Project Management Professional (PMP) Training &NEW

8/9/2019 Project Management Professional (PMP) Training &NEW

http://slidepdf.com/reader/full/project-management-professional-pmp-training-new 1/791

Project ManagementProfessional (PMP) Training& Certi cationMohammad Amawi, PMP, PMOC

Orange – Amman

May 19 th - 30 th , 2013



Getting Acquainted

• Name• Title• Why are you here?• What do you want to learn from this

course?• little !nown fact



Ground u!e"

• Material & "oo!(s)• Time & "rea!s• #mo!ing• Mo$ile Phones• #ide Tal!s

• %es ect• s!' as!' as!



'a"ic de(nition"

• Non/for/ ro t Professional ssociation• #tarted in 0121• 34er 566'666 mem$ers worldwide• 7n more than 026 countries

PM7



PM)*" Mem+er"hi



PMP" Certi(ed



hat i" PMP./

• Credential initiated $y PM7 in 0185 9ProjectManagement Professional:

• ,emonstrate to em loyers' clients and colleaguesthat roject managers ossess roject management!nowledge' e* erience and s!ills to $ring rojects tosuccessful com letion

• The most recogni.ed credential in rojectmanagement worldwide



Getting Certi(ed$it!e CAPM. PMP.u!! ame Certi(ed A""ociate in Pro ect

ManagementPro ect ManagementPro e""iona!

Pro ect o!e Contri+ute" to ro ect team 4ead" and direct"ro ect team"

5!igi+i!ityequirement"

Candidate ho!d" a+acca!aureate uni&er"itydegree6

27 contact hour" o Pro ectManagement traininginc!uding a!! nine 8now!edgearea" o ro ect management6

Candidate ho!d" a+acca!aureateuni&er"ity degree6

,700 hour" o Pro ectManagement5: erience6

3; non o&er!a ingmonth" o Pro ectManagement5: erience6

At !ea"t three year" oro ect e: eriencewithin !a"t "i: year" oe: erience6

37 contact hour" oPro ect Managementtraining inc!uding a!!

nine 8now!edge area"o ro ect management

PMP 5:am

• 5 ;ours We$/"ased• <66 -uestions• 0=> -uestions Counted• Passing #core 06=

PMP 5:am

• *am tests• 0/ Theoretical Anowledge (PM"3A)

• </ Personal #!ills• @/ Practical * erience• 5/ thics & rofessional res onsi$ility



Pro ect Management'ody

o ?now!edge @PM'O?• 7denti es that su$set of the PM"3A that is

generally recogni.ed as a good ractice

•9+enerally %ecogni.ed: means the!nowledge and ractice descri$ed area lica$le to most rojects most of thetimeB There is consensus a$out their 4alueand usefulnessB

• 9+ood Practice: means there is a generalagreement that the a lication of theses!ills' tools' and techni ues can enhancethe chances of success o4er a wide range

of rojectsB



At Orange

“A TTM project is a temporaryendeavour undertaken to createa unique product or infrastructure or revamp of existing product or

infrastructure ”



1- $em orary

• ,e nite "eginning (T/0)& nd (T5)• nd reached when• 3$jecti4es reached• 3$jecti4es cannot $e met• Need for roject no longer e*ists

• Projects are not 9ongoing: eEorts• ,oes not generally a ly to outcomes



2- Bnique

• Products

•Ca a$ility

• %esults

• %e etiti4eness does not change thefundamental uni ueness of the roject



At Orange

• Fni ue means that the roduct or infrastructure idiEerent' in some distinguishing way from allother roducts or infrastructuresB



3- Progre""i&e!y5!a+orati&e

• ,e4elo ing in ste s' and continuing $yincrementsB

• Plans get im ro4ed and clearer as moreinformation is o$tained and estimates aremore accurateB



5:am !e Progre""i&e5!a+oration



@/ Progressi4ely la$orati4e

Concept Phase

Design Phase

Testing Phase

5DAMP45 '5 O 5 CO C5P$ P#A=5

ProjectConcept DesignImplementationTesting Handover




5DAMP45 '5 O 5 %5=)G P#A=5

ConceptPhase

TestingPhase

ProjectConcept Design Handover

Design Phase




ConceptPhase

TestingPhase

5DAMP45 A $5 %5=)G P#A=5ProjectConcept Design Handover

Design Phase




Concept Phase

5DAMP45 ) A44E

Testing Phase

ProjectConcept Design HandoverProjectConcept DesignImplementationTestingHandoverProjectConcept Design Handover

Design Phase



5:erci"e 1

Project or 3 eration



hat i" Pro ectManagement/

• Project management is the a lication of!nowledge' s!ills' tools and techni ues to

roject acti4ities to meet rojectre uirementsB 7t includes

7dentifying re uirements

sta$lishing clear & achie4a$le o$jecti4es

"alancing the com eting demands for uality'sco e' time and cost

da ting the s eci cations' lans & a roach



hat Pro ectManagement i" ot/

• Managing or $uying a softwareB

• Pre aring a schedule or a $ar chart

• Pre aring rogress re orts showingaccom lishments

• Coordinating wor! and communicating withsta!eholders

• Dor ngineers 3N G• Project Management is a science and art



Pro ect ManagementConte:t

• Programs & Program Management

• Portfolios & Portfolio Management

• Project Management 3Hce / PM3



Program Management

Pro ect %Pro ect C

Pro ect '

Pro ect A

O+ ecti&e@"



Port o!io Management

Projec

t ( )

Program A

Project (D)

3 erations

Pro ect ManagementO ce" @PMO"

• n organi.ational unit to centrali.e and coordinate• the management of rojects under its domain• The PM3 can $e understood as

• 9The organi.ational entity' staEed with s!illed rofessionalersonnel' that ro4ides ser4ices in core and su ortingareas during the lanning and e*ecution of arojectJProgram:

• Can ha4e a wide range of authorities and res onsi$ilities• Ta!es one of @ roles• 0/ Pro4iding olicies' methodologies and tem lates• </ Pro4ide su ort and guidance

• @/ Pro4ide managers for rojects' and coordinatemanaging them



=u orti&e PMO

• The most common ty e of PM3

• 7ts ur ose is to em ower roject managers and

teams to deli4er their rojects more successfully• 7t doesnKt control or direct rojects' instead it

focuses on su orting rojects through training'mentoring' administration and re ortingB



Contro!!ing PMO

• 3Eers controlling ser4ices (such as rojectre4iews' audits' assessments and go4ernance)' in

addition to the su orting ser4ices to get roject$ac! on trac!

• Can inLuence roject deli4ery

• 7t can also enforce standards' im lementrocesses and manage o4erall roject ris!



Pro ect ManagementO ce" @PMO"

• The PM3 mayManage the interde endencies $etween rojects

;el ro4ide resources

Terminate rojectsMonitor com liance with organi.ational rocesses

;el gather lessons learned

"e more hea4ily in4ol4ed during the roject initiation

"e art of the change control $oard

"e a sta!eholder



$he o!e o Pro ectManager



?now!edge

What the Project Manager !nows a$outProject ManagementB



Per"ona!

;ow the Project Manager $eha4eswhen erforming the roject or relatedwor!B

ncom assesttitudeCore ersonality characteristicseadershi



Pro ect Manager)nter er"ona! =8i!!"



%i"cu""ion

What Ma!es +reat Project Managers/

The l ha Project Managers



A Ho8eI



PM'O? eading

Cha ter 0



P %T 77

Project ManagementDramewor!



Pro ect 4i ecyc!e

collection of generally se uential and sometimeso4erla ing roject hases

Phases name and num$er are determined $y

Management

Nature of the roject

Control re uirements

rea of a lication

Can $e determined or sha ed $y the uni ueas ects of the organi.ation' industry or technology

Can $e documented $y a methodology

• Pro4ides the $asic framewor! for managing the



Pro ect 4i ecyc!e F"6Product 4i ecyc!e

Product lifecycle outli4es rojectlifecycleProject lifecycle is art of roductlifecycle



Orange Pro ect" 4i ecyc!e

%etai!ed de"ign %e&e!o ment %e !oyment 4aunch

$1 $2 $3$-1O ortunity "tudy

$$0

$1 J $2 in u!! $rac8 on!yo im act ana!y"i"in =u er a"t $rac8

Time To Go Time To Market

Mar!et animation with no 7T im act O #u erDast Trac!Mar!et animation with 7T im act O Dast Trac!7nno4ation O Dull Trac!



