BFEM Knowledge Base [PMP NOTES]bfemuniversity.com/imgs/photography/ebooks/PMP Notes.pdf · BFEM...

BFEM Knowledge Base [PMP NOTES]

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Knowledge Areas

Project Management Process Groups

Initiating

Process Group Planning Process

Group Executing Process

Group

Monitoring and Controlling Process

Group

Closing Process Group

I Project

Integration Management

P1- Develop Project Charter

P2- Develop Project Management Plan

P3- Direct and Manage Project Work

P4- Monitor and Control Project Work P5- Perform Integrated Change Control

P6- Close Project or Phase

See Project Scope Management

P7- Plan Scope Management P8- Collect Requirements P9- Define Scope P10- Create WBS

P11- Validate Scope P12- Control Scope

The Project Time Management

P13- Plan Schedule Management P14- Define Activities P15- Sequence Activities P16- Estimate Activity Resources P17- Estimate Activity Durations P18- Develop Schedule

P19- Control Schedule

Costs are Project Cost

Management

P20- Plan Cost Management P21- Estimate Costs P22- Determine Budget

P23- Control Costs

Quite Project Quality Management

P24- Plan Quality Management

P25- Perform Quality Assurance

P26- Control Quality

High Project Human

Resource Management

P27- Plan Human Resource Management

P28- Acquire Project Team P29- Develop Project Team P30- Manage Project Team

Consider Project

Communications Management

P31- Plan Communications Management

P32- Manage Communications

P33- Control Communication

Reassigning Project Risk

Management

P34- Plan Risk Management P35- Identify Risks P36- Perform Qualitative Risk Analysis P37- Perform Quantitative Risk Analysis P38- Plan Risk Responses

P39- Control Risks

Plan Project

Procurement Management

P40- Plan Procurement Management

P41- Conduct Procurements

P42- Control Procurements

P43- Close Procurements

Status Project

Stakeholder Management

P44- Identify Stakeholders

P45- Plan Stakeholder Management

P46- Manage Stakeholder Engagement

P47- Control Stakeholder Engagement


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P1- Develop Project Charter (Initiating)

Inputs Tools and Techniques Outputs:

1- Project Statement of Work 2- Business Case 3- Agreements 4- Enterprise Environmental Factors 5- Organizational Process Assets

1-Expert Judgment 2- Facilitation Techniques

1- Project Charter

P2- Develop Project Management Plan (Planning)


1- Project Charter 2- Outputs from other Processes 3- Enterprise Environmental Factors 4- Organizational Process Assets

1-Expert Judgment 2- Facilitation Techniques

1- Project Management Plan

P3- Direct and Manage Project Work (Executing)


1- Project Management Plan 2- Approved Change Requests 3- Enterprise Environmental Factors 4- Organizational Process Assets

1-Expert Judgment 2- Project Management Information System 3- Meetings

1- Deliverables 2- Work Performance Data 3- Change Requests 4- Project Management Plan Updates 5- Project Documents Updates

P4- Monitor and Control Project Work (Monitoring and Controlling)


1- Project Management Plan 2- Schedule Forecasts 3- Cost Forecasts 4- Validated Changes 5- Work Performance Information 6- Enterprise Environmental Factors 7- Organizational Process Assets

1- Expert Judgment 2- Analytical Techniques 3- Project Management Information System 4- Meetings

1- Change Requests 2- Work Performance Reports 3- Project Management Plan Updates 4- Project Documents Updates

P5- Perform Integrated Change Control (Monitoring and Controlling)


1- Project Management Plan 2- Work Performance Reports 3- Change Requests 4- Enterprise Environmental Factors 5- Organizational Process Assets

1-Expert Judgment 2- Meetings 3- Change Control Tools

1- Approved Change Requests 2- Change Log 3- Project Management Plan Updates 4- Project Documents Updates

P6- Close Project or Phase (Closing)


1- Project Management Plan 2- Accepted Deliverables 3- Organizational Process Assets

1-Expert Judgment 2- Analytical Techniques 3- Meetings

1- Final Product, Service, or Result transition 2- Organizational Process Assets Updates


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P1- Develop Project Charter (Initiating): Philosophy: 1) Team should be buffered from decision making during execution process. 2) Processes that make up the project management are not discrete. P1- Develop Project Charter (Initiating): SOW is a written description of product, service or result and supplied by customer/project sponsor. SOW = what is to be done + business reason + how project supports the organization's strategy P1- Develop Project Charter (Initiating): Business Case: why this project undertaken, problem it solves and benefit cost analysis P1- Develop Project Charter (Initiating): Projects can be undertaken: Market Demand, Business need, Customer Request, Technological Advance, Legal requirement, Ecological Impact, Social need P1- Develop Project Charter (Initiating): Project Selection Methods: Benefit Cost Ratio (BCR) Economic Value Add (EVA) = profit - (capital*cost of capital) Internal Rate of Return (IRR) = interest rate Net Present Value (NPV) or Present Value (PV) = PV - Costs Opportunity Cost: smaller is better Return on Investment (ROI): (benefit - cost) / cost Return on Invested Capital (ROIC): net income / total capital P1- Develop Project Charter (Initiating): Project Charter names the project manager and gives him authority to spend money and allocate resources. Includes high level project requirements, schedule and budget.

P2- Develop Project Management Plan (Planning): Project Management Plan is formal, single document and approved. It defines how the project is managed, executed, and controlled. May be summary or detailed. It includes (component/process where created) 1-Scope Baseline (Create WBS) 2-Schedule Baseline (Develop Schedule) 3-Cost Baseline (Determine Budget) 4-Scope Management Plan (Plan Scope Management) 5-Requirements Management Plan (Plan Scope Management) 6-Schedule Management Plan (Plan Schedule Management) 7-Cost Management Plan (Plan Cost Management) 8-Quality Management Plan (Plan Quality Management) 9-Process Improvement Plan (Plan Quality Management) 10-Human Resource Plan (Plan Human Resource Management) 11-Communications Management Plan (Plan Communications Management) 12-Risk Management Plan (Plan Risk Management) 13-Procurement Management Plan (Plan Procurement Management) 14-Stakeholder Management Plan (Plan Stakeholder Management) 15-Change Management Plan (Develop Project Management Plan) 16-Configuration Management Plan (Develop Project Management Plan)

P3- Direct and Manage Project Work (Executing): Direct and Manage Project Work is where things get done. A deliverable is any product, service or result that must be completed in order to finish the project.

