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/erales0 -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/erales o one project phase to "etermine i the project shoul" continue an" the next phase shoul" e initiate"0
- program is a larger eort 5 a group o relate" projects coor"inate" together0 - project portolio represents the companys entire in/estment in programs an" projects0 Progressive elaboration 5 not all o the characteristics aout a pro"uct are known when you egin a project0 ,equirements are re/isite" an" reine" requently0 requently0
Project management is using skills. knowle"ge. an" resources to satisy project requirements0 Historical information is oun" in the recor"s kept on pre/ious projects an" is oten 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 perormance "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 responsile responsile 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 "eines stan"ar" stan"ar"s. s. pro/i"es est practices. au"its projects or conormance0 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 memers work or a "epartment (engineering. accounting:0) ut are loane" to a project rom time to time0 ;eeper expertise an" speciali$ation. weaker PM. projects are lower priority0
unctions0 PM has high Projecti%e! organi%ation1 structure" accor"ing to projects. not unctions0 authority.. strong team loyalty8 team <works itsel out o a jo0= authority >eak 5 FM has authority0 Matrix organi%ation1 trong 5 PM has most o the authority0 >eak !an e est o oth. has higher o/erhea". coul" ha/e higher riction0
The triple constraint Time ? !ost ? cope or *uality are inter@relate"0 #ne cannot change without ha/ing an impact on the other(s) 7xpan"e" /iew o this concept inclu"es Time ? !ost ? cope ? *uality ? ,isk ? !ustomer atisaction Common (np$ts) Tools) Techni*$es) O$tp$ts PM2#3 recogni$es AB 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 inormation inormation Project management plan (PMP) 5 project scope. sche"ule. resources. cost. quality mgmt. process impro/ement. staing. communications. risk an" procurement management0 >ork Perormance 'no
!ommon tools inclu"e1 -nalytical techniques ("ierent ones or "ierent 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 inormation systems (PM') 5 tool that helps track project "ocuments an"management "eli/eralessystem) (encompasses change management system an" coniguration !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 transorm inputs into outputs #utputs1 the en"s o the process eorts0 #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$ps. tiating
B0 C0 40 A0
Planning 7xecuting Moni Monito tori ring ng an" an" !ontr !ontrol olli ling ng !losing
cope o a project is usually <progressi/ely elaorate".= elaorate".= meaning that processes are preorme" iterati/ely.. not in a linear manner0 -ll processes cou iterati/ely coul" l" e perorme" in one or more o the project phases0
Tale C@% in PM2#3 A Process Eroups@@ @@@@@@@@@@@@@@@@@@@@@@ G 3nowle"ge -reas v
(nitiating
Planning
Exec$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 Perorm 'ntegrate" !hange !ontrol
;e/elop Project Management Plan Plan cope Management !ollect ,equirements ;eine cope !reate >2
Plan che"ule Management ;eine -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 '"entiy ,isks Perorm *ualitati/e ,isk -nalysis Perorm *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 Perorm *uality -ssurance -cquire Project Te Team am ;e/elop Project Team Manage Project Team
0no-le!ge Area Break!o-n. @@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@@ (ntegration Management (!h0 4) 'ntegration PE% @ 'nitiating1 5evelop Project Charter @@ one o the irst processes perorme"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$es the project to commence 2ase" on usiness nee". customer request. or market orce o igne" y senior management o perorming organi$ation o o Iision statement?project purpose 2usiness case o Project sponsor name. roles. responsiilities o o Project manager name an" responsiilities 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 "eines the project plan as <- ormal. appro/e" "ocument that "eines 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 susi"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 !oniguration 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/erales0 'nputs1 PMP -ppro/e" change requests 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 Project management inormation systems (PM') 5 think Microsot Project 7xpert ju"gment Meetings #utputs1 ;eli/erales >ork perormance "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