)n 4i e Management

$7$7

$-

1$-1

$;$;

ew roductidea or are&am or thee:i"ting roducti" "tudied

ew roductidea or are&am or thee:i"ting roducti" "tudied

$$

T5 => Performancereviewon product cluster

T6 => End of life reviewper product

ew roduct!aunchedew roduct!aunched

Product 8i!!edProduct 8i!!ed



Co"t J =ta ng 4e&e!



$he ro ect through it"!i ecyc!e



Pro ect Pha"e"

• ,i4isions within a roject where e*tra control isneeded to eEecti4ely manage the com letion of amajor deli4era$leB

• deli4era$le is a measura$le' 4eri a$le wor!roductB

• ach hase ends with a deli4era$le

• Num$er and structure of hases is determined $y theorgani.ationIs control re uirements

• #ome organi.ations ha4e esta$lished olicies thatstandardi.e all rojectsB



Pro ect 4i ecyc!e-=equentia! Pha"e"

,esign

,e4elo

,e loy

,e ne



Pro ect 4i ecyc!e-O&er!a ing Pha"e"



$$M de!i&era+!e"

• Mar!eting ,eli4era$les

• Customer ourney ,eli4era$les

• Dinancial & regulatory ,eli4era$les

• 7TN ,eli4era$les

• "usiness rocesses ,eli4era$les

• #ourcing ,eli4era$les

• Project ,eli4era$les



=ta8eho!der"• Persons or organi.ations who are acti4ely in4ol4ed in

the roject' or whose interests may$e ositi4ely ornegati4ely aEected $y the erformance orcom letion of the roject

Project #ta!eholders# onsors

CustomersJ Fsers

QendorsJ #u liersProject Manager

Project Management Team

Project Team



=ta8eho!der"

7 " M i



7 =te " to Managing=ta8eho!der"

• 7dentify of them

• ,etermine their re uirements• ,etermine their e* ectations

• Communicate with them

• Manage their inLuence



OrganiKationa! inLuence

Projects donIt o erate in 4acuum' they areinLuenced $y organi.ational

• Culture

• #tyle

• #tructure

3rgani.ationIs degree of rojectmanagement maturity and systems caninLuence the roject



unctiona! OrganiKation

lso !nown as 9#ilo: organi.ation

Dunctional managers control resourcesCommunication ha ens 94ertically:

+ood for o eration/oriented organi.ations'

such as $an!s' go4ernment



Ad& t " J



Ad&antage" J%i"ad&antage"



Pro ectiKed OrganiKation

lso !nown as 9No home:

#ystematic a roach to rojectmanagement

Well de ned roject managementmethodology & lifecycle

,oes not su ort learning & careerde4elo ment



Pro ectiKed OrganiKation

Ad& t g " J



Ad&antage" J%i"ad&antage"



Matri: organiKation

lso !nown as 9Two "osses:

;as three ty es

Wea! matri*

"alanced matri*

#trong matri*



ea8 Matri:



'a!anced Matri:



=trong Matri:

Ad&antage" J



Ad&antage J%i"ad&antage"

Pro ect Management



Pro ect ManagementProce"" Grou "

Monitoring&Contro!!ing Proce""e"

C!o"ingProce""e"

)nitiationProce""e"

P!anningProce""e"

5:ecutionProce""e"

Pro ect Management



Pro ect ManagementProce"" Grou "

4ersion of ,emingIs Cycle

Plan R ,o R Chec!/ ct (P,C )

)nteraction 'etween



)nteraction etweenProce"" Grou "

4e&e! oProce"")nteraction

)nitiatio

nProce""Grou

P!anning

Proce""Grou

5:ecution

Proce""Grou

Monitoring JContro! Proce""

GrouC!o"ing Proce""Grou



$he Pro ect 4i e Cyc!e

Pro ect Management



Pro ect Management?now!edge Area"

Project 7ntegration ManagementProject #co e Management

Project Time Management

Project Cost ManagementProject -uality Management

Project ;uman %esources Management

Project Communication ManagementProject %is! Management

Project Procurement Management

Project #ta!eholder Management

Pro ect )ntegration



Pro ect )ntegrationManagement

7ncludes the rocesses needed to identify' de ne'com$ine' unify & coordinate the 4arious rocessesand roject management acti4ities within theProject Management Process +rou s



Pro ect $ime



Pro ect $imeManagement

The rocesses re uired to manage timely

com letion of the rojectB

Pro ect Co"t

Pro ect Co tManagement

The rocesses in4ol4ed in estimating' $udgeting &controlling costs so that the roject can $e

com leted within the a ro4ed $udget

Pro ect <ua!ity

Pro ect <ua!ityManagement

Processes and acti4ities of the erformingorgani.ation that determine uality olicies'o$jecti4es and res onsi$ilities so that the rojectwill satisfy the needs for which it was underta!enB



Pro ect i"8



Pro ect i 8management

Processes of conducting ris! managementlanning' identi cation' analysis' res onse

lanning' and monitoring and control of the rojectB

Pro ect Procurement



Pro ect Procurement Management

Processes necessary to urchase or ac uireroducts' ser4ices or results needed from outsidethe roject teamB

Pro ect =ta8eho!der



Pro ect ta8eho!derManagement

The rocesses re uired to identify eo le'grou s' or organi.ations that could im act or$e im acted $y the roject' to analy.esta!eholders e* ectations and their im acton the roject' and de4elo a ro riatemanagement strategies for eEecti4elyengaging sta!eholders in roject decisionsand e*ecutionB

Pro ect Management Proce"" Grou "

?now!edge



?now!edgeArea"

4.6close rojector hase

4.4monitor and

control rojectwor!4.5erform

7ntegratedChangecontrol

4.3direct andManage rojectwor!

4.2de4eloProjectManagementlan

4.1de4eloProject charter

4.Project7ntegrationmanagement

5.44alidate

sco e 5.5control sco e

5.1Plan #co eManagement

5.2collectre uirements

5.3de ne sco e5.4create W"#

5.Project sco emanagement

6.6Control#chedule

2B0Plan#cheduleManagement

6.2,e necti4ities

6.3#e uencecti4ities2B@5stimatecti4ityresources2B> stimatecti4itydurations

6.6,e4elo

#chedule

6.Project timemanagement

)nitiatingProce""Grou

P!anningProce""Grou

5:ecutingProce""Grou

Monitoring &

controllingProcess+rou

C!o"ingProce""Grou





?now!edgeArea"

7.3Control Costs

=B0 Plan CostManagement

7.2stimatecosts

7.3,etermine"udget

7.Project costmanagement

8.3Control-uality

8.2erform-ualityssurance

8.1Plan -ualityManagement

8.Project ualitymanagement

9.2c uireProject Team

9.3,e4eloroject Team

9.4ManageProject Team

9.1Plan ;uman%esourceManagement

9.Project;uman%esource

Management

10.3ControlCommunications

10.2ManageCommunications

10.1PlanCommunicationsManagement

10.ProjectCommunicationsManagement

)nitiatingProce""

Grou

P!anningProce""

Grou

5:ecutingProce""

Grou

Monitoring &

controlling

Process+rou

C!o"ingProce""

Grou


?now!edgeArea"

11.6Control%is!s

11.1Plan %is!Management

11.27dentify%is!s

11.3Perform-ualitati4e %is!nalysis

11.4Perform-uantitati4e%is! analysis

11.5Plan %is!%es onses

11.Project ris!management

0<B5 CloseProcurements

12.3dministerProcurements

12.2ConductProcurements

0<B0 PlanProcurementManagement

12.ProjectProcurementManagement

13.4Control#ta!eholderngagement

13.3Manage#ta!eholderngagement

0@B< Plan#ta!eholderManagement

13.17dentify#ta!eholders

13Project#ta!eholderManagement

)nitiatingProce""Grou

P!anningProce""Grou

5:ecutingProce""Grou

Monitoring &

controllingProcess

+rou

C!o"ingProce""Grou

#ow do we de(ne

#ow do we de(ne"ucce""/

3n time

Within $udget

#co e integrity

chie4ing uality <ua!ity

$ i m e C o

" t

=co e

Chaos %e ort

@0B0S of rojects will $e cancelled $efore theye4er get com leted

><B=S of rojects will cost 081S of theiroriginal estimates

3nly 02B<S of rojects were com letedsuccessfully



hy Pro ect" ai!/

su$ject for discussion



$he O era #ou"e

$he O era #ou ePro ect- =ydney

3riginal cost estimate (in 01>=) was F# =millionB

The original com letion date was <2 anuary012@B

Dinally' the 3 era ;ouse was formallycom leted in 01=@' ha4ing cost 06< millionB



•-ui.

