert ju"gment -nalytical techniques (critical path. critical chain) Meetings

#utputs &che!$le Management Plan

Time PEB 5 Planning1 5efine Activities Activities Osing the "ecompose" >2. a granular acti/ity list is create" to ocus  ocus on how an" when each work acti/ity is to e accomplishe"0 'nputs che"ule management plan cope aseline 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools 5ecomposition 5 each work package at the ottom o the >2 is "ecompose" into smaller sche"ule" acti/ities0 ,olling >a/e >a/e Planning 5 a orm o progressi/e elaoration that assumes that things in the near uture are relati/ely clear. while uture project acti/iti acti/ities es are not as easily un"erstoo"0 This is re/isite" throughout the project0 7xpert u"gment

#utputs Activit' list 5 all o the sche"ule" acti/ities that nee" to e perorme" in or"er to complete the project -cti/ity attriutes Milestone list 5 3ey project milestones are i"entiie" an" will e use" to uil" the sche"ule

Time

 

PEB 5 Planning1 &e*$ence Activities Taking the acti/ity list an" arranging the acti/ities in the or"er they Taking the y must e perorme"0 't is perorme" ater acti/ity "einition an" eore sche"ule "e/elopmen "e/elopment0 t0 'nputs che"ule management plan -cti/ity list 5 the most important input to this process -cti/ity attriutes Milestone list Project scope statement 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools Prece!ence 5iagramming Metho! 7P5M8 5 the most commonly use"0 acti/ities represente" y rectangular no"es. "epen"encies etween acti/ities represente" y arrows. units o "uration are shown ao/e the no"es0

-lso known as AO;  acti/ity on no"e 4 types o relationships 5 #inish to &tart.  to F.  to  an" F to F -rrow ;iagramming Metho" (-;M) acti/ities are on the arrows. circle no"es are connecting points -lso known as AOA 5 acti/ity on arrow #nly F@. ut can contain  "uration <"ummy= acti/ities che"ule Jetwork Templates 5epen!enc' !eterminations 5 those things that inluence which acti/ities must  e perorme" irst0 There are three kin"s o "epen"encies1 Man"atory "epen"encies 5 aka har" logic. always true ;iscretionary "epen"encies 5 aka sot or preerre" logic 7xternal "epen"encies 5 outsi"e o project scope. ut must e consi"ere"0 ea!s an! lags Lea"s 5 an acti/ity gets a jump start Lags 5 a waiting perio" must exist etween acti/ities8 usually no work is  eing perorme"

#utputs Project sche!$le net-ork !iagram @@ not a sche"ule. ut acti/ities arrange" in the or"er they must e preorme"0 Project "ocuments up"ates

Time PEB 5 Planning1 Estimate Activit' "eso$rces - unction o the si$e o acti/ity an" the numer an" a/ailaility o resources to e applie" to it0 'nputs che"ule management plan Activit' list 5 the most important input to this process -cti/ity attriutes?-cti/ity cost estimates ,esource calen"ars

 

,isk register  -cti/ity cost estimates 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools 7xpert ju"gment -lternati/es analysis Pulishe" estimating "ata 2ottom@up estimating (most accurate ut time consuming) Project management sotware #utputs -cti/ity resource requirements ,esource reak"own structure (,2) Project "ocument up"ates ,esource calen"ar up"ates !hange requests

-cti/ity attriute up"ates Time PEB 5 Planning1 Estimate Activit' 5$rations 7ach acti/ity in the acti/ity list is analy$e" to estimate how long it will take0 'nputs che"ule management plan -cti/ity list 5 primary input -cti/ity attriutes -cti/ity resource requirements ,esource calen"ar 5 shows physical an" human resource usage across the project Project scope statement ,isk register  ,2 7nterprise organi$ational actors #rgani$ational #rgani$ation al process assets Tools 7xpert ju"gment -nalogous estimating (aka top@"own estimating) 5 acti/ity rom a pre/ious  project is use" to estimate estimate acti/ity "uration0 "uration0 Less accurate that param parametric. etric. ut more expe"ient0 Parametric estimating 5 linear extrapolation. i0e0 i % team can install % t in % "ay. it takes % teams to install %. eet in % "ay0 Three@point estimates (aka P7,T) P7,T) 5 uses three "ata points instea" o one (pessimistic. most likely or realistic. an" optimistic) imple?unweighte" (P9,9#)?C stan"ar" "e/ "e/ (P@#)?C Pert Pert?2 ?2et etaa "ist "istri riu uti tion on (P < =>" < O8 ? @ stan"ar" "e/iation or P7,T P ,  O?@ Eroup "ecision making techniques@ ;elphi (anonymous) ,e/erse analysis (aka contingency) 5 extra time a""e" to a sche"ule acti/ity "uration estimate0 !ontingency reser/e an" management reser/e

 