P4- Monitor and Control Project Work (Monitoring and Controlling): Monitor and Control Project Work looks at the work being performed and makes sure deliverables and the way of producing them are in line


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with the project plan. Any change to the work or plan are identified and made here.

P5- Perform Integrated Change Control (Monitoring and Controlling): Perform Integrated Change Request process is where you assess the change's impact on the project. P5- Perform Integrated Change Control (Monitoring and Controlling): Perform Integrated Change Request process is primarily focused on project's scope where Monitor and Control Project Work focuses on managing the way that scope is executed. P5- Perform Integrated Change Control (Monitoring and Controlling): Change Log is the central place to keep track of all changes and change requests. Documented here and communicated to shareholders.

P6- Close Project or Phase (Closing): Project is temporary.


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P7- Plan Scope Management (Planning)


1- Project Management Plan 2- Project Charter 3- Enterprise Environmental Factors 4- Organizational Process Assets

1-Expert Judgment 2- Meetings

1- Scope Management Plan 2- Requirements Management Plan

P8- Collect Requirements (Planning)


1- Scope Management Plan 2- Requirements Management Plan 3- Stakeholder Management Plan 4- Project Charter 5- Stakeholder Register

1- Interviews 2- Focus Groups 3- Facilitated Workshops 4- Group Creativity Techniques 5- Group decision-making techniques 6- Questionnaires and surveys 7- Observations 8- Prototypes 9- Benchmarking 10- Context diagrams 11- Document analysis

1- Requirements documentation 2- Requirements traceability matrix

P9- Define Scope (Planning)


1- Scope management plan 2- Project charter 3- Requirements documentation 4- Organizational process assets

1- Expert judgment 2- Product analysis 3- Alternatives generation 4- Facilitated workshops

1- Project scope statement 2- Project documents updates

P10- Create WBS (Planning)


1- Scope management plan 2- Project scope statement 3- Requirements documentation 4- Enterprise environmental factors 5- Organizational process assets

1- Decomposition 2- Expert judgment

1- Scope baseline 2- Project documents updates

P11- Validate Scope (Monitoring and Controlling)


1- Project management plan 2- Requirements documentation 3- Requirements traceability matrix

4- Verified deliverables 5- Work performance data

1- Inspection 2-Group decision-making techniques

1- Accepted deliverables 2- Change requests 3- Work performance information 4- Project documents updates

P12- Control Scope (Monitoring and Controlling)


1- Project management plan 2- Requirements documentation 3- Requirements traceability matrix 4- Work performance data 5- Organizational process assets

1- Variance analysis 1- Work performance information 2- Change requests 3- Project management plan updates 4- Project documents updates 5- Organizational process assets updates


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1- Project manager should always be in control of the scope. 2- Scope changes should be handled in a structured, procedural, and controlled manner. Each requirement is documented with acceptance criteria. Scope should be clearly communicated. Scope is the work needed to successfully complete the project and only that work.

P7- Plan Scope Management (Planning): Requirements Management Plan defines what activities team will perform in order to gather and manage project requirements.

P8- Collect Requirements (Planning): Requirements documentation describes what needs to be performed and why each requirement is important on the project. And we need the traceability matrix so that we can identify the source. P8- Collect Requirements (Planning): Group Creativity Techniques: 1- Brainstorming 2- Nominal Group Technique 3- Delphi Technique 4- Idea and Mind Mapping P8- Collect Requirements (Planning): Group Decision Making Techniques: 1-Concencus (everyone agrees to support) 2-Unanimity (everyone has to agree) 3-Majority (%50+) 4-Plurality (largest group) 5-Dictatorship (Person in charge makes the decision)

P9- Define Scope (Planning): Project Scope Statement includes the goals of the project, product description, requirements, constraints and assumptions and scope risks, and acceptance criteria.

P10- Create WBS (Planning): Decomposition: WPs are small enough for estimating time and cost, and can be assigned to a single person or group that can be accountable for the results. P10: Scope Baseline = Scope Statement + WBS (Project Deliverables, not tasks for the deliverables) + WBS dictionary

P11- Validate Scope (Monitoring and Controlling): Validate Scope is the process of ensuring that the product, service, or result of the project matches the documented scope. Needs to be performed even if the project cancels. P11- Validate Scope (Monitoring and Controlling): Validate Scope is concerned with completeness Control Quality is concerned with correctness Validate scope typically performed after Control Quality. P11- Validate Scope (Monitoring and Controlling): Validate scope is a significant milestone where the product is accepted by the project manager, customer, sponsor and even functional manager and key stakeholders. P11- Validate Scope (Monitoring and Controlling): Inspection is the point by point review of the scope in the validate scope context. Accepted deliverables result is a formal, written acceptance by the appropriate stakeholders.

P12- Control Scope (Monitoring and Controlling): Control scope maintains control of the project by preventing unnecessary scope changes. P12- Control Scope (Monitoring and Controlling): Control scope uses variance analysis to measure differences between what was defined in the scope baseline and what was created.