PM' Meetings #utputs1 !hange requests >ork perormance 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 perormance 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/erales #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"entiy n"entiy an" inluence the actors that might cause change0 The o/erall goals o scope management are to "eine the nee". set stakehol"er expectations. expectations. "eli/er to the expectations. manage changes. minimi$e surprises an" gain acceptance o the pro"uct0 The cope Management Process inclu"es1 !reating a plan or how scope an" scope changes will e manage" ;eining an" "ocumenting "eli/erales that are part o the project !reating the work reak"own structure (>2) !hecking the work eing "one against the scope 7nsuring that all o what is in scope an" only what is in scope is complete"0 cope PEB 5 Planning1 Plan &cope Management 'nputs1 PMP Project charter 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Meetings #utputs1
cope management plan 5 "eines what acti/ities the team will perorm in or"er to gather the project requirements. create the work reak"own structure. "ocument the scope. control scope. an" /eriy that all in@scope an" only onl y in@scope work was perorme"0 ,equirements management plan 5 how requirements will e tracke". reporte". prioriti$e" cope PEB 5 Planning1 Collect "e*$irements 'nputs1 cope management plan ,equirements management plan takehol"er management plan Project charter takehol"er register Tools1 'nter/iews Focus groups
Facilitate" workshops Eroup creati/ity techniques 5 rainstorming. nominal group technique (ranking an" /oting). i"ea?min" mapping. ainity "iagrams. multi@criteria "ecision analysis Eroup "ecision@making techniques 5 unanimity. majority. plurality (largest lock). an" "ictatorship "ictatorship *uestionnaires an" sur/eys #ser/ations Prototypes 2enchmarking !ontext "iagrams ;ocument analysis #utputs1 ,equirements "ocumentation ,equirements traceaility matrix 5 where "i" these requirements come romK cope PEB 5 Planning1 5efine &cope This is the process where the projects requirements are gathere" an" "ocumente"0 'nputs1 cope management plan Project charter ,equirements "ocumentation #rgani$ational #rgani$ation al process assets Tools1 7xpert ju"gment Pro"uct analysis -lternati/es generation Facilitate" workshops
#utputs1 Project scope statement 5 use" to le/el@set among project stakehol"ers0 ;escries inclusions an" exclusions. constraints an" assumptions. key "eli/erales0 Project "ocuments up"ates 5 stakehol"er register. requirements "ocumentation?traceaility "ocumentation?trac eaility matrix0 cope PEB 5 Planning1 Create 6ork Break!o-n &tr$ct$re 44This is one o the most important processes0 -ter it is create". the >2 >2 ecomes a hu o inormation or the project >2 is typically create" early in the project 5 ater scope an" requirements. ut eore the ulk
o the work is execute" 'nputs1 cope management plan Project scope statement ,equirements "ocumentation
7nterprise en/ironmental actors #rgani$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/erales into smaller components0 7ach le/el is more an" more speciic0 speciic0 The smaller. more manageale pieces. pieces. calle" -ork packages can e1
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$re 76B&8. ;etaile" "own to a low le/el 5 the lowest le/el "eines e/ery o "eli/erale Eraphical ? Pyrami". with each su@le/el rolling up to the le/el o ao/e
o o o
o
7ach element is numere" Pro/i"es suicient "etail to "ri/e susequent planning Thorough an" !omplete 5 i it is not in the >2. it is not a project "eli/erale "eli/erale !reate" y the project team. helps "eine responsiilities0 responsiilities0
>2 ;ictionary 5 captures a""itional attriutes aout each work package that "o not it into >20 Project. #nline #r"ering -pplication -pplication 6ork Package (5. %0%0C 5 !onigure +ar"ware 6ork Package 5escription1 all new har"ware must e conigure" accor"ing to stan"ar"s 5 inclu"es all settings an" operating system s ystem patches. ormatting o storage "e/ices. installation o /irus sotware. an" har"ening accor"ing to gui"elines0 Assigne! to. on mith 5epartment. 'T 5ate Assigne!1 A?%? 5ate 5$e. 6C?% Est9 Cost. N6. Acco$nting Co!e1 ##-@%%C