#utputs Activit' !$ration estimates  @ the main output8 contains an estimate" "uration or each acti/ity in the acti/ity list0 Project "ocument up"ates (acti/ity attriute up"ates)

Time PEB 5 Planning1 5evelop &che!$le #ne o the largest PM2#3 processes. as well as one o the most /isile an" most important parts o the project plan0 'nputs che"ule management plan -cti/ity list -cti/ity attriutes Project sche"ule network "iagrams -cti/ity resource requirements

Project scope statement ,isk register  Project sta assignments ,2 7nterprise organi$ational actors #rgani$ational #rgani$ation al process assets Tools che"ule Jetwork -nalysis -nalysis 5 a group o tools use" to create a sche"ule !ritical Path Metho" (!PM) 5 the comination o acti/ities that. i any are "elaye". will "elay the project inish0 Ose" to calculate the project inish "ate an" i"ent i"entiy iy how much in"i/i"ual acti/ities can slip or loat0 #ne Metho" Metho" 5 To calculate critical path0 Jetwork "iagram0 -"" "uration an" sutract % (tarts on "ay %. it takes C "ays so inishes on "ay C0 The next acti/ity can start on "ay 4) 7 an" 7F 5 7arly tart an" 7arly Finish0 Forwar" pass L an" LF 5 Late tart an" Late Finish0 2ackwar" pass Float (aka slack) 5 amt a mt o time an acti/ity can e "elaye" w?out impacting project o$ cant a!! float together9 Total float is the longest float che"ule !ompression 5 ways to complete the project sche"ule early without cutting scope0 Crashing in/ol/es a""ing resources to a project an" almost always increases cost0 r e@or"ering o acti/ities so that some are perorme" in parallel 5 "oes not #ast Tracking is a re@or"ering increase cost. ut oten increases risk0 Mo"eling techniques >hat@' che"ule -nalysis (Monte !arlo) 5 computer analysis to i"entiy highest risk acti/ities0 ,esource optimi$ation techniques Le/eling 5 a"justing resource allocation to match up with the organi$ations organi$ation s aility to supply resources0 moothing !ritical chain metho" 5 ,emo/e uer time rom acti/ities an" make a total  uer /isile0 -"justing lea"s an" lags •





 

che"uling tool #utputs che"ule aseline 5 the original plan plus all appro/e" changes0 Project sche"ule 5 shows when each acti/ity is sche"ule" to egin an" en". as well as o/erall project start an" inish0 Typically represente" in graphical ormat using a Project Jetwork ;iagram. 2ar or Gantt Chart. or Milestone !hart che"ule "ata 5 inormation use" y the project team to mo"el an" create the  project sche"ule0 Project calen"ars PMP up"ates Project "ocument up"ates Time PE4 5 Monitor H !ontrol1 Control &che!$le !ontrol che"ule is perorme" throughout the lie o the project to make sure that time@relate"  perormance on the project is in line with the plan0 plan0 che"ule control shoul" shoul" e a proacti/e

 process. with the project project manager staying out in ront o the project0 'nputs PMP Project sche"ule >ork perormance "ata Project calen"ars che"ule "ata #rgani$ational #rgani$ation al process assets Tools Perormance re/iews (tren" analysis. checking the uer time on the critical chain. earne" /alue management) Project management sotware ,esource optimi$ation techniques (le/eling an" smoothing) Mo"eling techniques (Monte !arlo) Lea"s an" lags che"ule compression che"uling tool #utputs >ork perormance inormation che"ule orecasts !hange requests PMP up"ates Project "ocuments up"ates #rgani$ational #rgani$ation al process assets up"ates #ree #loat or #ree &lack. the amount o time an acti/ity can e "elaye" without aecting the early start "ate o susequent "epen"ent acti/ities0

 

;egative #loat. acti/ity start "ate occurs eore a prece"ing acti/ity inish "ate0 'n"icates sche"ule prolems usually relate" to immo/ale constraints or milestones0

Cost Management  (!h &)

Plan scope irst. then sche"ule. then cost0 (t is the job of the PM to monitor an! control cost against time) scope) *$alit' an! risk9 Planning Processes 5 Plan !ost Management. 7stimate !osts. ;etermine 2u"get !ontrolling Process 5 !ost !ontrol Lie@!ycle !osting 5 looks at the total cost o ownership rom purchase through operations an" to "isposal0 Ia Ialue lue 7ngineering 5 squee$e as much eneit an" /alue out o each aspect o the project0

!ost PEB 5 Planning1 Plan Cost Management 'nputs PMP Project charter  7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools 7xpert ju"gment -nalytical techniques Meetings #utputs Cost management plan

!ost PEB 5 Planning1 Estimate Costs -cti/ity time an" resource estimates are analy$e" to pro"uce a cost estimate0 7stimate Type ,ough #r"er o Magnitu"e 7stimate ;einiti/e 7stimate