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1- Project management plan 2- Project charter 3- Enterprise environmental factors 4- Organizational process assets

1- Expert judgment 2- Analytical techniques 3- Meetings

1- Schedule management plan

P14- Define Activities (Planning)


1- Schedule management plan 2- Scope baseline 3- Enterprise environmental factors 4- Organizational process assets

1- Decomposition 2- Rolling wave planning 3- Expert judgment

1- Activity list 2- Activity attributes 3- Milestone list

P15- Sequence Activities (Planning)


1- Schedule management plan 2-Activity list 3-Activity attributes 4-Milestone list 5-Project scope statement 6-Enterprise environmental factors 7-Organizational process assets

1- Precedence diagramming method (PDM) 2-Dependency determination 3-Leads and lags

1- Project schedule network diagrams 2-Project documents updates

P16- Estimate Activity Resources (Planning)


1- Schedule management plan 2-Activity list 3-Activity attributes 4-Resource calendars 5-Risk register 6-Activity cost estimates 7-Enterprise environmental factors 8-Organizational process assets

1- Expert judgment 2-Alternative analysis 3-Published estimating data 4-Bottom-up estimating 5-Project management software

1- Activity resource requirements 2-Resource breakdown structure 3-Project documents updates

P17- Estimate Activity Durations (Planning)


1- Schedule management plan 2-Activity list 3-Activity attributes 4-Activity resource requirements 5-Resource calendars 6-Project scope statement 7-Risk register 8-Resource breakdown structure 9-Enterprise environmental factors 10 Organizational process assets

1- Expert judgment 2-Analogous estimating 3-Parametric estimating 4-Three-point estimating 5-Group decision-making techniques 6-Reserve analysis

1- Activity duration estimates 2-Project documents updates


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P18- Develop Schedule (Planning)


1- Schedule management plan 2-Activity list 3-Activity attributes 4-Project schedule network diagrams 5-Activity resource requirements 6-Resource calendars 7-Activity duration estimates 8-Project scope statement 9-Risk register 10-Project staff assignments 11-Resource breakdown structure 12-Enterprise environmental factors 13-Organizational process assets

1- Schedule network analysis 2-Critical path method 3-Critical chain method 4-Resource optimization techniques 5-Modeling techniques 6-Leads and lags 7-Schedule compression 8-Scheduling tool

1- Schedule baseline 2-Project schedule 3-Schedule data 4-Project calendars 5-Project management plan updates 6-Project documents updates

P19- Control Schedule (Monitor and Controlling)


1- Project management plan 2-Project schedule 3-Work performance data 4-Project calendars 5-Schedule data 6-Organizational process assets

1- Performance reviews 2-Project management software 3-Resource optimization techniques 4-Modeling techniques 5-Leads and lags 6-Schedule compression 7-Scheduling tool

1- Work performance information 2-Schedule forecasts 3-Change requests 4-Project management plan updates 5-Project documents updates 6-Organizational process assets updates

Project manager should be in control of the schedule (time), schedule is derived from ground up. Project manager builds the schedule based on the work to be done and then seeks to make it conform to other calendar requirements, constraints, and strategic goals. What work needs to be done to produce deliverables defined by WBS.

P14- Define Activities (Planning): Take WBS and decompose to activities. Rolling wave means things in near future is relatively clear while distant future may not be as detailed. Difference between WP and activity is that WP are deliverables and focus on project scope, while activities are work needs to be done to execute work packages.

P15- Sequence Activities (Planning): Precedence Diagrams represents activities on the nodes (rectangles) and dependencies with arrows. Kinds of dependencies: 1- Mandatory Dependencies 2- Discretionary Dependencies (Soft/preferred logic) 3- External Dependencies Lead (jump start), Lag (waiting period)

P16- Estimate Activity Resources (Planning): Activity resource requirements defines the kind of the resource and the number of the resources. RBS is similar to WBS.


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P17- Estimate Activity Durations (Planning): Estimate activity durations is a function of who will be doing the work, when they are available, how many resources will be assigned and amount of work in the activity. P17- Estimate Activity Durations (Planning): 1-Analogous Estimating: similar activity to previous one 2-Parametric Estimating: linear extrapolation 3-Three-point Estimating (PERT) Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6 beta = (Pessimistic - Optimistic)/6 Triangular Distribution (Pessimistic + Realistic + Optimistic)/3 Reserve analysis (contingency) is the extra time added to an activity duration estimate.

P18- Develop Schedule (Planning): Critical Path Method (CPM) is the combination of activities that, if any are delayed, will delay the project's finish. Used for finish date, float calculation and risk assessment. P18- Develop Schedule (Planning): Resource Optimization Techniques: 1- Resource leveling: resource needs meet up with organization's ability to supply resources 2- Resource smoothing: critical path and completion date do not change. Schedule Compression: 1- Crashing: adding more resources to complete the task quicker (almost always increases the costs) 2- Fast tracking: activities performed in parallel (almost always increases the risks, discretionary dependencies are ignored) Project schedule shows when each activity is scheduled to begin and end and also planned start and finish date for the overall project. Project schedule forms: 1- Milestone chart 2- Bar charts 3- Project Network Diagram

P19- Control Schedule (Monitor and Controlling): Work Performance Information calculates the schedule performance index (SPI), schedule variance (SV) and other earned value measurements (see cost management). P19- Control Schedule (Monitor and Controlling): Schedule forecasts like estimate at completion (EAC) and estimate to completion (ETC) are most common ones (see cost management). Network path is the sequence of events that affect each other on the project from start to finish. Float, early start, early finish, late start, late finish, free slack(delay without effecting the early start date of the subsequent depended activity)


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1- Project management plan 2-Project charter 3-Enterprise environmental factors 4-Organizational process assets

1- Expert judgment 2-Analytical techniques 3-Meetings

1- Cost management plan

P21- Estimate Costs (Planning)


1- Cost management plan 2-Human resource management plan 3-Scope baseline 4-Project schedule 5-Risk register 6-Enterprise environmental factors 7-Organizational process assets

1- Expert judgment 2-Analogous estimating 3-Parametric estimating 4-Bottom-up estimating 5-Three-point estimating 6-Reserve analysis 7-Cost of quality 8-Project management software 9-Vendor bid analysis 10 Group decision-making techniques

1- Activity cost estimates 2-Basis of estimates 3-Project documents updates

P22- Determine Budget (Planning)


1- Cost management plan 2-Scope baseline 3-Activity cost estimates 4-Basis of estimates 5-Project schedule 6-Resource calendars 7-Risk register 8-Agreements 9-Organizational process assets

1- Cost aggregation 2-Reserve analysis 3-Expert judgment 4-Historical relationships 5-Funding limit reconciliation

1- Cost baseline 2-Project funding requirements 3-Project documents updates

P23- Control Costs (Monitoring and Controlling)


1- Project management plan 2-Project funding requirements 3-Work performance data 4-Organizational process assets