Project cope Mgmt Plan Op"ates &cope Baseline 5 comination o the project project scope. >2 an" >2 >2 "ictionary "ictionary00 ,equeste" !hanges cope PE4 5 Monitor an" !ontrol1 :ali!ate &cope ponsor acceptance or rejection o "eli/erales0 The requirements "ocumentation rings ojecti/ity to the project 'nputs PMP ,equirements "ocumentation H traceaility matrix Ieriie" "eli/erales >ork perormance "ata
Tools 'nspection 5 a point@y@point point@y@point re/iew o the scope an" associate" "eli/erales0 Eroup "ecision making techniques #utputs -ccepte" "eli/erales !hange requests >ork perormance inormation Project "ocuments up"ates cope PE4 5 Monitor an" !ontrol1 Control &cope !ontrolling the scope an" the project y pre/enting scope change requests rom o/erwhelming the project0 'nputs PMP
PMP ,equirements "ocumentation H traceaility matrix >ork perormance "ata #rgani$ational #rgani$ation al process assets Tools Ia Iariance riance -nalysis ,e@planning !oniguration Management ystem (the umrella o/er all change control systems) #utputs >ork perormance inormation !hange requests PMP up"ates Project "ocuments up"ates #rgani$ational #rgani$ation al process asset up"ates
Time Management (!h 6)
Project Manager shoul" e in control o the sche"ule0 che"ule is uilt rom groun" up an" rigorously manage" throughout the lie o the project0 The "ri/ing philosophy ehin" time management is mathematical 5 it is col". har" analysis0 Time. !ost. an" cope are particularly tightly linke" 5 a change in one will almost certainly impact the other(s0) The Time Management Process inclu"es1 Plan che"ule Management ;eine -cti/ities -cti/ities equence -cti/ities -cti/ities
Time PEB 5 Planning1 Plan &che!$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$ation al process assets Tools 5ecomposition 5 each work package at the ottom o the >2 is "ecompose" into smaller sche"ule" acti/ities0 ,olling >a/e >a/e Planning 5 a orm o progressi/e elaoration that assumes that things in the near uture are relati/ely clear. while uture project acti/iti acti/ities es are not as easily un"erstoo"0 This is re/isite" throughout the project0 7xpert u"gment
#utputs Activit' list 5 all o the sche"ule" acti/ities that nee" to e perorme" in or"er to complete the project -cti/ity attriutes Milestone list 5 3ey project milestones are i"entiie" an" will e use" to uil" the sche"ule
Time
PEB 5 Planning1 &e*$ence Activities Taking the acti/ity list an" arranging the acti/ities in the or"er they Taking the y must e perorme"0 't is perorme" ater acti/ity "einition an" eore 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 attriutes 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 ao/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 inluence which acti/ities must e perorme" irst0 There are three kin"s o "epen"encies1 Man"atory "epen"encies 5 aka har" logic. always true ;iscretionary "epen"encies 5 aka sot or preerre" 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 perorme"
#utputs Project sche!$le net-ork !iagram @@ not a sche"ule. ut acti/ities arrange" in the or"er they must e preorme"0 Project "ocuments up"ates
Time PEB 5 Planning1 Estimate Activit' "eso$rces - unction o the si$e o acti/ity an" the numer an" a/ailaility o resources to e applie" to it0 'nputs che"ule management plan Activit' list 5 the most important input to this process -cti/ity attriutes?-cti/ity cost estimates ,esource calen"ars
-cti/ity attriute up"ates Time PEB 5 Planning1 Estimate Activit' 5$rations 7ach acti/ity in the acti/ity list is analy$e" to estimate how long it will take0 'nputs che"ule management plan -cti/ity list 5 primary input -cti/ity attriutes -cti/ity resource requirements ,esource calen"ar 5 shows physical an" human resource usage across the project Project scope statement ,isk register ,2 7nterprise organi$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 riu 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' !$ration estimates @ the main output8 contains an estimate" "uration or each acti/ity in the acti/ity list0 Project "ocument up"ates (acti/ity attriute up"ates)