,ange @ BAQ to 9 &AQ @ AQ to 9 %Q

Ty Typically pically.. the closer in time you are to spen"ing money. the more precise you want your estimate to e0 'nputs !ost Management Plan

 

+uman resource management plan cope aseline Project sche"ule ,isk register  7nterprise 7n/ironmental Factors #rgani$ational #rgani$ation al Process -ssets 6ork 6o rk Break!o-n &tr$ct$re Tools 7xpert ju"gment -nalogous estimating 5 using pre/ious project results to estimate ;etermine resource cost rates 2ottom@Op estimating 5 a separate estimate or each sche"ule acti/ity Parametric estimating 5 i % costs N%. then 6 will likely cost N6 Three point estimating Project mgmt sotware Ie Ien"or n"or i" analysis 5 what the project shoul" cost ase" on i"s rom qualiie" /en"ors

,eser/e analysis (contingency) !ost o quality (!#*) 5 testing. training. rework. an" scrapping !ost o conormance 5 pre/ention an" appraisal Eroup "ecision making techniques #utputs Activit' cost estimates 2asis o estimates Project "ocument up"ates

!ost PEB 5 Planning1 5etermine B$!get -ggregating the acti/ity cost estimates to estalish an authori$e" cost aseline0 'nputs !ost management plan cope aseline Activit' cost estimates 5 the primary input 2asis o estimates Project sche"ule ,esource calen"ar  ,isk register  -greements #rgani$ational #rgani$ation al process assets Tools !ost aggregation 5 aggregating costs at acti/ity le/el to >2 le/el ,eser/e analysis 7xpert ju"gment +istorical relationships 5 analogous or parametric Fun"ing limit reconciliation 5 reconciling the a/ailale un"s with actual work

 

#utputs !ost aseline (aka project u"get) Project un"ing requirements Project "ocument up"ates !ost PE4 5 Monitor an" !ontrol1 Control Costs Proacti/e measurement o what was execute" against what was planne"0 !ost !ontrol is  primarily concerne" with with cost /ariance 5 positi/e positi/e is goo". negati/e is is a". ut oth are /ariance0 /ariance0 'nputs PMP Project un"ing requirements >ork perormance "ata #rgani$ational #rgani$ation al process assets Tools

7arne" /alue management #orecasting To To@complete @complete perormance perormance in"ex (T!P') (T!P') @ a orwar" orwar" looking numer  Perormance re/iews Project mgmt sotware ,eser/e analysis #utputs >ork perormance inormation 5 I. !P'. etc0 !ost orecasts 5 7stimate at completion (7-!) !hange requests PMP up"ates Project "ocument up"ates #rgani$ational #rgani$ation al process asset up"ates Earne! :al$e Terms an! #orm$las Term   Completion

A0A

5escription

BAC

Ho- m$ch -as originall' planne! for this project to cost Ho- m$ch -ork  sho$l! have been complete! Ho- m$ch -ork  -as act$all' complete! !$ring a give perio! of time The mone' spent !$ring a given perio! 5ifference bet-een -hat -as expecte! to be spent an! -hat -as spen!

Planne! :al$e

P: 7BC6&8

Earne! :al$e

E: 7BC6P8

Act$al Cost

AC 7AC6P8

Cost :ariance

C:

#orm$la ;one

Planne!  Complete x BAC E: D Act$al  Complete x BAC

&$m of costs for given perio! E: , AC ;egative is ba!  overb$!get9 Positive is goo!

 

&che!$le :ariance

&:

Cost Performance (n!ex

CP(

C$m$lative CP(

CP(c

&che!$le Performance (n!ex

&P(

EAC

5ifference bet-een -here -e planne! to be an! -here -e are in the sche!$le The rate at -hich project performance is meeting cost expectations "ate at -hich project performance is meeting cost expectation from start to a point in time "ate at -hich project performance is meeting sche!$le expectations Projecting total

E: , P: ;egative is ba! , behin! sche!$le9 Positive is goo!

CP(D E: ? AC Fn!er  is ba!9 Over  is goo!

CP(c D E:c ? ACc

&P( D E: ? P: Fn!er  is ba!9 Over  is goo!

Estimate At Completion

cost at completion base! on performance $p to a point in time

Estimate To Completion

ETC

:ariance at Completion

:AC

TCP(

Ho- m$ch -ill be spent on the project base! on past performance 5ifference bet-een -hat -as b$!gete! an! -hat -as spent Ho- efficientl' 'o$ have to -ork to get back  on track 

ETC D EAC , AC

:AC D BAC  EAC

Above  is ba! 7more !iffic$lt89 Fn!er  is goo!