1- Earned value management 2-Forecasting 3-To-complete performance index (TCPI) 4-Performance reviews 5-Project management software 6-Reserve analysis

1- Work performance information 2-Cost forecasts 3-Change requests 4-Project management plan updates 5-Project documents updates 6-Organizational process assets updates

Bottom up approach should be used. Life-cycle costing: ownership costs. Value Engineering


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P21- Estimate Costs (Planning): Order of magnitude estimate (-50% to +100%) Conceptual estimate (-30% to +50%) Preliminary estimate (-20% to +30%) Definitive estimate (-15% to +20%) Control estimate (-10% to +15%) P21- Estimate Costs (Planning): Cost of quality, cost of poor quality P21- Estimate Costs (Planning): 1-Analogous Estimating: similar activity to previous one 2-Parametric Estimating: linear extrapolation (Historical relationship) 3-Three-point Estimating (PERT) Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6 beta = (Pessimistic - Optimistic)/6 Triangular Distribution (Pessimistic + Realistic + Optimistic)/3 Reserve analysis (contingency) is the extra money, it should reflect the risk associated with the project.

P22- Determine Budget (Planning): Budget is also known as cost performance baseline, takes the estimates and maps them on the dates on the calendar, in other words, this process time-phases the costs. Cost baseline forms a characteristic S curve.

Types of cost: 1- Fixed 2- Variable 3- Direct 4- Indirect 5- Sunk See Earned Value Formulas below:

Earned Value Formulas:

Schedule Performance

Index (SPI) SPI = EV/PV < 1 behind schedule

= 1 on schedule

EV = Earned Value > 1 ahead of schedule

PV = Planned Value

Cost Performance Index

(CPI) CPI = EV/AC < 1 Over budget

= 1 On budget

EV = Earned Value > 1 Under budget

AC = Actual Cost

sometimes the term

‘cumulative CPI’ would be

shown, which actually is the

CPI up to that moment

Schedule Variance (SV) SV = EV – PV < 0 Behind schedule

= 0 On schedule


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EV = Earned Value > 0 Ahead of schedule

PV = Planned Value

Cost Variance (CV) CV = EV – AC < 0 Over budget

= 0 On budget

EV = Earned Value > 0 Within budget

AC = Actual Cost

Estimate at Completion

(EAC) if original is flawed

EAC = AC +

New ETC

if the original estimate is

based on wrong

data/assumptions or

circumstances have changed

AC = Actual Cost

New ETC = New Estimate to

Completion


(EAC) if BAC remains the

same

EAC = AC +

BAC – EV

the variance is caused by a

one-time event and is not

likely to happen again

AC = Actual Cost

BAC = Budget at completion

EV = Earned Value


(EAC) if CPI remains the

same

EAC =

BAC/CPI

if the CPI would remain the

same till end of project, i.e.

the original estimation is not

accurate


CPI = Cost performance index


(EAC) if substandard

performance continues

EAC = AC +

[(BAC -

EV)/(CPI*SPI)]

use when the question gives

all the values (AC, BAC, EV,

CPI and SPI), otherwise, this

formula is not likely to be

used

AC = Actual Cost


EV = Earned Value

CPI = Cost Performance

Index

SPI = Schedule Performance

Index

To-Complete Performance

Index (TCPI)

TCPI = (BAC –

EV)/ < 1 Under budget

(BAC – AC) = 1 On budget

> 1 Over budget


EV = Earned value

AC = Actual Cost


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TCPI =

Remaining Work

/Remaining

Funds


EV = Earned value

CPI = Cost performance index

Estimate to Completion ETC = EAC -

AC

EAC = Estimate at

Completion

AC = Actual Cost

Variance at Completion VAC = BAC –

EAC < 0 Under budget

= 0 On budget

BAC = Budget at completion > 0 Over budget

EAC = Estimate at

Completion


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1- Project management plan 2-Stakeholder register 3-Risk register 4-Requirements documentation 5-Enterprise environmental factors 6-Organizational process assets

1- Cost-benefit analysis 2- Cost of quality 3- Seven basic quality tools 4- Benchmarking 5- Design of experiments 6- Statistical sampling 7- Additional quality planning tools 8- Meetings

1- Quality management plan 2- Process improvement plan 3- Quality metrics 4- Quality checklists 5- Project documents updates

P25- Perform Quality Assurance (Executing)


1- Quality management plan 2-Process improvement plan 3-Quality metrics 4-Quality control measurements 5-Project documents

1- Quality management and control tools 2-Quality audits 3-Process analysis

1- Change requests 2-Project management plan updates 3-Project documents updates 4-Organizational process assets updates

P26- Control Quality (Monitoring and Controlling)


1- Project management plan 2- Quality metrics 3- Quality checklists 4- Work performance data 5- Approved change requests 6- Deliverables 7- Project documents 8- Organizational process assets

1- Seven basic quality tools 2- Statistical sampling 3- Inspection 4- Approved change requests review

1- Quality control measurements 2-Validated changes 3-Verified deliverables 4-Work performance information 5-Change requests 6-Project management plan updates 7-Project documents updates 8-Organizational process assets updates


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Prevention on inspection. Project manager is ultimately responsible and accountable for the quality of the project. Deming: Plan-Do-Check-Act cycle Quality is the degree to which a set of inherent characteristics fulfills requirements. Total Quality Management (TQM): everyone is responsible and can make a difference. How something is produced is more important than what is actually produced. Continuous Improvement: Kaizen (small changes) Just In Time (JIT) inventory levels down to zero forcing a focus on quality. ISO 9000: document what you do and do what you document. Statistical Independence (not linked) Mutually Exclusive: (you can pick only one at a time) Standard Deviation: normal distribution (1s:68.25%, 2s:95.46%, 3s:99.73%, 6:99.99966%) Six Sigma: 3.4 defects per 1000000 Prevention is keeping defects from occurring, inspection is catching errors before impacting outside the project. Attribute Sampling is binary, Variable Sampling is how well something conforms to quality. Special Causes: unusual and preventable, Common Causes are normal and accepted. Tolerance (product) are the limits for product acceptance, Control Limits (process) are 3s below and above the mean and your process is in control as long as you are within control limits.

