Pmp Pmi Gdl- Chapter 7

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description

Guía para la administración de Proyectos.

Transcript of Pmp Pmi Gdl- Chapter 7

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Agenda

2 Planning Project

Resources

Elapsed Time 5 minutes

0 Instructor Introduction 3 minutes

0 Agenda review 2 minutes

0 Chapter of the week 50 minutes

0 Q&A of chapter 10 minutes

0 Break 10 minutes

0 Exercises 25 minutes 0 Round table 15 minutes

0 Closure 5 minutes

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Content 0 Plan Procurements

0 Developing the Human Resource Plan

0 Plan Quality

Planning Project

Resources 3

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Plan Procurements 0 It is the process of identifying what goods or services you’re

going to purchase from outside the organization and which needs the project team can meet.

4 Planning Project

Resources

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Plan Procurements

5 Planning Project

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In outsourced projects the seller is also known as:

• Vendor

• Supplier

• Contractor

The scope baseline includes:

• Project scope statement

• Constraints

• Assumptions

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Plan Procurements-Contracts

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What is a contract? •A compulsory agreement between two or more parties and is used to acquire products or services from outside the organization. Contracts are enforced by law and require an

offer and an acceptance.

Fixed Price or Lump Sum – Set a specific firm price or includes incentives. Contract types •Firm Fixed-Price (FFP)‏.

Fixed-Price Plus Incentive (FPIF)‏.

Fixed Price with Economic Price Adjustment (FP-EPA)‏.

Cost Reimbursable – Most often used when the project scope contains uncertainty or large investments early in the project life. Contract types

•Cost Plus Fixed Fee (CPFF). Fixed fee portion is the seller’s profit.‏

Cost Plus Incentive Fee (CPIF). Incentive fee encourages better cost performance.

Cost Plus Percentage of Cost (CPPC)‏. Fee based on cost, no motivation to keep cost slow.

Cost Plus Award Fee (CPAF)‏. Is the riskiest for the seller, award is not usually contestable.

Time and materials Contract types •Hybrid type of contractual arrangements that contain aspects of both cost-reimbursable and fixed-price contracts. Most used when you need human resources and when it’s

possible to quickly and precisely define the scope of work.

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Plan Procurements-Contracts

7 Planning Project

Resources

Selle

r –>

co

ntr

acto

r /

Sup

plie

r /

Ven

do

r

Bu

yer

–> C

ust

om

er

High Risk (+)‏

High Risk (+)‏

Low Risk (-)‏

Low Risk (-)‏

Fixed Price Contracts

Cost Reimbursable Contracts

Time and Materials Contracts

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Plan Procurements-Outputs

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SOW

Contains the detail of the procurement items in clear concise terms. It might be prepared by the seller or the buyer.

Make or Buy decisions

Document that outlines which goods or services will be produced and which will be purchased.

Procurement documents

They are prepared by the buyer to assure as accurate and complete response from all potential bidders. When decision is primarily on price, the term bid and quotation are used. When considerations other than price, technology for example, the term proposal is used.

RFP: Request for proposal

RFI: Request for information

IFB: Invitation for Bid

RFQ: Request for quotation

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Develop Human Resource Plan

9 Planning Project

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0 It is the process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan.

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Develop Human Resource Plan

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Environmental factors to consider when developing the plan:

• Organizational

• Existing human resources and marketplace conditions

• Personnel policies

• Technical

• Interpersonal

• Location and logistics

• Political

Constraints to consider when developing the plan:

• Organizational structures

• Collective bargaining

• Economic Conditions

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Develop Human Resource Plan

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Tools & techniques

• Organizational charts and Position descriptions:

• Hierarchical charts

• Matrix-based charts *

• Text-oriented formats

• Other sections of the Project Mgmt. Plan

*

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Develop Human Resource Plan

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Outputs

• Human resource plan components:

• Roles and Responsibilities (RAM or RACI Charts)‏

• Project organizational charts

• Staffing Management Plan

• Staff acquisition

• Resource calendars*

• Staff release plan

• Training needs

• Recognition and rewards

• Compliance

• Safety

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Plan Quality

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0 This process is concerned with targeting quality standards that are relevant to the project.

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Plan Quality

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Quality is affected by the triple constraint:

• Cost of Quality (COQ) – is the total cost to produce the product or service of the project according to the quality standards. This cost includes all work, whether it was planned or unplanned.

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Plan Quality

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• The cost associated with the COQ are:

• Prevention Cost - Cost associated with satisfying customer requirements by producing a product without defects.

• Appraisal Cost – Cost expended to examine the product or process and make certain the requirements are being met.

• Failure Cost - Cost of poor quality. Nonconformance Costs.

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Plan Quality

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Theories on the COQ

• Crosby = Zero defects and preventions or reworks results.

• Juran = Fitness for use, conformance. Quality by design

• Deming = Quality is a management problem.

• Feigenbaum = Founder of TQM

• Shewhart = Plan-Do-Chek-Act cycle

• TQM = Quality must be managed in and must be a continuous process

• Six Sigma = measurement based strategy; no more than 3.4 defects per million opportunities.

• Kaizen = Continuous improvement; improve quality of people first.

• Continuous improvement = Watch continuously for ways to improve quality

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Questions or comments

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Elapsed time 55 minutes

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Break: 10 minutes

Elapsed time 65 minutes

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Exercises

Elapsed time 75 minutes

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Round table

Elapsed time 100 minutes

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Tips for the exam

Elapsed time 115 minutes

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0 The purpose of the Plan Procurements process is to identify which project needs should be obtained from outside the organization

0 Contract types are a tool and technique of the Plan Procurements process and include fixed-price and cost-reimbursable contracts.

0 The outputs of Plan Procurements are procurement management plan, procurement statements of work, make-or buy decisions, procurement documents, source selection criteria, and change requests.

0 Develop Human Resource Plan involves determining roles and responsibilities, reporting relationships for the project, and creating the staffing management plan.

0 The benefits of meeting quality requirements include increased stakeholder satisfaction, lower costs, higher productivity, and less rework.

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0 Bibliography:

0 Heldman, Kim. PMP® Project Management Professional Exam Study Guide. Sybex. Wiley Publishing, Inc. 5th ed. 2009.

0 Project Management Institute, Inc. A guide to the Project Management Body of Knowledge (PMBOK). 4th ed. 2008.

0 Authors:

0 Iván Guillén Franco, PMP®

0 Luis Catalán, PMP®

0 Roberto Burgos, PMP®

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