$h $h M i O "



$he $hree Main One"

mong the following factors' which is the mostim ortant contri$utor to roject failure??



" 1



ea"on 1ac! of Fser 7n4ol4ement – Correctly identify ro er user – ,e4elo and Maintain a uality relationshi

with the client

– Create and maintain a latform forcommunication – ,emonstrate results – ducate the client – Consider their feed$ac! – 7dentify and recruit an e4angelist – Conduct rimary research – #how res ect – Docus on real user needs

" 2



ea"on 2No *ecuti4e Management #u ort – ;a4e a sim le 4ision – +et clear commitment – Ma!e fast decisions

– ;a4e a decision i eline – Docus of education – Fse measurements – Fnderstand how and why you need

to negotiate – ;a4e a well thought lan – ;a4e a 9!ill switch: – C "% T

" 3



ea"on 3$sence of clear $usiness o$jecti4es – Ma!e sure e4eryone understands the

rojectKs o$jecti4es – le4ator itch – Consider the $ig icture

– Promote s eed and clarity – ;a4e a yardstic! – Fse %o7 – Colla$orate with team mem$ers

– Fse eer re4iew – 4oid ha4ing 9too many coo!s: – ,o your homewor!

$h $h Pi!! "



$he $hree Pi!!ar"

The rst three reasons cause the failure of around>6S of failed rojectsB

They are also the sim lest to im lement' assess'and testB

“So Why Projects Still Fail?!”



$h & % "

$he =e&en %war "

0B Poor #co e ManagementB 7ncom etent staE 2B No formal methodologyJ rocess

=B 7m ro er rocess

Poor =co e Management

g

0B 3 timi.e #co eB Manage e* ectations' itIs crucial2B 3 timi.e sco e through the use of inde* cards=B Fse role models for guidance8B ssess roject re uirements $y their yield or

gain1B Consider the ris! of each re uirement06B Consider cost' ris! and gain collecti4ely in

your decision/ma!ing

B" ) $ !"

B"e o )m ro er $oo!"0B Fse iterati4e de4elo ment styleB Consider which $usiness medium is themost eEecti4e for your organi.ation2B "rea! the cycle of releases=B Consider *treme' %FP' or #crum8B gile rocess ma!es it easy for users1B Anow how to gi4e and recei4e feed$ac!06B ,o the easy stuE rst

4ac8 o ro ectg t ti"

management e: erti"e

and "8i!!"0B Dollow roject management fundamentalsB Project managers should $e a$le to esta$lish and

maintain connections2B Doster sense of ride and accom lishment=B Ma!e the team feel their contri$ution matters8B m$race $asic $usiness s!ills

1B lways' try to ha4e good judgment06B The more e* erience' the $etter

Poor inancia!

Management0B Create accurate estimatesB Dind the $rea!/e4en oint2B Manage changes well and systematically=B "uild an incenti4e system to nish the roject

on time and on $udget8B 7f the roject no longer ma!es sense' ull thelug

1B Prune your code06B Create a i eline of rojects' features and

functions

And remem+er



And remem+er

Time is the enemy of all rojects' andmoney is the root of all e4il

$he ; ?ey =ucce""



actor" at Orange

$$M

$$M

One roce""common 4oca$ulary for allrojectsgo from conce t to mar!et inhases closed with deli4era$lesuality chec!s at gates

One roce""common 4oca$ulary for allrojectsgo from conce t to mar!et inhases closed with deli4era$lesuality chec!s at gates

Pro ect modewor! in multi/de artmenttrans4ersal roject teams withcommon o$jecti4e & management

Pro ect modewor! in multi/de artmenttrans4ersal roject teams withcommon o$jecti4e & management

'oardgo&ernanceformal' tracea$le' easygoJno go of sta!eholders atgates with commitment onca e* & o e*sim le multi/countrygo4ernance

'oardgo&ernanceformal' tracea$le' easygoJno go of sta!eholders atgates with commitment onca e* & o e*sim le multi/countrygo4ernance

Cu"tomerad&ocate"interaction with customers to o timi.ecustomer journey of roducts

Cu"tomerad&ocate"interaction with customers to o timi.ecustomer journey of roducts

Commontoo!"7nstantis (documentation'lanning' gating) & roadma$uilder ($usinessintelligence)

Commontoo!"7nstantis (documentation'lanning' gating) & roadma$uilder ($usinessintelligence)

)ntegratedroadmaroduct & infrastructureroadma with hased go tomar!et (seasonal launches'fast trac! cycles)

)ntegratedroadmaroduct & infrastructureroadma with hased go tomar!et (seasonal launches'fast trac! cycles)



5nter ri"e



5n&ironmenta! actor"Culture & structure

%egulations & #tandards

7nfrastructure

*isting human resourcesPersonnel administration

Political climate

Commercial data$ases7nformation systems

#ta!eholders ris! tolerance

Mar!et lace Conditions



Proce""e" and



Procedure"#tandard ProcessesB

Tem latesB

Communication %e uirementsB

Dinancial Controls ProceduresB

7ssue and ,efect Management ProceduresB

Change Control ProcedureB

%is! Control ProceduresB

ro4al ProceduresB

Cor orate ?now!edge



Cor orate ?now!edge

Process Measurement ,ata$aseB

Project DilesB

;istorical 7nformation and essons earnedB7ssue and ,efect Management ,ata$aseB

Con guration Management Anowledge "aseB

Dinancial ,ata$aseB

o!e o Pro ect Managera" )ntegrator $he



a )ntegrator- $he

A!a"8an Pi e!ine

Why was Dran! Moolin a $ig art of the rojectsuccess?



-ui. 0



P %T 7777N7T7 T73N

9Projects donIt fail at the end'9they fail at the $eginning:

Anonymous

hy ro ect" "tart/



hy ro ect tart/

mar!et demand'

n 3rgani.ational need'

customer re uest'

technological ad4ance'

legal re uirement'

social demand'

n cological im actB

At Orange – Pro ect"



=tart $o+etc uisition of new customers (increase customer $ase'

new mar!et shares' etcB)

Aee Aee your customer $ase (loyalty oEers' retention'mar!et share defence' etcB)

7ncrease 7ncrease the %PF e* ected

Gou can ha4e a com$ination of more than one o$jecti4e'select the redominant one B



%e&e!o Pro ect Charter



%e&e!o Pro ect Charter

The rocess of de4elo ing a document thatformally authori.es a roject or a hase anddocumenting initial re uirements that satisfy thesta!eholders needs and e* ectationsB

hat i" a Pro ect



Charter/

document that formally authori.es a roject or ahase and documents initial re uirements thatsatisfy the sta!eholders needs and e* ectations

Projects are chartered and authori.ed e*ternal tothe roject

hy a charter i" needed/



hy a charter i needed/

,e nes the reason of the roject

ssigns the roject manager and hisJ her authorityle4el

in!ing the roject to the strategy and ongoingwor! of the organi.ation

;el s in starting the lanning for the roject

act" a+out the ro ect



charter

must for all rojects andJ or hases

Communicate the roject ur ose or justi cation'high le4el o$jecti4es' roject and roductre uirements and initial ris!sB

#hould $e clear enough' yet $road to a le4el that

the charter doesnIt change o4er the rojectIs lifeB

%e&e!o Pro ectCh t



Charter

7n uts

Project#tatement ofWor! (#3W)

"usiness Case

greements

nter risen4ironmentalDactors

3rgani.ationalProcessesssets

Tools & Techni ues

* ert

udgment

Dacilitation Techni ues

3ut utsProject Charter



Agreement"