P24- Plan Quality Management (Planning): Baselines from project management plan is important input for the quality management. P24- Plan Quality Management (Planning): Quality policy is a must, if it doesn't exist project team should write one for the project. All benefits of quality activities must outweigh the costs. 7 Basic Quality Tools: 1- Cause and Effect Diagrams - Ishikawa or fishbone 2- Flowcharting 3- Checksheets 4- Pareto Diagrams (80/20 cumulative) 5- Histograms - column charts 6- Control charts - rule of 7 7- Scatter Diagrams


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P25- Perform Quality Assurance (Executing): Perform Quality Assurance is all about improving the process itself. P25- Perform Quality Assurance (Executing): Quality Management and Control Tools: 1- Affinity Diagrams: visually relates bits of information to other bits of information. 2- Process Decision Program Charts (PDPC): risks and steps to take for these risks. 3- Interrelationship Digraphs: causes and effects related to a problem 4- Tree Diagrams: 5- Prioritization Matrices 6- Activity Network Diagrams 7- Matrix Diagrams P25- Perform Quality Assurance (Executing): Quality audits are the key tool in perform quality assurance because they review the project to evaluate which activities should be improved and which meet quality standards.

P26- Control Quality (Monitoring and Controlling): Control Quality looks at specific results to determine if they conform to the quality standards (both product and project deliverables). Uses statistical sampling rather than looking at each and every output. This process uses the tool of inspection.


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P27- Plan Human Resource Management (Planning)


1- Project management plan 2-Activity resource requirements 3-Enterprise environmental factors 4-Organizational process assets

1- Organization charts and position descriptions 2-Networking 3-Organizational theory 4-Expert judgment 5-Meetings

1- Human resource management plan

P28- Acquire Project Team (Executing)


1- Human resource management plan 2-Enterprise environmental factors 3-Organizational process assets

1- Pre-assignment 2-Negotiation 3-Acquisition 4-Virtual teams 5-Multi-criteria decision analysis

1- Project staff assignments 2- Resource calendars 3- Project management plan updates

P29- Develop Project Team (Executing)


1- Human resource management plan 2-Project staff assignments 3-Resource calendars

1- Interpersonal skills 2-Training 3-Team-building activities 4-Ground rules 5-Colocation 6-Recognition and rewards 7-Personnel assessment tools

1- Team performance assessments 2-Enterprise environmental factors updates

P30- Manage Project Team (Executing)


1- Human resource management plan 2- Project staff assignments 3- Team performance assessments 4- Issue log 5- Work performance reports 6- Organizational process assets

1- Observation and conversation 2- Project performance appraisals 3- Conflict management 4- Interpersonal skills

1- Change requests 2- Project management plan updates 3- Project documents updates 4- Enterprise environmental factors updates 5- Organizational process assets updates

Human resource management defines a role for everyone on the project and defines responsibilities for each of those roles. The project manager gives responsibility and authority to the team and expects reliability and accountability in return.


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P27- Plan Human Resource Management (Planning): Three primary organization charts: 1- Hierarchical 2- Matrix (Responsibility Assignment Matrix (RAM), RACI is a RAM) 3- Text Oriented Responsible – Who is responsible for the execution of the task? Accountable – Who is accountable for the tasks and signs off the work? Consulted – Who are the subject matter experts who to be consulted? Informed – Who are the people who need to be updated of the progress? P27- Plan Human Resource Management (Planning): Human Resource Management plan has 3 components: 1- Roles and Responsibilities, 2- Organization Charts, 3- Staffing management plan (resource histogram, timeline, release plan, training, rewards, safety procedures, compliance needs)

P28- Acquire Project Team (Executing): Acquire project team process gets the right people working on the project. You need different skill set throughout the life of the project.

P29- Develop Project Team (Executing): Develop Project Team focuses on building a sense of team and improving its performance. Interpersonal skills (soft skills) are the ability to get along with others, to ensure their cooperation, and motivate people to give extra effort and do their best for the project. Team Building Activities: Tuckman's Ladder of Team Development: 1- Forming 2- Storming 3-Norming 4- Performing 5- Adjourning P29- Develop Project Team (Executing): Recognition and rewards (theories of motivation) win-win is always better 1- Maslow's Hierarchy of Needs (bottom must be satisfied before upper surface) Physiological Security Acceptance Esteem Self-Actualization 2- Expectancy Theory: Team members make choices based on the expected outcomes. 3- McGregor's Theory X (members are interested in their own selfish goals) and Theory Y (naturally motivated to do good work) 4- Contingency Theory: 1- Task or relationship oriented 2- Situational factors in the workplace 5- Herzberg's Motivation-Hygiene Theory: presence of certain factors doesn't satisfy (good relationships, pay, personal life, status, security) but their absence unsatisfies. Motivation factors (achievement, recognition, work, responsibility, advancement, growth) work but you need hygiene factors in place. 6- McClelland's Three Need Theory: 1- Achievement 2- Power 3- Affiliation Project manager can work to manage roles by using these needs to reach peak performance.

P29- Develop Project Team (Executing): Recognition and Rewards: Forms of Power: 1- Reward Power (most effective) 2- Expert Power (most effective) 3- Legitimate 4- Referent 5- Punishment (least effective) P29- Develop Project Team (Executing): Personnel assessment tools mean to create awareness so that an improvement plan may be undertaken. P29- Develop Project Team (Executing): Team performance assessments: it is project manager's job to increase the team performance and he needs right resources to develop the team.


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P30- Manage Project Team (Executing): Conflict management: Managing conflict in a constructive way helps improve team morale and performance. 1- Problem Solving (conformation of the problem) - best way 2- Collaboration - work together - second best way 3- Compromise - lose -lose 4- Forcing 5- Smoothing - focus what is going well 6- Withdrawal - avoidance Constructive and Destructive Team Roles Constructive: Initiators, Information Seekers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizers, Gate Keepers Destructive: Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumpers, Dominators, Devil's Advocates

Sources of conflict: Less common: Personality, Cost, Procedure, Technical Options, 50%+ Human Resources, Priorities, Schedules :More common P30- Manage Project Team (Executing): Interpersonal Skills: Leadership, Influencing, Effective Decision Making Managing means producing key results, while leadership means establishing a direction, aligning people to that direction, and motivating and inspiring. Styles of leading: Early phases to Late phases Directing Leader -> Coaching Leader -> Facilitating Leader -> Supporting Leader Project managers have to be able to influence stakeholders through persuasion, listening, and building trusting relationships. Good decision making involves: following a process, keeping focused on the goals, and taking all information into consideration.