Time PEB 5 Planning1 5evelop &che!$le #ne o the largest PM2#3 processes. as well as one o the most /isile an" most important parts o the project plan0 'nputs che"ule management plan -cti/ity list -cti/ity attriutes 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$ation al process assets Tools che"ule Jetwork -nalysis -nalysis 5 a group o tools use" to create a sche"ule !ritical Path Metho" (!PM) 5 the comination o acti/ities that. i any are "elaye". will "elay the project inish0 Ose" to calculate the project inish "ate an" i"ent i"entiy iy how much in"i/i"ual acti/ities can slip or loat0 #ne Metho" Metho" 5 To calculate critical path0 Jetwork "iagram0 -"" "uration an" sutract % (tarts on "ay %. it takes C "ays so inishes on "ay C0 The next acti/ity can start on "ay 4) 7 an" 7F 5 7arly tart an" 7arly Finish0 Forwar" pass L an" LF 5 Late tart an" Late Finish0 2ackwar" pass Float (aka slack) 5 amt a mt o time an acti/ity can e "elaye" w?out impacting project o$ cant 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 perorme" in parallel 5 "oes not #ast Tracking is a re@or"ering increase cost. ut oten increases risk0 Mo"eling techniques >hat@' che"ule -nalysis (Monte !arlo) 5 computer analysis to i"entiy highest risk acti/ities0 ,esource optimi$ation techniques Le/eling 5 a"justing resource allocation to match up with the organi$ations organi$ation s aility to supply resources0 moothing !ritical chain metho" 5 ,emo/e uer time rom acti/ities an" make a total uer /isile0 -"justing lea"s an" lags •
•
•
che"uling tool #utputs che"ule aseline 5 the original plan plus all appro/e" changes0 Project sche"ule 5 shows when each acti/ity is sche"ule" to egin an" en". as well as o/erall project start an" inish0 Typically represente" in graphical ormat using a Project Jetwork ;iagram. 2ar or Gantt Chart. or Milestone !hart che"ule "ata 5 inormation use" y the project team to mo"el an" create the project sche"ule0 Project calen"ars PMP up"ates Project "ocument up"ates Time PE4 5 Monitor H !ontrol1 Control &che!$le !ontrol che"ule is perorme" throughout the lie o the project to make sure that time@relate" perormance 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 perormance "ata Project calen"ars che"ule "ata #rgani$ational #rgani$ation al process assets Tools Perormance re/iews (tren" analysis. checking the uer time on the critical chain. earne" /alue management) Project management sotware ,esource optimi$ation techniques (le/eling an" smoothing) Mo"eling techniques (Monte !arlo) Lea"s an" lags che"ule compression che"uling tool #utputs >ork perormance inormation che"ule orecasts !hange requests PMP up"ates Project "ocuments up"ates #rgani$ational #rgani$ation al process assets up"ates #ree #loat or #ree &lack. the amount o time an acti/ity can e "elaye" without aecting the early start "ate o susequent "epen"ent acti/ities0
;egative #loat. acti/ity start "ate occurs eore a prece"ing acti/ity inish "ate0 'n"icates sche"ule prolems usually relate" to immo/ale constraints or milestones0
Cost Management (!h &)
Plan scope irst. then sche"ule. then cost0 (t is the job of the PM to monitor an! control cost against time) scope) *$alit' an! risk9 Planning Processes 5 Plan !ost Management. 7stimate !osts. ;etermine 2u"get !ontrolling Process 5 !ost !ontrol Lie@!ycle !osting 5 looks at the total cost o ownership rom purchase through operations an" to "isposal0 Ia Ialue lue 7ngineering 5 squee$e as much eneit an" /alue out o each aspect o the project0
!ost PEB 5 Planning1 Plan Cost Management 'nputs PMP Project charter 7nterprise en/ironmental actors #rgani$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 ;einiti/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 sotware Ie Ien"or n"or i" analysis 5 what the project shoul" cost ase" on i"s rom qualiie" /en"ors
!ost PEB 5 Planning1 5etermine B$!get -ggregating the acti/ity cost estimates to estalish an authori$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/ailale 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 perormance "ata #rgani$ational #rgani$ation al process assets Tools