Agreement

MoFs# s

etters of greementetters of 7ntent



aci!itation $echnique"



$ q

"rainstormingConLict %esolution

Pro$lem #ol4ingMeetings

Content" o ro ect Charter



Content o ro ect Charter

Pur ose or justi cationProject ,escri tionProject and Product %e uirementscce tance Criteria7nitial %is!s#ummary Milestonesstimated "udget

Project Manager uthority e4elro4al %e uirements

Name & authority of the erson(s)authori.ing the roject charter

At Orange- Pre-Pro ectO i& "



O+ ecti&e" Ta!e +3JN3 +3 decision for design and mar!etlaunch Qalidate the o$jecti4es' $usiness lan' roject lan'e* ected results until T@

llocate resources and $udget to reali.e rojecto$jecti4esQalidate the main 7TN' $usiness rocess' andcustomer journey orientationsB sta$lish and commit (all contri$utors) on T@o$jecti4es (mar!et lunch re4iew) Con rm rocess (TTM full trac!' fast trac!' or su erfast trac! )

Pro ect Charter



Pro ect Charter

%ead the ttached Project Charter #am le

5:erci"e 2



5:e c e

Project Charter

)denti y =ta8eho!der"



)denti y =ta8eho!der

,e4eloProjectCharter

)ntegration

7dentify#ta!eholder

s

Communication

)denti y =ta8eho!der"



) y

7n uts

Pro ect Charter

Procurement%ocument"

5nter ri"e5n&ironmenta!actor"

OrganiKationa!Proce"" A""et"

Tools & Techni ues

=ta8eho!derAna!y"i"

5: ert Hudgment

Meeting"

3ut uts

=ta8eho!deregi"ter



3 =te " to Managingt 8 h !d "

=ta8eho!der"

0B 7dentify Gour #ta!eholders<B Prioriti.e Gour #ta!eholders@B Manage Gour #ta!eholders

=te 1- )denti yt 8 h !d "



=ta8eho!der"

7dentifying all sta!eholders im acted $y the rojectand documenting rele4ant 7nformation regardingtheir interests' in4ol4ement' and im act on the

roject successB7t is essential to identify all sta!eholders to increasethe li!elihood of roject successB#hould $e done as early as ossi$leB

)denti y =ta8eho!der"P "



Pur o"e

na$les the roject manager to focus on therelationshi s necessary to ensure the success of

the rojectB



=te 2- PrioritiKe Eourt 8 h !d "



=ta8eho!der"

7dentify the otential im act or su ort eachsta!eholder could generate

Classify them according to1. Power Intere!t Grid . Power Influen#e Grid $. Influen#e I%&a#t Grid

. (alien#e )odel



=te 3 A""e"" Eour=ta8eho!der"



=ta8eho!der"

ntici ate how !ey sta!eholders react indiEerent situations' in order to lan how to

inLuence them to enhance their su ort andmitigate otential negati4e im actB

5:erci"e 3



#ta!eholder nalysis

PM'O? eading



g

Cha ter 5/ #ection 5B0

Cha ter 0@

/ #ection0@B0

-ui. <



P %T 7QP%3 CT P NN7N+

9The Qictorious military is rst4ictorious and after that does

$attleB

The defeated military rst does$attle and after that see!s4ictoryB:

#un T u/ rt of War

%e&e!o Pro ectManagement P!an



Management P!an

,ocumenting the actions necessary to de ne're are' integrate' & coordinate all su$sidiary lans

into a roject management lanB

%e&e!o Pro ectManagement



P!an

7n utsPro ect Charter

Out ut" romP!anningProce""e"



Tools & Techni ues

5: ert

Hudgment

3ut uts

Pro ectManagementP!an

Pro ect ManagementP!an



P!an7ntegrates and consolidates all of the su$sidiarymanagement lans and $aselines from the lanningrocessesB7ncludes $ut not limited to

Project management rocesses selected $y theroject management teamBe4el of im lementation of each selected rocessB,escri tions of tools & techni ues;ow the selected rocesses will $e selected tomanage the s eci c roject

;ow wor! will $e e*ecuted to accom lish o$jecti4es change management lan



Pro ect Management P!an F"6Pro ect %ocument"

Pro ect Management P t % t"



Pro ect ManagementP!an

Pro ect %ocument"

Change Management Plan cti4ity ttri$utes Project #taE ssignment

Communications ManagementPlan

cti4ity Cost stimates Project #tatement of Wor!

Con guration Management Plan cti4ity ,uration stimates -uality Chec!lists

Cost "aseline cti4ity ist -uality Control Measurements

Cost Management Plan cti4ity %esource %e uirements -uality Metrics

;uman %esource ManagementPlan

greements %e uirements ,ocumentation

Process 7m ro4ement Plan "asis of stimates %e uirements Tracea$ility Matri*

Procurement Management Plan Change og %esource "rea!down #tructure

#co e "aseline Change %e uests %esource Calendars

-uality Management Plan Dorecasts %is! %egister

%e uirements Management Plan 7ssue og #chedule ,ata

%is! Management Plan Milestone ist #eller Pro osals

#chedule "aseline Procurement ,ocuments #ource #election Criteria

#chedule Management Plan Procurement #tatement of Wor! #ta!eholder %egister

#co e Management Plan Project Calendars Team Performance ssessment

#ta!eholder Management Plan Project Charter Wor! Performance %e orts

Orange*" )ntegratedoadma



oadmaroadma ed +y mar8eting N technica! "trategy J +udget

• clear 4iew of riorities & de4elo ment ca acity $efore indi4idual T/0•

o ortunity studies hel nali.e selection of $est o ortunities• roadma is com ati$le with resources of all contri$utors

roadma ed +y mar8eting N technica! "trategy J +udget• clear 4iew of riorities & de4elo ment ca acity $efore indi4idual T/0•

o ortunity studies hel nali.e selection of $est o ortunities• roadma is com ati$le with resources of all contri$utors

roadma +a"ed on $$M ro ectin ormation

• T@ o$jecti4es are roject commitmentsa ro4ed $y $oard

• 9roadma $uilder: tool interfaced with7nstantis will ena$le real/timeintegrated roadma $ased on rojectinformation

roadma +a"ed on $$M ro ectin ormation

• T@ o$jecti4es are roject commitmentsa ro4ed $y $oard

• 9roadma $uilder: tool interfaced with7nstantis will ena$le real/timeintegrated roadma $ased on rojectinformation

roadma "ynchroni"e" roduct J in ra"tructure• infrastructure modi cations often em$ar!ed in roduct de4elo ment• infrastructure rojects for large & multi/ roduct infrastructure• traced roduct de endencies• #easonal launches & fast trac! cycles are $est ractice

roadma "ynchroni"e" roduct J in ra"tructure• infrastructure modi cations often em$ar!ed in roduct de4elo ment• infrastructure rojects for large & multi/ roduct infrastructure• traced roduct de endencies• #easonal launches & fast trac! cycles are $est ractice

$$M

PM'O? eading

Cha ter 5 / #ection 5B<



P %T Q

P%3 CT #C3P P NN7N+

P!anning Proce""e"

=co e P!anning



P!an =co eManagement

Co!!ectequirement"

%e(ne=co e

Create'=

Pro ect =co e F"6Product =co e



Product co e

Project #co e The wor! that needs to $eaccom lished to deli4er a roduct' ser4ice' or result

with the s eci ed features and functionsProduct #co e The features and functions thatcharacteri.e a roduct' ser4ice' or result




P!an =co e

Management

Co!!ectequirement"

%e(ne=co e

Create'=

P!an =co emanagement



management

The rocess of creating a sco e management lanthat documents how the roject sco e will $ede ned' 4alidated and controlledB

7t ro4ides guidance on how sco e will $emanaged throughout the rojectB

P!an =co e Management



7n utsPro ectManagementP!an

Pro ect Charter

5nter ri"een&ironmenta!actor"

OrganiKationa!