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t P31- Plan Communications Management (Planning)


1- Project management plan 2-Stakeholder register 3-Enterprise environmental factors 4-Organizational process assets

1- Communication requirements analysis 2-Communication technology 3-Communication models 4-Communication methods 5-Meetings

1- Communications management plan 2-Project documents updates

P32- Manage Communications (Executing)


1- Communications management plan 2-Work performance reports 3-Enterprise environmental factors 4-Organizational process assets

1- Communication technology 2-Communication models 3-Communication methods 4-Information management systems 5-Performance reporting

1- Project communications 3-Project management plan updates 2-Project documents updates 4-Organizational process assets updates

P33- Control Communication (Monitoring and Controlling)


1- Project management plan 2-Project communications 3-Issue log 4-Work performance data 5-Organizational process assets

1- Information management systems 2-Expert judgment 3-Meetings

1- Work performance information 2-Change requests 3-Project management plan updates 4-Project documents updates 5-Organizational process assets updates

Communications management covers all tasks related to producing, compiling, sending, storing, distributing, and managing project records. Project manager's most important job or skill is communications (%90 of his time spent on communications, %50 with project team). Project manager should be in control of the communications process.


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P31- Plan Communications Management (Planning): Planning: how often, what format, what information, which stakeholders (also communication requirements analysis) Communications Requirement Analysis: Communication Channels/paths of communication: n x (n-1)/2 if this number is large project manager should define which communication channels are official. Communication Technology: Sensitivity and security of the communication defines the right technology (face to face, web site, portal, email) Communication Models: How messages are sent and received. Responsibilities between sender and receiver (S: encode, select a method, send, confirm R: decode, acknowledge, respond and feedback) Noise: anything interferes Ways of communicating: 1- Active Listening 2- Effective Listening 3- Feedback 4- Nonverbal 5- Para lingual - tone of voice, volume, pitch Communication Methods: 1- Informal Written: email, memorandum 2- Formal Written: contracts, legal notices, project documents, important project communications 3- Informal Verbal: meetings, discussions, phone calls, conversations 4- Formal Verbal: speeches, mass communications, presentations Communication Methods (another way to frame): 1- Interactive 2- Push 3- Pull

P32- Manage Communications (Executing): Project Communications: anytime information is being exchanged with stakeholder, this output comes into play.


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t P34- Plan Risk Management (Planning)


1- Project management plan 2-Project charter 3-Stakeholder register 4-Enterprise environmental factors 5-Organizational process assets

1- Analytical techniques 2-Expert judgment 3-Meetings

1- Risk management plan

P35- Identify Risks (Planning) Inputs Tools and Techniques Outputs: 1- Risk management plan 2-Cost management plan 3-Schedule management plan 4-Quality management plan 5-Human resource management plan 6-Scope baseline 7-Activity cost estimates 8-Activity duration estimates 9-Stakeholder register 10 Project documents 11- Procurement documents 12-Enterprise environmental factors 13-Organizational process assets

1- Documentation reviews 2-Information gathering techniques 3-Checklist analysis 4-Assumptions analysis 5-Diagramming techniques 6-SWOT analysis 7-Expert judgment

1- Risk register

P36- Perform Qualitative Risk Analysis (Planning) Inputs Tools and Techniques Outputs:

1- Risk management plan 2-Scope baseline 3-Risk register 4-Enterprise environmental factors 5-Organizational process assets

1- Risk probability and impact assessment 2-Probability and impact matrix 3-Risk data quality assessment 4-Risk categorization 5-Risk urgency assessment 6-Expert judgment

1- Project documents updates

P37- Perform Quantitative Risk Analysis (Planning) Inputs Tools and Techniques Outputs:

1- Risk management plan 2-Cost management plan 3-Schedule management plan 4-Risk register 5-Enterprise environmental factors 6-Organizational process assets

1- Data gathering and representation techniques 2-Quantitative risk analysis and modeling techniques 3-Expert judgment

1- Project documents updates

P38- Plan Risk Responses (Planning) Inputs Tools and Techniques Outputs:

1- Risk management plan 2-Risk register

1- Strategies for negative risks or threats 2-Strategies for positive risks or opportunities 3-Contingent response strategies 4-Expert judgment

1- Project management plan updates 2-Project documents updates

P39- Control Risks (Monitoring and Controlling) Inputs Tools and Techniques Outputs:

1- Project management plan 2-Risk register 3-Work performance data 4-Work performance reports

1- Risk reassessment 2-Risk audits 3-Variance and trend analysis 4-Technical performance measurement 5-Reserve analysis 6-Meetings



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1- Risk is related to an uncertain event. 2- Risk may affect the project for good or for bad.

P34- Plan Risk Management (Planning): How risk will be approached on the project. Risk Management Plan includes risk categorization in the form of RBS.

P35- Identify Risks (Planning): Documents are reviewed for completeness, correctness and consistency. Information gathering techniques mostly used for identifying risks are: brainstorming, Delphi technique, expert interviews, and root cause identification. Checklist analysis uses RBS. Diagramming techniques used here: Ishikawa-fishbone-cause and effect, influence diagrams, flow charts SWOT: Strengths, Weaknesses, Opportunities, and Threats P35- Identify Risks (Planning): Risk Register: list of risks, reactions to these, root causes, and categories

P36- Perform Qualitative Risk Analysis (Planning): Perform Qualitative Risk Analysis: quickly determine highest priority risks on the project. Use probability and impact matrix (PIM) to create prioritization and ranking and update risk register. Tools: PIM, give a number for probability and impact and multiply them to define the ranking.