3$alit' Management  (!h D)

*uality is <the "egree to which a set o inherent characteristics ulill requirements0= *uality is the responsiility o the project manager. an" is proacti/e 5 prevention o/er inspection0 2ase" on se/eral lea"ing i"eas inclu"ing inclu"ing T*M. '#@. ix igma. hewart an" ;emings Plan@;o@!heck@-ct cycle0 #thers 5 Philip !rosy ($ero "eects) Terms an" Philosophies1

 

T3M 5 ocuses on the un"erlying processes0 Contin$o$s (mprovement 5 aka <0ai%en= 5 ocus on constant process impro/ement0 (T 5 just@in@time $ero in/entory management0 (&O /III 5 part o international stan"ar"s stan"ar"s org0 <"ocument what you "o. "o what you "ocument= &tan!ar! 5eviation an! &ix &igma  5 6D0BAQ o "ata points are within % stan"ar" "e/iation ( 56 rom the mean A046Q within B 5 0&CQ within C 5 066Q within 6 5 &ix sigma v lean six sigma , the irst is concerne" with "eects. the secon" with cutting waste &pecial vs9 Common Ca$ses 5 special causes are generally pre/entale y process

impro/ement0 pecial causes are assignale0 3$alit' v gra!e 5 low gra"e is not necessarily a". low quality is

*uality

PEB 5 Planning1 Plan 3$alit' Management Project Team Team i"entiies what the quality specs are an" how they will e met0 *uality must e planne! in from the start9 'nputs PMP takehol"er register  ,isk register  ,equirements "ocumentation 7nterprise 7n/ironmental Factors #rgani$ational #rgani$ation al Process -ssets Tools !ost@2eneit -nalysis -nalysis 5eneits o quality acti/ities must outweigh costs !ost o *uality (!#*) 5 costs that will e reali$e" in or"er to achie/e quality quality00 !ost o items that "o not conorm are <cost o poor quality= or !#p* e/en asic quality tools !ause an" eect "iagrams Flowcharts !hecksheets 5 tallies "ata Pareto "iagrams 5 ranke" histogram •

• • •

+istograms !ontrol charts catter "iagram 5 shows correlation 2enchmarking 5 comparing quality stan"ar"s to other projects ;esign o 7xperiments (;#7) 5 uses "ata analysis to "etermine optimal • • •

con"itions0 tatistical sampling Meetings #utputs

 

*uality Management Plan *uality Metrics *uality !hecklists 5 to ensure all steps were perorme" in sequence0 Process 'mpro/ement Plan Project "ocuments up"ates *uality PEC 5 7xecuting1 Perform 3$alit' Ass$rance *uality -ssurance is ongoing process impro/ement throughout the execution phase0 'nputs *uality Management Plan *uality Metrics Process 'mpro/ement Plan *uality !ontrol Measurements Project "ocumentation

Tools *uality management an" control tools -inity "iagrams an" tree "iagrams 5 grouping things together. such as or the >2 or root cause analysis Process "ecision program chart 5 kin" o like lowsheet 'nterrelationship "iagram Prioriti$ation matrices -cti/ity network "iagrams •



• • •

• Matrix "iagram 3$alit' A$!its 5 the key ke y tool in Perorm *uality -ssurance0 tructure" au"its Process -nalysis

#utputs !hange requests Project "ocuments up"ates #rgani$ational #rgani$ation al Process -sset Op"ates PMP Op"ates *uality PE4 5 Monitor an" !ontrol1 Control 3$alit' *uality !ontrol looks at speciic results to "etermine i they conorm to quality stan"ar"s0 Mostly works with processing change requests tatistical ampling is is typically use"0 'nspection is the primary primary tool0

'nputs *uality Mgmt Plan *uality Metrics *uality !hecklists #rgani$ational #rgani$ation al Process -ssets >ork Perormance ;etails

 

-ppro/e" !hange ,equests 5eliverables 5 the primary primar y input to the *uality !ontrol process Tools & asic quality tools !ause ? 7ect ('shikawa or ishone) "iagrams  !ontrol !harts 5 statistical process control0 Mean. upper an" lower limits  are set0 (usually C sigmas apart) "$le of &even 5 se/en or more consecuti/e "ata points on one si"e o mean shoul" e in/estigate"0 Flowcharting 5 i0e0 'P#! mo"el0 +elps with process impro/ement  +istogram (column ? ar chart)  •



Pareto  !hart (Paretos Law 5 D?B rule) ,un !hart 5 analy$es tren"s in quality o/er time catter "iagrams 5 use" or spotting tren"s  tatistical ampling (nspection 

;eect ,epair ,e/iew #utputs *uality !ontrol Measurements Iali"ate" changes Ieriie" ;eli/erales >ork perormance inormation !hange requests PMP up"ates #rgani$ational #rgani$ation al process asset up"ates

H$man "eso$rce Management  (!h )