Proce"" A""et"

Tools & Techni ues

5: ert Hudgment

Meeting"

3ut uts=co eManagementP!an

equirement"ManagementP!an

Pro ect =co eManagement P!an



Management P!anPart of ,e4elo Project Management Plan

The outcome of a lanning eEort that recedeserforming the rocesses of roject sco emanagement

,ocuments how the sco e will $e de ned' 4eri ed'controlled' and how the wor! $rea!down structure

(W"#) will $e created and de nedB

Can $e formal or informal de ending on needs ofthe rojectB

)t )nc!ude"



Processes for

– ,etailing the roject sco e statementB

– W"# creation' maintenance' and a ro4alB

– Dormal 4eri cation and acce tance of thecom leted roject deli4era$lesB

– Control how re uests to change the detailedroject sco e statement will $e rocessed B

equirement"Management P!an @ <M



Com onent";ow %e uirement acti4ities will $e lanned' trac!edand re orted

Con guration Management cti4ities%e uirements Prioriti.ation ProcessProduct Metrics

Tracea$ility #tructure

Co!!ect equirement"



P!an =co e

Management

Co!!ectequirement"

%e(ne=co e

Create'=

Co!!ect equirement"



The rocess of de ning and documentingsta!eholdersI needs to meet roject o$jecti4esB%e uirements include the uanti ed anddocumented needs and e* ectations of thes onsor' customer' and other sta!eholdersBW"#' cost' schedule and uality lanning are all$uilt u on these re uirementsBNeed to $e elicited' analy.ed' and recorded inenough detail to $e measured once rojecte*ecution $egins

Co!!ect equirement"



Project %e uirements include $usinessre uirements' roject management re uirements'deli4ery re uirements' etcB

Product %e uirements include information ontechnical re uirements' security re uirements'erformance re uirements' etcB

Co!!ect equirement"

7n uts=co eManagementP!an

equirement"ManagementP!an

=ta8eho!derManagementP!an

Pro ect Charter

=ta8eho!deregi"ter

Tools & Techni ues

)nter&iew"ocu" Grou "aci!itatedor8"ho "Grou Creati&ity$echnique"Grou %eci"ionMa8ing$echnique"<ue"tionnaire"and =ur&ey"O+"er&ation"Prototy e"'enchmar8ingConte:t %iagram%ocumentAna!y"i"

3ut uts

equirement"%ocumentation

equirement"$racea+i!ityMatri:

)nter&iew"



Tal!ing to sta!eholders directlyBs!ing uestions and recording answers93ne/on/one:' or multi le inter4iewers andJ orinter4ieweesB7nter4iewing* erienced artici ants#ta!eholders#u$ject matter e* erts

ocu" Grou "



"ring together re uali ed sta!eholders andsu$ject matter e* ertsB

Trained moderator guides the grou through aninteracti4e discussionBMore conser4ational than one/on/one

aci!itated or8"ho "



Docused sessions that $ring !ey cross/functionalsta!eholders together to de ne roductre uirements

;el s in $uilding trust' foster relationshi s' andim ro4e communicationB%e4eal and resol4e issues more uic!ly thanindi4idual sessionsB*am les oint lication ,e4elo ment ( ,) &-uality Dunction ,e loyment (-D,)

Grou Creati&ity$echnique"



q

"rainstormingNominal grou Techni ue

,el hi Techni ue7deaJ Mind Ma ingHnity ,iagram

Mind Ma 5:am !e



Grou deci"ion Ma8ing$echnique"

$echnique

FnanimityMajorityPlurality,ictatorshi

<ue"tionnaire" J=ur&ey"



Written sets of uestionsBim to uic!ly accumulate information from a $roadgrou of res ondentsBMost a ro riate with $road audience' when uic!turnaround is needed' and where statistical analysisis a ro riateB

O+"er&ation"



Qiewing user erformancelso called 9 o$ shadowing:;el ful for detailed rocesses when eo le that usethe roduct ha4e diHculty or reluctant to articulatetheir re uirementsCan unco4er hidden re uirements



'enchmar8ing



7n4ol4es com aring actual or lanned ractices'such as rocesses and o erations' to those ofcom ara$le organi.ations to identify $est ractices'

generate ideas for im ro4ement' and ro4ide a$asis for measuring erformanceB

Com ared organi.ations can $e e*ternal or internalB

Conte:t %iagram"



Qisually de ict the roduct sco e $y showing a$usiness system ( rocess' e ui ment' com utersystemUetcB)' and how eo le and other systems(actors) interact with itB

Conte*t diagrams show in uts to the $usinesssystem' the actor(s) ro4iding the in ut' the

out uts of the $usiness system' and the actor(s)recei4ing the out utB

Conte:t %iagram"



The document including the sta!eholdersIre uirements to meet the $usiness need for therojectBFsually starts at a high le4el and then getsela$orated within the life cycle of the roject andaccording to the %-M

equirement"%ocumentation 5!ement"



"usiness need or o ortunityDunctional re uirements and non functionalre uirements-uality re uirementscce tance criteria"usiness rules7m acts to other organi.ational areas' and otherentities inside or outside the erforming organi.ation

#u ort and training re uirements%e uirements assum tions and constraints

equirement"$racea+i!ity Matri:



tool that lin!s roject o$jecti4es to re uirements todeli4era$les to roduct featuresB

The structure and le4el of details of the tracea$ility

matri* to $e used shall $e documented in the %-M asdiEerent rojects can use diEerent structures oftracea$ilityB This tool can $e as sim le as a ta$le or as com le* asa software rogramB

equirement"$racea+i!ity Matri:



Content""usiness needs' o ortunities' goals' ando$jecti4esProject o$jecti4esProject sco e' W"# deli4era$lesProduct designProduct de4elo ment

Test strategy and test scenarios

;igh le4el re uirements to more detailedre uirements

*am le of %e uirements Tracea$ility Matri*



y

%e(ne =co e




Co!!ect

equirement"

%e(ne=co e

Create'=

%e(ne =co e



The rocess of de4elo ing a detailed descri tion ofthe roject and the roductCritical to roject successB"uilds u on the major deli4era$les' assum tions'and constraints documented in the rojectinitiationB

%e(ne =co e




Pro ect Charterequirement"%ocumentation


Tools & Techni ues

5: ert

Hudgment

ProductAna!y"i"

A!ternati&e")denti(cation

aci!itatedor8"ho "

3ut utsPro ect =co e=tatement

Pro ect%ocumentB date"

Product Ana!y"i"



Translating high/le4el roduct descri tion intotangi$le deli4era$les7ncludes techni ues such as

Product $rea!down#ystem analysis%e uirements analysis#ystem engineering

Qalue engineeringQalue analysis

A!ternati&e")denti(cation



techni ue to generate diEerent a roaches toe*ecute and erform the wor! of the rojectB

7ncludes techni ues such as"rainstormingateral thin!ingPairwise com arison

Pro ect =co e =tatement



The roject sco e statement descri$es in detailsthe roject deli4era$les' and the wor! re uired tocreate those deli4era$lesB

Common understanding among sta!eholders'na$les more detailed lanning'+uides the roject teamIs wor! during e*ecution'Pro4ides the $aseline for e4aluating changesB

Pro ect =co e =tatement Content"



Product sco e descri tionProduct acce tance criteria

Project deli4era$lesProject e*clusionsProject constraintsProject assum tions



A""um tion"



re factors that' for lanning ur oses' areconsidered to $e true' real' or certainB

Eect all as ects of roject lanningBPart of the rojectIs rogressi4e ela$orationB+enerally in4ol4e a degree of %7#ABMust $e identi ed' documented and 4alidatedB

5:erci"e



#co e #tatement

Create '=P!an =co e



P!an co eManagement

Co!!ectequirement"

%e(ne=co e

Create'=

Create '=



The rocess of su$di4iding roject deli4era$les androject wor! into smaller' more managea$lecom onentsB

W"# is a deli4era$le/oriented hierarchicaldecom osition of the wor! to $e e*ecuted $y theroject team to accom lish the roject o$jecti4es'and create the re uired deli4era$lesBach descending le4el re resents an increasingly

detailed de nition of the roject wor!B3rgani.es and de nes the total sco e of therojectB



'= $y e"



Phases/ ,eli4era$les,eli4era$les/PhasesCom$ination of $oth

5:am !e '= @Pha"e" –%e!i&era+!e"