P37- Perform Quantitative Risk Analysis (Planning): Perform Quantitative Risk Analysis: Assign a projected value to quantify the risks that have been ranked by perform qualitative risk analysis. Scope generally fits better to qualitative risk analysis and cost fits better to quantitative risk analysis. Tools: Data gathering and representation techniques used here: interviewing, probability distributions (very useful) Tools: Quantitative risk analysis and modeling techniques: Sensitivity Analysis (how sensitive to risk), Expected Monetary Value Analysis (most likely monetary value), Decision Tree Analysis (probability and dollar amount for each risk), Tornado Diagrams (change in project cost due to labor for example), Modeling and Simulation (Monte Carlo) Risk may be beneficial, risk is in the uncertainty not just in the outcome.

P38- Plan Risk Responses (Planning): Plan risk responses: Creates a plan for how each risk will be handled (actionable: specific tasks and responsibilities are assigned to specific team members). Tools: Strategies for Negative Risks or Threats: 1- Avoid (avoid the risk by taking safer route) 2- Transfer 3- Mitigate (make it less) 4- Accept (could be a good solution if the cost or impact of other strategies is too great) Strategies for Positive Risks or Opportunities: 1- Exploit (remove any uncertainty) 2- Share 3- Enhance (increase the likelihood of the risk occurring) 4- Accept Tools: Contingent response strategies (decision is contingent upon certain conditions).


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P39- Control Risks (Monitoring and Controlling): Control Risks: Did we plan properly? Did the results come out the way we anticipated? Should we correct the plan or the way we execute? Are there lessons learned? Tools: Risk Reassessment: risks and very nature of the risks changes so that you need to reassess the risks so that they are current and accurate. Risk Audits: focused on risk management not so much about individual risks. Variance (difference between what was planned and what was executed) and Trend Analysis (how performance is trending) Technical Performance Measurement focuses on the functionality, looking at the project meeting goals for delivering the scope over time. Reserve Analysis: sufficient cost or time compared to the amount of risk anticipated.


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t P40- Plan Procurement Management (Planning)


1- Project management plan 2-Requirements documentation 3-Risk register 4-Activity resource requirements 5-Project schedule 6-Activity cost estimates 7-Stakeholder register 8-Enterprise environmental factors 9-Organizational process assets

1- Make-or-buy analysis 2-Expert judgment 3-Market research 4-Meetings

1- Procurement management plan 2-Procurement statement of work 3-Procurement documents 4-Source selection criteria 5-Make-or-buy decisions 6-Change requests 7-Project documents updates

P41- Conduct Procurements (Executing)


1- Procurement management plan 2-Procurement documents 3-Source selection criteria 4-Seller proposals 5-Project documents 6-Make-or-buy decisions 7-Procurement statement of work 8-Organizational process assets

1- Bidder conference 2-Proposal evaluation techniques 3-Independent estimates 4-Expert judgment 5-Advertising 6-Analytical techniques 7-Procurement negotiations

1- Selected sellers 2-Agreements 3-Resource calendars 4-Change requests 5-Project management plan updates 6-Project documents updates

P42- Control Procurements (Monitoring and Controlling)


1- Project management plan 2-Procurement documents 3-Agreements 4-Approved change requests 5-Work performance reports 6-Work performance data

1- Contract change control system 2-Procurement performance reviews 3-Inspections and audits 4-Performance reporting 5-Payment systems 6-Claims administration 7-Records management system


P43- Close Procurements (Closing)


1- Project management plan 2-Procurement documents

1- Procurement audits 2-Procurement negotiations 3-Records management system

1- Closed procurements 2-Organizational process assets updates


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Procurement Roles: Buyer, Seller Contract Types: 1- Fixed Price Contracts Firm Fixed Price (FFP) Fixed Price Incentive Fee (FPIF) Fixed Price Economic Price Adjustment (FP-EPA) 2- Cost Reimbursable Contracts Cost Plus Fixed Fee (CPFF) Cost Plus Incentive Fee (CPIF) 3- Time and Materials Contracts Point of Total Assumption (PTA) is the cost point in the contract where a subcontractor assumes responsibility for all additional costs.

P40- Plan Procurement Management (Planning): Procurement Management Plan defines what will be procured, how seller will be selected, contract type, how risk will be managed, how sellers will be managed and their performance will be measured. Procurement Statement of Work: Section of the scope is explained in enough detail so that the seller can decide or analyze whether they are qualified to pursue the work in question. Procurement Documents: Invitation For Bid (IFB) or Request For Proposal (RFP) provides a narrative description of the work to be performed. Source selection criteria is defined before the seller is selected to make sure the procurement process is objective and unbiased.

P41- Conduct Procurements (Executing): Conduct Procurements: Tools: Procurement Negotiations: the goal is to reach a win-win scenario. Agreements: contract describes the work, and the way of performing the work (location, conditions). It may also specify who will do the work, when and how payments will be made and delivery terms. How disputes will be resolved is also an important part of the contracts.

P42- Control Procurements (Monitoring and Controlling): Control Procurements: All conditions of the contract are met and project match procurements plan. Tools: Procurement Performance Review: seller is shown the areas they are compliant and performance problem areas. Tools: Inspection and Audits: Product itself not so much the performance. Tools: Performance Reporting: tool to help measure the seller's performance against the plan. Tools: Claims Administration: Disputes must be resolved and for doing so should be defined in advance of the claim.

P43- Close Procurements (Closing): Close Procurements: It is performed when a contract is completed or terminated. Tools: Procurement Audits: capture lessons learned Tools: Procurement Negotiations: When negotiations break down Alternative Dispute Resolution (mediation or arbitration) should be used before litigation.