7arne" /alue management #orecasting To To@complete @complete perormance perormance in"ex (T!P') (T!P') @ a orwar" orwar" looking numer Perormance re/iews Project mgmt sotware ,eser/e analysis #utputs >ork perormance inormation 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 ulill requirements0= *uality is the responsiility 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" ;emings Plan@;o@!heck@-ct cycle0 #thers 5 Philip !rosy ($ero "eects) Terms an" Philosophies1
T3M 5 ocuses on the un"erlying processes0 Contin$o$s (mprovement 5 aka <0ai%en= 5 ocus on constant process impro/ement0 (T 5 just@in@time $ero in/entory management0 (&O /III 5 part o international stan"ar"s stan"ar"s org0 <"ocument what you "o. "o what you "ocument= &tan!ar! 5eviation an! &ix &igma 5 6D0BAQ o "ata points are within % stan"ar" "e/iation ( 56 rom the mean A046Q within B 5 0&CQ within C 5 066Q within 6 5 &ix sigma v lean six sigma , the irst is concerne" with "eects. the secon" with cutting waste &pecial vs9 Common Ca$ses 5 special causes are generally pre/entale y process
impro/ement0 pecial causes are assignale0 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"entiies 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@2eneit -nalysis -nalysis 5eneits o quality acti/ities must outweigh costs !ost o *uality (!#*) 5 costs that will e reali$e" in or"er to achie/e quality quality00 !ost o items that "o not conorm are <cost o poor quality= or !#p* e/en asic quality tools !ause an" eect "iagrams Flowcharts !hecksheets 5 tallies "ata Pareto "iagrams 5 ranke" histogram •
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+istograms !ontrol charts catter "iagram 5 shows correlation 2enchmarking 5 comparing quality stan"ar"s to other projects ;esign o 7xperiments (;#7) 5 uses "ata analysis to "etermine optimal • • •
con"itions0 tatistical sampling Meetings #utputs
*uality Management Plan *uality Metrics *uality !hecklists 5 to ensure all steps were perorme" in sequence0 Process 'mpro/ement Plan Project "ocuments up"ates *uality PEC 5 7xecuting1 Perform 3$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 •
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• Matrix "iagram 3$alit' A$!its 5 the key ke y tool in Perorm *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$alit' *uality !ontrol looks at speciic results to "etermine i they conorm to quality stan"ar"s0 Mostly works with processing change requests tatistical ampling is is typically use"0 'nspection is the primary primary tool0
'nputs *uality Mgmt Plan *uality Metrics *uality !hecklists #rgani$ational #rgani$ation al Process -ssets >ork Perormance ;etails
-ppro/e" !hange ,equests 5eliverables 5 the primary primar y input to the *uality !ontrol process Tools & asic quality tools !ause ? 7ect ('shikawa or ishone) "iagrams !ontrol !harts 5 statistical process control0 Mean. upper an" lower limits are set0 (usually C sigmas apart) "$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) •
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Pareto !hart (Paretos Law 5 D?B rule) ,un !hart 5 analy$es tren"s in quality o/er time catter "iagrams 5 use" or spotting tren"s tatistical ampling (nspection
Lea"ership. moti/ation. moti/ation. an" conlict resolution are all require" project management skills0 skills0 The core o human resource management is to "eine a role or e/eryone on the project. an" "eine the responsiilities or each o these roles0 Powers o a PM1 ,ewar". 7xpert (goo") (goo") Penalty (a" (a")) Lea"ership styles1 "irect. acilitate. coach. support. autocrat. consult. consensus 4 stages o team ormation1 orming. storming. norming. perorming Maslows hierarchy1 physiological. physiological. saety. social. esteem. sel actuali$ation +er$ergs eamoti/ation@hygiene !ing to 5issatisfactheory1 tion !ompan y policy uper/ision ,elationship w?2oss >ork con"itions alary ,elationship w?Peers
ea!ing to &atisfaction -chie/ement ,ecognition >ork 'tsel ,esponsiility -"/ancement Erowth
+, PEB 5 Planning1 Plan H$man "eso$rce Management +, Planning egins early in the project an" may e perorme" iterati/ely0 'nputs 7nterprise 7n/ironmental Factors #rgani$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 @ ,esponsiility -ssignment -ssignment Matrix 5 ,-M ,-!' 5 responsile. accountale. consult. inorm Text
Jetworking #rgani$ational #rgani$ation al Theory 5 groups eha/e "ierently than in"i/i"uals in"i/i"uals00 7xpert ju"gment Meetings #utputs +, management plan ,oles an" ,esponsiilities ,esponsiilities Project #rg !harts taing Management Plan 5 how an" when the project will e stae"0