5:am !e '=@%e!i&era+!e"–Pha"e"



Create '=




Pro ect =co e=tatement




Tools & Techni ues

%ecom o"ition

5: ert Hudgment

3ut uts

=co e 'a"e!ine


%ecom o"ition



#u$di4ision of roject deli4era$les into smaller'more managea$le com onents until the wor! anddeli4era$les are de ned to the wor! ac!age le4elB

The le4el of com osition 4aries er deli4era$leJhase with the si.e and com le*ity of rojectB

or8 Pac8age



The 9Wor! Pac!age: le4el is the lowest le4el in theW"#B

Wor! Pac!age is the oint at which the cost andacti4ity duration can $e relia$le' estimated andac!agedB

%ecom o"ition )n&o!&e"



7dentifying deli4era$les and related wor!B

#tructuring and organi.ing the W"#B

,ecom osing u er le4els into lower le4el detailedcom onentsB

,e4elo ing and assigning identi cation codesB

Qerifying that the degree of decom osition isnecessary and suHcientB

'= %ictionary Content"



Code of account identi er#tatement of wor!%es onsi$le organi.ation#chedule milestonesssociated acti4ities%esources re uiredCost estimates-uality re uirementscce tance criteria

Technical referencesContract information

=co e 'a"e!ine



#co e statementW"#W"# dictionary



'= i" not



3rgani.ational "rea!down #tructure (3"#)"ill 3f Materials ("3M)%is! "rea!down #tructure (%"#)%esource "rea!down #tructure (%"#)

A Fideo



Why is W"# im ortant?

<uiK 3

PM'O? eading



Cha ter >/ #ections >B0/>B5



P %T Q7

P%3 CT T7M M N + M NT

Planning Processes

Pro ect $ime P!anning%e(neP!an

=chedu!e



5"timate

Acti&ity%uration"

%e&e!o=chedu!e

=equenceActi&itie"

5"timateActi&itye"ource"

Acti&itie"=chedu!e

Management

P!an =chedu!eManagement

%e(ne

P!an=chedu!e



5"timate

Acti&ity%uration"

%e&e!o=chedu!e

=equenceActi&itie"


Acti&itie"=chedu!e

Management




The rocess of esta$lishing olicies' rocedures'and documentation for lanning' de4elo ing'managing' e*ecuting' and controlling the roject

scheduleB

The !ey $ene t of the rocess is that it ro4idesguidance and direction on how the roject schedulewill $e managed throughout the rojectB




7n utsPro ectManagement P!an

Pro ectCharter


Org6Proce""A""et"

Tools & Techni ues

5: ert Hudgment

Ana!ytica!$echnique"

Meeting"

3ut uts

=chedu!e

Management P!an



=chedu!e ManagementP!an"



com onent of the roject management lanBsta$lishes the criteria and acti4ities forde4elo ing' monitoring' and controlling the

scheduleBCan $e formal or informalCan $e highly detailed or $roadly de ned $ased onthe needs of the roject

=chedu!e ManagementP!an"



Can include the followingProject schedule model de4elo mente4el of accuracyFnits of measure3rgani.ational rocedures lin!sProject schedule management maintenanceControl schedule%ules of erformance measurement%e orting formatsProcess descri tion

%e(ne Acti&itie"%e(neP!an

=chedu!e



5"timateActi&ity

%uration"

%e&e!o=chedu!e

=equenceActi&itie"


Acti&itie"Management

%e(ne Acti&itie"



The rocess of identifying the s eci c actions to $eerformed to roduce the roject deli4era$lesB,ecom osed from the 9wor! ac!ages: at the W"#B

cti4ities are the smaller com onents thatre resent the wor! necessary to com lete the wor!ac!ageBcti4ities ro4ide $asis for estimating' scheduling'e*ecuting' and monitoring and controlling the

roject wor!B



o!!ing a&e P!anning



Progressi4e detailing of the roject management lan

Acti&ity 4i"t



com rehensi4e list including all scheduleacti4ities re uired for the rojectB7ncludescti4ity identi er,escri tion of each acti4ity

=equence Acti&itie"%e(neP!an

=chedu!e



5"timateActi&ity

%uration"

%e&e!o=chedu!e

=equenceActi&itie"


Acti&itie"Management

=equence Acti&itie"



7dentifying & documenting de endencies amongschedule acti4ities

Can $e done using software or manuallyB

Precedence %iagrammingMethod @P%M



lso !nown as cti4ity/3n/Nodecti4ities are re resented in $o*es (Nodes)'

and arrows show de endencies

%e endencie"e!ation"hi "



Dinish/to/#tart

Dinish/to/Dinish

#tart/to/#tart

#tart/to/Dinish

"

"

"

"

%e endencie"e!ation"hi "



Fse the following %ule of Thum$ to understand therelationshi s $etter

cti4ity should "efore acti4ity " can

$y e" o %e endencie"



Mandatory,iscretionary*ternal7nternal

A !ying 4ead" J 4ag"



4ead The o4erla ing time4ag The waiting time!oatN =!ac8 The time an acti4ity can $e delayed(wait) without aEecting the roject nish date

=equencing Acti&itie"



7n uts#cheduleManagementPlancti4ity istcti4ityttri$utesMilestone istnter risen4ironmental DactorsProject #co e

#tatement3rgani.ational Processssets

Tools & Techni ues

Precedence

%iagrammingMethod@P%M

%e endency%etermination

A !ying4ead" and4ag"

3ut utsPro ect=chedu!e

etwor8ing %iagram

Pro ect%ocument"B date

5"timate Acti&itye"ource"

%e(neActi&itie"

P!an=chedu!e



5"timateActi&ity

%uration"

%e&e!o=chedu!e

=equenceActi&itie"


Management




stimating the ty e and uantities of resourcesre uired to erform each schedule acti4ity

$y e" o e"ource"



MaterialPeo leui ment


7n uts

Tools &



=chedu!eManagement P!anActi&ity 4i"tActi&ityAttri+ute"e"ourceCa!endar"i"8egi"terActi&ityCo"t5"timate"5nter ri"e

5n&ironment actor"Org6Proce""A""et"

Techni ues

5: ert Hudgment

A!ternati&e"

Ana!y"i"Pu+!i"hed5"timating%ata

'ottom-u5"timating

Pro ectManagement =o tware

3ut utsActi&itye"ourceequirement"

e"ource'rea8down=tructure@ '=

Pro ect%ocumentu date"

5"timate Acti&ity%uration"

%e(neActi&itie"

P!an=chedu!e

M



5"timateActi&ity

e"ource"

%e&e!o=chedu!e

=equenceActi&itie"

5"timateActi&ity%uration"

Management


h $ f d d d



ro*imating the num$er of wor! eriods neededto com lete indi4idual acti4ities with estimatedresourcesBFses information on

cti4ity sco e of wor!%e uired resource ty esstimated resource uantities%esource calendar

Progressi4ely ela$orati4e Ta!es ela sed time into account


7n utsh d !

l



=chedu!eManagementP!anActi&ity 4i"t

Acti&ityAttri+ute"

Acti&ity e"ourceequirement"

e"ourceCa!endar"

Pro ect =co e=tatementi"8 egi"tere"ource'rea8down=tructure

5nter ri"e5n&ironmentactor"

Org6 Proce""A""et"

Tools & Techni ues

5: ert HudgmentAna!ogou"5"timatingParametric5"timating$hree Point5"timate"@P5 $Grou%eci"ion-Ma8ing$echnique"e"er&eAna!y"i"

3ut utsActi&ity%uration5"timate"

Pro ect

%ocumentB date"

=chedu!e Bncertainty Ji"8 Ana!y"i" Proce""



#chedule ris! analysis uses information a$out theuncertainty of acti4ity durations to hel answerthe following uestions

What is the li!elihood of nishing roject asscheduled?;ow much contingency is needed to esta$lish acom letion date with a ro$a$ility of success thatis acce ta$le to the sta!eholders?

Which acti4ities are the most li!ely to delay theroject?What actions can $e ta!en to control ris!s in theschedule?