Lea"ership. moti/ation. moti/ation. an" conlict resolution are all require" project management skills0 skills0 The core o human resource management is to "eine a role or e/eryone on the project. an" "eine the responsiilities or each o these roles0 Powers o a PM1 ,ewar". 7xpert (goo") (goo") Penalty (a" (a")) Lea"ership styles1 "irect. acilitate. coach. support. autocrat. consult. consensus 4 stages o team ormation1 orming. storming. norming. perorming Maslows hierarchy1 physiological. physiological. saety. social. esteem. sel actuali$ation +er$ergs eamoti/ation@hygiene !ing to 5issatisfactheory1 tion !ompan y policy uper/ision ,elationship w?2oss >ork con"itions alary ,elationship w?Peers

ea!ing to &atisfaction -chie/ement ,ecognition >ork 'tsel   ,esponsiility -"/ancement Erowth

 

+,  PEB 5 Planning1 Plan H$man "eso$rce Management +, Planning egins early in the project an" may e perorme" iterati/ely0 'nputs 7nterprise 7n/ironmental Factors #rgani$ational #rgani$ation al Process -ssets Project Management Plan -cti/ity resource requirements Tools #rgani$ational #rgani$ation al !harts an" Position ;escriptions Three primary ormats or  or organi$ational charting1 +ierarchical  Matrix @ ,esponsiility -ssignment -ssignment Matrix 5 ,-M  ,-!' 5 responsile. accountale. consult. inorm Text 

 Jetworking #rgani$ational #rgani$ation al Theory 5 groups eha/e "ierently than in"i/i"uals in"i/i"uals00 7xpert ju"gment Meetings #utputs +, management plan ,oles an" ,esponsiilities ,esponsiilities  Project #rg !harts  taing Management Plan 5 how an" when the project will e stae"0 

+,  PE C 5 7xecuting1 Ac*$ire Project Team Eets the right people working on the project0 Ty Typically pically perorme" throughout the project as long as the project is a""ing new sta0 'nputs +, management plan ,oles an" responsiilities responsiilities 5 position "escriptions  Project org charts  taing management plan 5 "etails when an" how long resources will e nee"e" 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets 

Tools Pre@assignments 5 assigning in a"/ance  Jegotiation 5 acquiring acquiring rom another team on th thee project -cquisition 5 looking outsi"e the organi$ation or resources that cannot e  pro/i"e" internally

 

Iirtual teams Multi@criteria "ecision analysis 5 a/ailaility. a/ailaility. cost. expertise. etc #utputs Project sta assignments 5 the primary output0 ,esource calen"ars PMP up"ates +,  PEC 5 7xecuting1 5evelop Project Team 44This is the most important process in +uman ,esource Management an" is perorme" throughout the project. ut most eecti/e when "one early0

'nputs Project sta assignments +, management plan ,esource calen"ars

Tools 'nterpersonal skills 5 early project phases require more "irecting?lea"ing8 then coaching. then acilitating. then supporting Training 5 any acquisition o skills that increases the aility to perorm Team@uil"ing acti/ities Tuckman La""er (A stages o team "e/elopment0 Forming. storming. norming. perorming. a"journing) Eroun" rules !o@location 5seating people next to each other  >ar room ,ecognition an" rewar"s 5 ocus on win@win Personnel assessment tools #utputs Te Team am perormance assessments 5 how is the team "oingK 7nterprise en/ironmental actors +,  PE4 5 Monitor an" !ontrol1 Manage Project Team 'nputs #rgani$ational process assets #rgani$ational Project sta assignments Te Team am perormance assessments 'ssue log >ork perormance reports +, management plan Tools #ser/ation an" con/ersation 5 inormal. use" to monitor morale an" i"entiy  prolems0 Project perormance appraisals@ appraisals or in"i/i"ual team memers

 

!onlict management 5 ocus on constructi/e conlict management0 Most conlict oten occurs etween project managers an" unctional managers o/er sche"ules. priorities. an" resources First. let the team work it out on their own

Conflict Resolution Modes 

Conflict Mode

Description

  Usually, the best way to resolve conflicts is to face the conflict directly with a coo work through disagreements resulting in consensus and commitment. 

Collaborate or Problem Solve •

Results in a WinWin outcome

  !t ti times, mes, there is bargaining and searching for s solutions olutions that bring some parti partial al parties in a dispute with a "give and take# attitude. 

Compromise or Reconcile •

Results in a $ose$ose outcome

  Sometimes you may deemphasi% deemphasi%e e or avoid areas of difference difference and emphasi%e relationships. 

Smooth or !ccommoda !ccommodate te •

Results in a $ose&ield $ose&ield outcome

  )f you have the authority and have to settl settle e conflicts *uickly *uickly,, you can also e+ert y viewpoints of others. 

'orce or (irect •

Results in a Win$ose outcome

  !t ti times, mes, when you do not have all the informati information on or when things are getting ou from a potential disagreement. 