+, PE C 5 7xecuting1 Ac*$ire Project Team Eets the right people working on the project0 Ty Typically pically perorme" throughout the project as long as the project is a""ing new sta0 'nputs +, management plan ,oles an" responsiilities responsiilities 5 position "escriptions Project org charts taing management plan 5 "etails when an" how long resources will e nee"e" 7nterprise en/ironmental actors #rgani$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/ailaility. a/ailaility. 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 perorme" throughout the project. ut most eecti/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 aility to perorm Team@uil"ing acti/ities Tuckman La""er (A stages o team "e/elopment0 Forming. storming. norming. perorming. 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 perormance 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 perormance assessments 'ssue log >ork perormance reports +, management plan Tools #ser/ation an" con/ersation 5 inormal. use" to monitor morale an" i"entiy prolems0 Project perormance appraisals@ appraisals or in"i/i"ual team memers
!onlict management 5 ocus on constructi/e conlict management0 Most conlict oten 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 WinWin 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 deemphasi% deemphasi%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 managers most important skill set is that o communication0
!M PEB 5 Planning1 Plan Comm$nications Management 44 -ll aout the !ommunications Management Plan 5 sole output o this process 'nputs 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets PMP takehol"er register Tools !ommunications requirements analysis analysis 5 who nee"s what an" how oten •
• •
!ommunication theorists use a ormula to express how communications grow as people are a""e" to the team1 n(n@%)?B o a team o B people has (BR%SCD)?BS% channels 2ut a"" A people an" it goes up to C (BARB4?B)
Make sure to a"" the PM in to the total team numer The speciic numer o communication channels is not in the communications management plan !ommunications technology 5 shoul" e tailore" to the nee" !ommunications mo"els chematic to "escrie project communication !ommunication metho"s 5 know push / pull / interacti/e0 Pull is sharepoint. •
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push is email Meetings #utput !ommunications management plan >ho shoul" recei/e project communications >hat communications shoul" they recei/e >ho shoul" sen" the communications +ow oten the communications will e sent +ow oten it will e up"ate" ;einitions 5 common un"erstan"ing o terms
!M PEC 5 7xecuting1 Manage Comm$nications 'nputs !ommunications management plan >ork perormance reports 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets Tools !ommunication technology
!ommunication mo"els !ommunication metho"s 'normation management system Perormance 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$nications +ow is the project "oing against the planK 'nputs PMP
,isk Management 5 (!h0 %%) Project Manager is in control an" proacti/ely managing e/ents to a/oi" as many prolems as possile0 ,isk is relate" to an uncertain e/ent0 't may aect the project or goo" (opportunities (opportunities)) or a" (threats0) #ther risk terms !ontingency plan 5 what to "o when pre"eine" e/ents occur Fallack plan @ alternati/e ,esi"ual risk 5 remains ater responses ha/e een implemente" i mplemente" econ"ary risk 5 risk that arises as a "irect result o a response •
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ix ,isk Management processes across two process groups with primary output1 Plan Plann ning1 ng1 Plan Plan ,is ,isk Man Manag agem emen entt 5 ri risk manag anagem emen entt p pllan ,isk '"entiication 5 risk register *ualitati/e ,isk -nalysis 5 risk register up"ates *uantitati/e ,isk -nalysis 5 risk register up"ates ,isk ,esponse Planning @ risk register up"ates Monitor Monit or an" !ontrol1 !ontrol1 ,isk Monito Monitoring ring an" !ontrol !ontrol 5 risk register register up"ates up"ates.. change change requests requests.. recommen"e" correcti/e actions. recommen"e" pre/enti/e actions ,M PE B 5 Planning1 Plan "isk Management !reates the ,isk Management Plan0 Ta Takes kes place /ery early since it can inluence "ecisions on scope. time. cost. quality. procurement 'nputs1 PMP Project charter takehol"er register