=chedu!e Bncertainty Ji"8 Ana!y"i" Proce""



7f estimating acti4ity duration in4ol4es a great deal ofuncertainty' a commonly used techni ue is the

a lication of ro$a$ilistic estimates

$hree Point @P5 $5"timate"



Time * ected (te) (toX5*tmXt )J2to 3 timistic stimatetm 4erage stimatet Pessimistic stimate

"ased on a the assum tion of "eta distri$ution

'eta %i"tri+ution



Acti&ity O timi"tic%uration



The total num$er of wor! eriods in calendarunits assigned to erform the schedule acti4ity'considering all of the 4aria$les that could aEect

erformance' and is determined to $e theshortest ossi$le acti4ity duration

7t is determined $y answering the uestion

;ow long will it ta!e in the $est case scenario?

Acti&ity Pe""imi"tic%uration



The total num$er of wor! eriods in calendarunits assigned to erform the schedule acti4ity'considering all of the 4aria$les that could aEecterformance' and is determined to $e the longestossi$le acti4ity duration

7t is determined $y answering the uestion

;ow long will it ta!e in the worst case scenario?

Acti&ity Mo"t 4i8e!y%uration



The total num$er of wor! eriods in calendarunits assigned to erform the schedule acti4ity'considering all of the 4aria$les that could aEect

erformance' and is determined to $e the mostro$a$le acti4ity duration

7t is determined $y answering the uestion;ow long will it most li!ely ta!e?

=tandard %e&iation J&ariance

cti4ity #tdB ,e4iation (Yacti4ity) P R 3 2

Qariance (P R 3)<

2

Project #td ,e4iation (Y roject)

Z [ Qariance Critical Path cti4ities

5"timate" Certainty

Con dence le4el in the 4alue is a ro*imately >6SCon dence le4el in the 4alue X #, is a ro*imately8>S

Con dence le4el in the 4alue X 0B25> \ #, isa ro*imately 1>SCon dence le4el in the 4alue X < \ #, isa ro*imately 18SCon dence le4el in the 4alue X @ \ #, isa ro*imately 11B1S

Critica! Path



The longest ath from the $eginning to the end ofthe rojectB cti4ities on the critical ath cannot $edelayed without delaying the rojectB

There can $e more than one critical ath (ris!ier)Project Manager should focus on critical athB



Ca!cu!ating Critica! Path



# ecify the indi4idual acti4itiesB,etermine the se uence of acti4itiesB,raw the networ! diagramB

stimate acti4ity com letion timeB7dentify critical athB

=tart J ini"h %ate"



# arliest start timeBD arliest nish timeBD atest nish timeB

# atest start timeB

orward Pa""



#chedule Calculations That 7dentify The arly #tart andDinish ,ates of Tas!s and The ProjectB

# D of Preceding Tas! (latest if more than one)B

D # X ,urationB

'ac8ward Pa""



#chedule Calculations That 7dentify The ate #tartand Dinish ,ates of Tas!s and The ProjectB

D # of succeeding Tas! (earliest if more thanone)B

# D / ,uration

!oat

Dloat or slac! is the amount of time that a tas! in



Dloat or slac! is the amount of time that a tas! ina roject networ! can $e delayed withoutcausing a delay to#u$se uent tas!s (free Loat)Project com letion date (total Loat)

Total Dloat D R D3%

# / #Dree Dloat Min # (#ucceeding Tas!) R D

Critica! Path

<

"@

C0

,5

@D<

+5

;

<

B 3 5

C 6 6

Critica! Path



A

2

1 2

21

353

E

3

3 5

97

11515

D

4

6 9

96

F

2

1 11

111

!

4

12 15

1512

"

2

16 17

1716

%e&e!o =chedu!e

%e(neActi&itie"

P!an=chedu!e

Management



5"timateActi&ity

e"ource"

%e&e!o=chedu!e

=equence

Acti&itie"

5"timateActi&ity

%uration"

%e&e!o =chedu!e



The rocess of analy.ing acti4ity se uences'durations' resource re uirements' and scheduleconstraintsBPro4ides s eci c start and end dates for acti4itiesB7terati4e rocessB

%e&e!o =chedu!e7n uts=chedu!eManagementP!anActi&ity 4i"t

Tools &T h i

3ut utsPro ect" h d !



Acti&ity 4i tActi&ityAttri+ute"Pro ect =chedu!eetwor8%iagram"Acti&itye"ourceequirement"e"ourceCa!endar"Acti&ity %uration5"timate"

Pro ect =co e=tatementi"8 egi"terPro ect "taa""ignmente"ource'rea8down

=tructureOrg6 Proce""A""et"5nter ri"e5n&ironmenta!actor"

Tools & Techni ues=chedu!eetwor8Ana!y"i"Critica! PathMethodCritica! ChainMethode"ourceO timiKation$echnique"Mode!ingtechnique"4ead" J 4ag"=chedu!eCom re""ion=chedu!ing $oo!

"chedu!e

=chedu!e+a"e!ine

=chedu!e data

Pro ect

Ca!endarPro ectManagementP!an @u date"

Pro ectdocument@u date"

e"ource O timiKation $echnique"



%esource e4eling

%esource #moothing

e"ource !e&e!ing



Fsed when shared or critical resources are onlya4aila$le at certain times' or in limited uantities'or to !ee resource usage at a constant le4elBFsually changes the critical athB

Mode!ing $echnique"



What/7f #cenario nalysis

#imulation

hat-) =cenarioAna!y"i"



n analysis of the uestion 9what if the situationre resented $y scenario ]^I ha ens:BCan $e used to assess the feasi$ility of the scheduleunder ad4erse conditions' and in re aringcontingency and res onse lansB

*ercises 2 & =



Critical Path Calculations

-ui.

D th j t i * i /

Dor the roject in *ercise =/a0/ What is the #tandard ,e4iation of the Project?</ ;ow much would you estimate the duration of the

roject? 7f you want to $eaB 8>S con dent$B 1>S con dentcB 18S con dent

=chedu!e Com re""ion



Dast Trac!ingCrashing

a"t $rac8ing



schedule com ression techni ue in which hasesor acti4ities normally erformed in se uence areerformed in arallelBCan result in rewor! and increased ris!sB

Cra"hing



schedule com ression techni ue in which costand schedule tradeoEs are analy.ed to determinehow to o$tain the greatest amount of com ressionfor the latest incremental costBCan result in increased costB

5:erci"e



Crashing

A =u+ ect or %i"cu""ion



fter all of this' why do rojects ta!e more time to nis

=tudent =yndrome



#tudent syndrome refers to the henomenon thatmany eo le will start to fully a ly themsel4es to atas! just at the last ossi$le moment $efore adeadlineB This leads to wasting any $uEers $uilt intoindi4idual tas! duration estimates

Par8in"on 4aw



Wor! e* ands so as to ll the time a4aila$le for itscom letion

Mu!ti-$a"8ing



Critica! Chain Method



schedule networ! analysis techni ue thatmodi es the roject schedule to account for limitedresources (according to PM"3AU)B

Com$ines deterministic and ro$a$ilistica roachesB

Pro ect "chedu!e



Milestone Chart"ar Chart

Project schedule networ! chart

=chedu!e 'a"e!ine



Project schedule with $aseline start dates and$aseline nish datesB

PM'O? eading



Cha ter 2/ #ections 2B0 R 2B2

P %T Q77



P %T Q77P%3 CT C3#T

M N + M NT

P!anning Proce""e"

Pro ect Co"tManagementP!an Co"t

Management



5"timateCo"t"

%etermine'udget

Contro!Co"t"

Pro ect Co"tmanagement

3n smaller rojects' cost estimating and cost



3n smaller rojects cost estimating and cost$udgeting are so tightly lin!ed that they can $e donetogether and $y one ersonB

The wor! done in cost management is receded $y acost lanning eEort $y the roject managementteamB

Techni ues such as ife/Cycle Costing & Qaluengineering can im ro4e decision ma!ing andreduce cost while im ro4ing uality and erformanceof roject deli4era$lesB



P!an Co"t ManagementP!an Co"t

Management



5"timateCo"t"

%etermine'udget

Contro!Co"t"

P!an Co"t Management



The rocess of esta$lishing olicies' rocedures'and documentation for lanning' managing'e* ending' and controlling roject costsB