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t P44- Identify Stakeholders (Initiating)


1- Project charter 2-Procurement documents 3-Enterprise environmental factors 4-Organizational process assets

1- Stakeholder analysis 2-Expert judgment 3-Meetings

1- Stakeholder register

P45- Plan Stakeholder Management (Planning)


1- Project management plan 2-Stakeholder register 3-Enterprise environmental factors 4-Organizational process assets

1- Expert judgment 2-Meetings 3-Analytical techniques

1- Stakeholder management plan 2-Project documents updates

P46- Manage Stakeholder Engagement (Executing)


1- Stakeholder management plan 2-Communications management plan 3-Change log 4-Organizational process assets

1- Communication methods 2-Interpersonal skills 3-Management skills

1- Issue log 2-Change requests 3-Project management plan updates 4-Project documents updates 5-Organizational process assets updates

P47- Control Stakeholder Engagement (Monitoring and Controlling)


1- Project management plan 2-Issue log 3-Work performance data 4-Project documents

1- Information management systems 2-Expert judgment 3-Meetings


The idea that drives this is to work to manage the expectations that drive stakeholder satisfaction. Stakeholder management is the creation and maintenance of relationships with the aim to satisfy needs.

P44- Identify Stakeholders (Initiating): Identify Stakeholders: Stakeholder may be anyone with an interest (positive/negative) in the project. Perform after develop project charter. Tools: Stakeholder analysis: plot stakeholders on a grid to visualize their impact and influence; they can be ranked from greatest to least. Stakeholder Register lists stakeholders, describes them and classifies them.


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P45- Plan Stakeholder Management (Planning): Plan Stakeholder Management: Tools: Analytical Techniques: Stakeholders and their level of engagement (current and desired) must be understood and analyzed (stakeholder engagement matrix). Unaware -> Resistant -> Neutral -> Supportive -> Leading Stakeholder management plan describes how team will engage stakeholders, manage their expectations and deal with issues.

P46- Manage Stakeholder Engagement (Executing): Manage Stakeholder Engagement: Stakeholder satisfaction may be the single most significant ingredient in project success. Issue log captures and condenses stakeholder concerns in one single document.

P47- Control Stakeholder Engagement (Monitoring and Controlling): Control Stakeholder Engagement:


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Process: A package of inputs, tools and outputs used together to do something necessary and valuable for the project. Composed of: inputs (starting points), tools and techniques (actions or methods transforming inputs to outputs), and outputs

Project: A temporary (finite) group of related tasks undertaken to create a unique product, service or result.

Program: A group of related projects coordinated together. Portfolio: Represents the entire investment in projects and programs Progressive Elaboration:

You don't know all the characteristics about a product when you begin the project. It is refined over time.

Project Management:

Using skills, knowledge, and resources to satisfy project requirements.

Success: Delivering the project within the set boundaries of scope, cost, schedule, quality and risk.

Baseline: Original plan plus any approved changes. Lessons Learned:

Variances between the plan and the result.

System: All the formal procedures and tools put in place to manage something. Project Roles:

Project Manager:

* Formally empowered to use organizational resources * In control of the project * Authorized to spend the project's budget * Authorized to make decisions for the project

Project Coordinator:

Weaker than project manager

Project Expeditor:

Staff assistant who has little or no formal authority.

Senior Management:

More senior than project manager.

Functional Manager:

Departmental manager.

Stakeholder: Individuals who are involved in the project or whose interests may be positively or negatively affected as a result of the execution or completion of the project.

Sponsor: Internal or external body paying for the project. Project Office: Supports the project managers with methodologies, tools and training,

etc., or even ultimately control projects.

Program Manager:

Manages projects at a higher level than the project manager does.

Project Context: Organizational environment where the project is carried out.

Types of Organizations: PM Power: Functional: Functional Manager is in charge less Matrix: Weak Matrix: more functional manager

Balanced Matrix: shared Strong Matrix: more project manager

medium


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Projectized: Project Manager is in charge high Composite: An organization that has more than one type of reporting structure.

Project Manager's Management Skills: Leading: Communicating: Negotiating: Problem Solving:

Influencing: Project Phases

Conceptual -> Planning -> Construction -> Testing -> Implementation -> Closure

Project Management Methodology: Rules are the processes (same 47 for everybody) and strategy is the

methodology (which ones to utilize and how to utilize them)

Common Inputs: Enterprise Environmental Factors:

Things that impact the project that are not part of the project itself: Organizational Structure Corporate culture Organization's values and work ethic Laws and regulations Project stakeholder characteristics Marketplace Infrastructure Appetite for risk Anything external that effects the project

Organizational Process Assets:

Information, tools, documents, or knowledge from your organization that could help your project: Project document templates Project plan examples Policies, procedures, guidelines SW tools Databases Estimation data (budget/schedule) Historical information Lessons learned Knowledge bases Corporate competencies Anything organization owns.

Project Documents:

Any documents project produces or influence the project (agreements/standards)

Project Management Plan:

Single approved document that guides execution, monitoring and control, and closure.

Common Tools: Analytical Techniques:

Root cause to scenario forecasts

Expert Whenever there is not sufficient experience


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Judgment: Facilitation Techniques:

Group Decision Making Techniques:

Consensus (everyone agrees to support) Unanimity (everyone has to agree) Majority (%50+) Plurality (largest group) Dictatorship (Person in charge makes the decision)

Meetings: PMIS: Project

Management Information System

Schedule and handling (collect/distribute) information

Common Outputs: Work

Performance Data:

Raw data

Work Performance Information:

Analyzed and processed

Work Performance Reports:

Information compiled into the format of presentation or report.

Change Requests:

All requested changes are brought into the process of Perform Integrated Change Control and approved or rejected.

Updates: Plan updates come out of planning, executing, monitoring and controlling processes.

Professional Conduct: Responsibility: taking ownership for the decisions we make or fail to make, the actions

we take or fail to take, and the consequences that result. Respect: Our duty to show a high regard for ourselves, others, and the resources

entrusted to us. Fairness: Do unto others as you would have them do unto you. Honesty: Our duty to understand the truth and act in a truthful manner both in

our communications and in our conduct. Tell the truth, the whole truth, and nothing but the truth. Accountability

vs Responsibility:

The Accountable person is the individual who is ultimately answerable for the activity or decision. This includes “yes” or “no” authority and veto power. Only one Accountable person can be assigned to an action. The Responsible person is the individual(s) who actually complete the task. The Responsible person is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with the “Accountability”.

Verification vs validation:

Verification: Are we building the product right? Validation: Are we building the right product?

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