#rgani$ational process assets #rgani$ational 7nterprise en/ironmental actors Tools1 -nalytical techniques@ what is their risk attitu"e Meetings 5 meet with all appropriate stakehol"ers 7xpert ju"gment #utputs1 ,isk management plan 5 how risk management will e structure" an" perorme" Metho"ology ,oles an" responsiilities responsiilities 2u"geting Timing ;einitions o risk proaility an" impact 'mpact scale o ,isk 2reak"own tructure 5 ,2 5 reak"own categories (technical. project management. organi$ational. organi$ational. external) o risks to e e/aluate" (not the actual risk) • •
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,M PEB 5 Planning1 (!entif' "isks 'nputs1 ,isk management plan !ost management plan che"ule management plan *uality management plan +uman resources management plan cope aseline -cti/ity cost estimates -cti/ity "uration estimates
takehol"er register Project "ocuments Procurement "ocuments 7nterprise en/ironmental actors #rgani$ational #rgani$ation al process assets
Think <inancial analysis= 'nputs1 ,isk management plan !ost management plan che"ule management plan ,isk register #rgani$ational #rgani$ation al process assets 7nterprise en/ironmental actors Tools1 ;ata gathering an" representation techniques 'nter/iewing 'nput to Monte !arlo *uantitati/e risk analysis an" mo"eling techniques ensiti/ity analysis (impact analysis) To Torna"o rna"o "iagrams 5 ranke" ar graph with expecte" monetary /alue that orms a torna"o shape •
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7xpecte" monetary /alue analysis ;ecision tree analysis Mo"eling ? imulations 5 Monte !arlo analysis 7xpert ju"gment #utputs1 Project "ocument up"ates (risk register) Prioriti%e! list of *$antifie! risks (may e a comination o all techniques ut especially sensiti/ity analysis) Proaility o achie/ing cost an" time ojecti/es /ia Monte !arlo or contingency reser/e planning • • •
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,M PEB 5 Planning1 Plan "isk "esponses !reating a "etaile". actionale plan or managing i"entiie" risks 'nputs1 ,isk management plan ,isk register Tools1 trategies or negati/e risks or threats -/oi" (or critical?high impact only) Transer (i0e0 insurance. contractors @ usually a cost associate") • •
Mitigate 5 re"uce the proaility or impact or oth0 Most common i0e0 oering incenti/es o -ccept @ may e the est strategy i cost or impact o other strategies is too great or i its 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 •
#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 perormance "ata5 to compare plan to results >ork >ork >o rk perormance 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 "ierence etween planne" an" execute" (i0e0 cost. sche"ule) • Tren" 5 how perormance is tren"ing •
Te Technical chnical perormance measurement 5 i0e0 numer o "eects. lag time ,eser/e (contingency) analysis tatus meetings #utputs1 >ork >o rk perormance inormation 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$ation al process assets up"ates Procurement Management 5 (!h0 %B) Purchasing 5 ase" on go/ernment purchases0 #/erri"ing i"ea is a air i"0 The i""ers?sellers?/en"ers i""ers?sellers?/ en"ers nee" to ha/e equal access to inormation0 Procurement mgmt PEB 5 Planning1 Plan Proc$rement Management ;ocumenting project procurement "ecisions (which project nee"s can?shoul" e met y thir" parties). speciying the approach. an" i"entiy i"entiying 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@reimursale !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
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 "istriution o inormation 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 inorme" 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. conlict resolution. acti/e listening Management skills 5 acilitation. inluence. 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 perormance "ata Project "ocuments Tools 'normation management system 7xpert ju"gment Meetings #utputs >ork perormance inormation 5 status o "eli/erales. 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