Withdraw or !void •

Results in a $ose$eave outcome

#utputs !hange requests PMP up"ates Project "ocuments up"ates 7nterprise en/ironmental actors up"ates #rgani$ational #rgani$ation al process assets u"pates

!ommunications Management 5 (!h %) The project managers most important skill set is that o communication0

 

!M PEB 5 Planning1 Plan Comm$nications Management 44 -ll aout the !ommunications Management Plan 5 sole output o this process 'nputs 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets PMP takehol"er register  Tools !ommunications requirements analysis analysis 5 who nee"s what an" how oten •

• •

!ommunication theorists use a ormula to express how communications grow as people are a""e" to the team1 n(n@%)?B o a team o B people has (BR%SCD)?BS% channels 2ut a"" A people an" it goes up to C (BARB4?B)

Make sure to a"" the PM in to the total team numer  The speciic numer o communication channels is not in the communications management plan !ommunications technology 5 shoul" e tailore" to the nee" !ommunications mo"els chematic to "escrie project communication !ommunication metho"s 5 know push / pull / interacti/e0 Pull is sharepoint. •





 push is email Meetings #utput !ommunications management plan >ho shoul" recei/e project communications  >hat communications shoul" they recei/e  >ho shoul" sen" the communications  +ow oten the communications will e sent  +ow oten it will e up"ate"  ;einitions 5 common un"erstan"ing o terms 

!M PEC 5 7xecuting1 Manage Comm$nications 'nputs !ommunications management plan >ork perormance reports 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools !ommunication technology

 

!ommunication mo"els !ommunication metho"s 'normation management system Perormance reporting #utputs Project communications PMP up"ates #rgani$ational #rgani$ation al process assets up"ates Project "ocuments up"ates !M PE4 5 Monitor an" !ontrol1 Control Comm$nications +ow is the project "oing against the planK 'nputs PMP

Project communications 'ssue log >ork >o rk perormance "ata @ cost /ariance. sche"ule /ariance. !P'. P' #rgani$ational #rgani$ation al process assets Tools 'normation management system 7xpert ju"gment Meetings #utputs >ork perormance inormation !hange requests PMP up"ates Project "ocument up"ates #rg0 process assets up"ates

,isk Management 5 (!h0 %%) Project Manager is in control an" proacti/ely managing e/ents to a/oi" as many prolems as  possile0 ,isk is relate" to an uncertain e/ent0 't may aect the project or goo" (opportunities (opportunities)) or a" (threats0) #ther risk terms !ontingency plan 5 what to "o when pre"eine" e/ents occur  Fallack plan @ alternati/e ,esi"ual risk 5 remains ater responses ha/e een implemente" i mplemente" econ"ary risk 5 risk that arises as a "irect result o a response •

• •



 

ix ,isk Management processes across two process groups with primary output1 Plan Plann ning1 ng1 Plan Plan ,is ,isk Man Manag agem emen entt 5 ri risk manag anagem emen entt p pllan ,isk '"entiication 5 risk register  *ualitati/e ,isk -nalysis 5 risk register up"ates *uantitati/e ,isk -nalysis 5 risk register up"ates ,isk ,esponse Planning @ risk register up"ates Monitor Monit or an" !ontrol1 !ontrol1 ,isk Monito Monitoring ring an" !ontrol !ontrol 5 risk register register up"ates up"ates.. change change requests requests.. recommen"e" correcti/e actions. recommen"e" pre/enti/e actions ,M PE B 5 Planning1 Plan "isk Management !reates the ,isk Management Plan0 Ta Takes kes place /ery early since it can inluence "ecisions on scope. time. cost. quality. procurement 'nputs1 PMP Project charter  takehol"er register 

#rgani$ational process assets #rgani$ational 7nterprise en/ironmental actors Tools1 -nalytical techniques@ what is their risk attitu"e Meetings 5 meet with all appropriate stakehol"ers 7xpert ju"gment #utputs1 ,isk management plan 5 how risk management will e structure" an" perorme" Metho"ology ,oles an" responsiilities responsiilities 2u"geting Timing ;einitions o risk proaility an" impact 'mpact scale o ,isk 2reak"own tructure 5 ,2 5 reak"own categories (technical. project management. organi$ational. organi$ational. external) o risks to e e/aluate" (not the actual risk) • •

• • •



,M PEB 5 Planning1 (!entif' "isks 'nputs1 ,isk management plan !ost management plan che"ule management plan *uality management plan +uman resources management plan cope aseline -cti/ity cost estimates -cti/ity "uration estimates

 

takehol"er register  Project "ocuments Procurement "ocuments 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets

Tools1 ;ocumentation re/iews 'normation gathering techniques 2rainstorming ;elphi technique (think <anonymous=) • • •

'nter/iewing ,oot !ause -nalysis !hecklist analysis 5 using ,2 -ssumptions analysis ;iagramming techniques •

'shikawa (ishone. cause?eect) 'nluence ;iagrams Flow charts 5 graphical representations o complex process low &6OT 5 strengths. weaknesses. opportunities. opportunities. threats 7xpert ju"gment •

• •



#utputs1 "isk register 5 all i"entiie" risks. reactions. root causes. an" categories ,M PEB 5 Planning1 3$alitative "isk Anal'sis Think <prioriti$ation= <prioriti$ation= 'nputs1 ,isk management plan cope aseline ,isk register  #rgani$ational #rgani$ation al process assets 7nterprise en/ironmental actors Tools1 ,isk proaility an" impact assessment P'M 5 Proaility an" 'mpact Matrix ,isk assessment ,isk urgency "ata quality analysis5 require imme"iate attention ,isk categori$ation 7xpert ju"gment #utputs1 Project "ocument up"ates (risk register up"ates 5 prioriti$e". categori$e". tren"s. watch@list (non critical risks to e monitore") ,M PEB 5 Planning1 3$antitative "isk Anal'sis

 

Think <inancial analysis= 'nputs1 ,isk management plan !ost management plan che"ule management plan ,isk register  #rgani$ational #rgani$ation al process assets 7nterprise en/ironmental actors Tools1 ;ata gathering an" representation techniques 'nter/iewing 'nput to Monte !arlo *uantitati/e risk analysis an" mo"eling techniques ensiti/ity analysis (impact analysis) To Torna"o rna"o "iagrams 5 ranke" ar graph with expecte" monetary /alue that orms a torna"o shape •



• •

7xpecte" monetary /alue analysis ;ecision tree analysis Mo"eling ? imulations 5 Monte !arlo analysis 7xpert ju"gment #utputs1 Project "ocument up"ates (risk register) Prioriti%e! list of *$antifie! risks  (may e a comination o all techniques ut especially sensiti/ity analysis) Proaility o achie/ing cost an" time ojecti/es /ia Monte !arlo or contingency reser/e planning • • •





,M PEB 5 Planning1 Plan "isk "esponses !reating a "etaile". actionale plan or managing i"entiie" risks 'nputs1 ,isk management plan ,isk register  Tools1 trategies or negati/e risks or threats -/oi" (or critical?high impact only) Transer (i0e0 insurance. contractors @ usually a cost associate") • •

Mitigate 5 re"uce the proaility or impact or oth0 Most common i0e0 oering incenti/es o -ccept @ may e the est strategy i cost or impact o other strategies is too great or i its a <watch= type risk  May inclu"e setting asi"e a contingency reser/e o trategies or positi/e risks or opportunities 7xploit 5 taking a"/antage o positi/e risk  7nhance 5 use root cause to increase likelihoo" hare 5 work with another party •









 

-ccept 5 recogni$ing ut not pursuing !ontingent response strategies '0e0 "isaster response 7xpert ju"gment •



#utputs1 PMP up"ates (sche"ule management plan. cost. etc) Project "ocument up"ates (risk owners. trigger con"itions. u"get an" sche"ule) ,isk@relate" contractual agreements ,M PE4 @ Monitor an" !ontrol1 Control "isks There is no risk aseline so less tren" analysis000 here you implement your planne" responses 'nputs1 PMP ,isk register 

>ork perormance "ata5 to compare plan to results >ork >ork >o rk perormance reports 5 ocus on how work was "one. not what was "one Tools1 "isk reassessment 5 (you assess risks "uring planning -J; control) ,isk au"its 5 similar to Lessons Learne" Iariance an" tren" analysis Ia Iariance riance 5 "ierence etween planne" an" execute" (i0e0 cost. sche"ule) • Tren" 5 how perormance is tren"ing •

Te Technical chnical perormance measurement 5 i0e0 numer o "eects. lag time ,eser/e (contingency) analysis tatus meetings #utputs1 >ork >o rk perormance inormation 5 contextuali$e" "ata meant to communicate to stakehol"ers or project "ecisions !hange requests 5 ma"e as a result o contingency plans or workaroun"s PMP up"ates Project "ocument up"ates 5 risk register  #rgani$ational #rgani$ation al process assets up"ates Procurement Management 5 (!h0 %B) Purchasing 5 ase" on go/ernment purchases0 #/erri"ing i"ea is a air i"0 The  i""ers?sellers?/en"ers  i""ers?sellers?/ en"ers nee" to ha/e equal access to inormation0 Procurement mgmt PEB 5 Planning1 Plan Proc$rement Management ;ocumenting project procurement "ecisions (which project nee"s can?shoul" e met y thir"  parties). speciying the approach. an" i"entiy i"entiying ing potential sellers sellers Types o contracts Fixe"@price contracts Firm ixe" price (FFP) 5 risk is on the seller  o •

 

Fixe" price incenti/e ee (FP'F) Point o total assumption  Fixe" price with economic a"justment (FP@7P-) o !ost@reimursale !ost plus ixe" ee (!PFF) o !ost plus incenti/e ee (!P'F) o o !ost plus awar" ee (!P-F) Time an" material (THM) o





'nputs1 PMP ,equirements "ocumentation ,isk register  -cti/ity resource requirements Project sche"ule -cti/ity cost estimates takehol"er register 

7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 Make@or@uy analysis -/oi" (or critical?high impact only) •

o

7xpert ju"gment Market research Meetings #utputs1 Procurement management plan Procurement statement o work  Procurement "ocuments ource selection criteria Make@or@uy "ecisions !hange requests Project "ocuments up"ates Procurement management PEC 5 7xecuting1 Con!$ct Proc$rements Proc$rements #tain seller responses. select a seller. awar" a contract0 'nputs1 Procurement management plan Procurement "ocuments ource selection criteria eller proposals Project "ocuments Make@or@uy "ecisions Procurement statement o work  #rgani$ational #rgani$ation al process assets

 

Tools1 2i""er conerence 5 particularly or go/ purchases Proposal e/aluation techniques 'n"epen"ent estimates 7xpert ju"gment -"/ertising -nalytical techniques 5 i0e0 examination o seller past perormance Procurement negotiations #utputs1 electe" seller(s) -greements (contracts) ,esource calen"ars !hange requests PMP up"ates Project "ocuments up"ates

Procurement management PE4 5 Monitoring an" !ontrolling1 Control Proc$rements #tain seller responses. select a seller. an" awar" a contract0 'nputs1 Procurement management plan Procurement "ocuments -greements -ppro/e" change requests >ork perormance inormation >ork perormance "ata Tools1 !ontract change control system Procurement perormance re/iews 'nspections an" au"its Perormance reporting Payment systems !laims a"ministration ,ecor"s management system 5 maintaine" y project manager  #utputs1 >ork perormance inormation !hange requests PMP up"ates Project "ocuments up"ates #rgani$ational #rgani$ation al process asset up"ates Procurement management PEA 5!losing1 Close Proc$rements 5 completing procurement 'nputs1 Procurement management plan

 

Procurement "ocuments Tools1 Procurement au"its Procurement negotiations ,ecor"s management system 5 maintaine" y project manager  #utputs1 !lose" procurements #rgani$ational #rgani$ation al process asset up"ates takehol"er Management 5 (!h0 %C) PE%@ 'nitiating 5 (!entif' &takehol!ers9 Think <power?interest gri"= 'nputs1 Project !harter  Procurement "ocuments (,F'. ,FP. ,F*)

7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 takehol"er analysis 5 power?interest. power?inluence. salience mo"el (/enn "iagram) 7xpert ju"gment Meetings #utput1 takehol"er register 5 "etails relate" to stakehol"ers such as1 '"entiication inormation -ssessment ino (requirements. expectations. inluence) !lassiication (internal?external. resistor) • •



takehol"er Management 5 (!h0 %C) PE%@ Planning 5 Plan &takehol!er Management 'nputs1 PMP takehol"er register  7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Meetings -nalytical techniques 5 <takehol"ers engagement assessment matrix= "etermine stakehol"er engagement le/els in or"er to get them to the "esire" le/el0 Le/els1 unaware. resistant. neutral. supporti/e. or lea"ing #utput1 takehol"er management plan

 

#/erlaps with communications management plan0 'nclu"es1 ;esire" an" current engagement le/els o 'nterrelationships o takehol"er communication requirements o Time rame an" requency o "istriution o inormation o Project "ocuments up"ates 5 sche"ule. stakehol"er register  •

PEC 5 7xecuting1 Manage &takehol!er Engagement !ommunicating an" working with stakehol"ers in or"er to meet expectations 'nputs takehol"er management plan !ommunications management planmust e inorme" o changes) !hange log (ecause stakehol"ers #rgani$ational #rgani$ation al process assets Tools

!ommunications metho"s 5 Face@to@Face are est where stakehol"er issues are concerne" 'nterpersonal skills 5 trust@uil"ing. trust@uil"ing. conlict resolution. acti/e listening Management skills 5 acilitation. inluence. an" negotiation #utputs 'ssue log !hange requests PMP up"ates Project "ocument up"ates #rgani$ational #rgani$ation al process assets up"ates takehol"er Management PE4 5 Monitor an" !ontrol1 Control &takehol!er Engagement Monitoring o/erall relationships an" a"justing strategies as nee"e" 'nputs PMP 'ssue log >ork perormance "ata Project "ocuments Tools 'normation management system 7xpert ju"gment Meetings #utputs >ork perormance inormation 5 status o "eli/erales. orecasts >ork !hange requests 5 correcti/e an" pre/entati/e actions PMP up"ates 5 any o the management plans Project "ocument up"ates 5 stakehol"er register an" issue log #rgani$ational #rgani$ation al process assets up"ates

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