The !ey $ene t of the rocess is that it ro4idesguidance and direction on how the roject schedulewill $e managed throughout the rojectB

5"timate Co"t"

Tools &




Pro ectCharter

5nter ri"e5n&ironmenta! actor"

Org6 Proce""A""et"

Techni ues5: ert

Hudgment


Meeting"

3ut utsCo"tManagementP!an

Co"t Management P!an

Part of ,e4elo Project Management Plan



The outcome of a lanning eEort that recedeserforming the rocesses of roject cost

management

#ets out the format and esta$lishes the criteria forlanning' structuring' estimating' $udgeting' andcontrolling roject costsB

,ocuments cost management rocesses and theirassociated tools and techni ues

Co"t Management P!an5"ta+!i"he"

e4el of accuracy



ye4el of recisionFnits of measure3rgani.ational rocedures lin!sControl thresholds%ules of erformance measurement%e orting formatsProcess descri tions

dditional details

5"timate Co"t"P!an Co"t

Management



5"timateCo"t"

%etermine'udget

Contro!Co"t"

Co"t 5"timating F"6 Co"t'udgeting



Cost stimating ,e4elo ing an a ro*imation of thecosts of the resources needed to com lete rojectacti4ities

Cost "udgeting ggregating the estimated costs ofindi4idual acti4ities of wor! ac!ages to esta$lish acost $aseline

5"timate Co"t"

7n uts

Tools &

Techni ues5: ertH d

3ut uts

Co"tManagementP!an

=co e'a"e!ine

Pro ect=chedu!e

#umane"ource P!an

i"8 egi"ter


Org6 Proce""A""et"

HudgmentAna!ogou"5"timatingParametric5"timating'ottom-u

e"timating$hree-Point5"timate"e"er&eana!y"i"Co"t o<ua!ityPro ectManagement5"timating=o twareFendor 'idAna!y"i"Grou%eci"ion-Ma8ing

3ut utsActi&ity Co"t5"timate"

'a"i" o

5"timate"Pro ect%ocumentB date"

Ana!ogou" 5"timating



Fsing cost of re4ious similar rojects as $asis forestimatingBess Costly "FT less accurateBFsed when information is limited (early hases)B%elia$le when re4ious rojects are similar in fact'not just in a earanceB

Parametric 5"timating



Fses relationshi $etween historical data andcertain arameters (cost er s uare meter' cost ermeter' etc)B

'ottom-B 5"timating



method for estimating a com onent of wor!B The cost is estimated for indi4idual wor! ac!agesor acti4ities' and they are then summari.ed or

9rolled/u : to higher le4elsBCost and accuracy are inLuenced $y the si.e andcom le*ity of the indi4idual ac!age or acti4ityB

Fendor 'id ana!y"i"



7ncludes analysis of what the roject should cost'$ased on res onsi4e $ids from uali ed 4endorsB

Acti&ity Co"t 5"timate"



uantitati4e assessment of the li!ely costs of theresources re uired to com lete roject acti4itiesB

'a"i" o 5"timate"



,ocumentation of $asis of estimates (how it wasde4elo ed)B,ocumentation of assum tions madeB,ocumentation of any !nown constraintsB7ndication of range of estimatesB7ndication of con dence le4el of the nal estimateB

Co"t 5!ement"

;uman %esources R a$or



;our rate' fringe $ene ts' o4ertime' o4erhead' erdiemui ment & #oftware

,e reciation' urchase cost' su ort &MaintenanceDacilities%ent' de reciation' utilities' admin o4erhead

#u lies#tationary' food' leisure' gas for cars' tic!ets# ecial e* enses

Co"t Can 'e

i B



,irectB7ndirectBDi*edB

Qaria$leB

%etermine 'udgetP!an Co"t

Management



5"timateCo"t"

%etermine'udget

Contro!Co"t"

%etermine 'udget



The rocess of aggregating the estimated costs toindi4idual acti4ities or wor! ac!ages to esta$lishan authori.ed cost $aselineB

%etermine 'udget

7n utsCo"tManagement P!

Tools &

Techni ues

3ut uts



t P!an=co e'a"e!ineActi&ity Co"t5"timate"

'a"i" o Co"t5"timate"Pro ect=chedu!ei"8egi"tere"ource

Ca!endar"Agreement"OrganiKationa! Proce""A""et"

Co"tAggregation

e"er&eAna!y"i"

5: ert Hudgment

#i"torica!e!ation"hi "

unding 4imiteconci!iation

Co"tPer ormance'a"e!ine

Pro ectundingequirement"


unding 4imiteconci!iation



The e* enditure of funds should $e reconciled withany funding limits on the commitment of funds forthe rojectB

Qariance $etween the funding limits and thelanned e* enditures sometimes necessitate therescheduling of wor! to le4el out the rate ofe* endituresBCan $e accom lished $y lacing im osed dateconstraints for wor! into the roject scheduleB

Co"t Per ormance'a"e!ine



Time/ hased $udget at com letion (" C) used as$asis against which to measure' monitor' andcontrol o4erall cost erformanceB

Co"t Per ormance'a"e!ine



Contingency e"er&e"



Contingency reser4es is usually ercentage of totalestimate or $ased on ris! analysis' to account forthe ris!s that are 9!nown un!nowns: of the rojectB

Fnder the control of the roject managerB

Management e"er&e"



"udgets reser4ed for un lanned' $ut otentiallyre uired changes to roject sco eB These are the

ris!s that are 9un!nown un!nowns:B

Fnder the control of organi.ationIs managementB

Co"t 'udgeting

056

0656

Q6Management e"er&e

6Co"t'udget

16 Acti&itie"

=>

<> <><>

066 066

<=>566

2=>

<<>

166

26 or8ac8age"

36 Contro!Account

6 Pro ect

76Contingency e"er&e

;6Co"t'a"e!ine

et Pre"ent Fa!ue



The resent 4alue of total $ene ts (income orre4enue) minus the cost o4er many time eriodsBllows for com arison of many rojects' to select the$est to initiateB7f NPQ is X4e the in4estment is a good choiceB

The roject with highest NPQ is the $estB

et Pre"ent Fa!ue



NPQ Σ (DQJ (0Xi)n)Where DQ Duture Qalue

i 7nterest %aten Num$er of eriod inter4als

)nterna! ate o return@)

7s the interest rate at which the costs of the



in4estment lead to the $ene ts of thein4estmentB

The roject with highest 7%% is the $estB

Pay+ac8 Period



The eriod of time re uired for the return on anin4estment to _re ay_ the sum of the originalin4estmentBDor e*am le' a 0666 in4estment which returned>66 er year would ha4e a two year ay$ac!eriodB

The roject with lowest ay$ac! eriod is the $est



-ui. 5

PM'O? eading



Cha ter =/ #ections =B0 / =B@

P %T Q777

P %T Q777P%3 CT -F 7TG

M N + M NT

P!anning Proce""e"

hat i" <ua!ity/

Conformance to %e uirements

Conformance to %e uirementsDitness of use

ccording to PM"3A 9The degree to which a set of inherentcharacteristics ful ll re uirementsB:

Pro ect <ua!ityManagementPlan

-ualityManagement

Perform-uality

ssurance

Control-uality

<ua!ity Management JPro ect Management

" h di i li i h i f

"oth disci lines recogni.e the im ortance ofCustomer #atisfactionPre4ention o4er ins ectionManagement %es onsi$ilityContinuous 7m ro4ement

<ua!ity Conce t"

-uality 4sB +radePrecision 4sB ccuracy-uality ssurance 4sB -uality Control

<ua!ity F"6 Grade

-uality is the 9 egree to which a set of inherent



-uality is the 9,egree to which a set of inherentcharacteristics ful ll re uirements:+rade is 9 Category assigned to roducts or ser4ices

ha4ing the same functional use $ut diEerenttechnical characteristics:Bow grade does not necessarily cause a ro$lem' $utlow uality doesB

Preci"ion &"6 Accuracy



Precision is consistency that the 4alue of re eatedmeasurements are clustered and ha4e little scatterBccuracy means that the measured 4alue is 4eryclose to the true 4alueBPrecise measurements are not necessarily accurateB 4ery accurate measurement is not necessarilyreciseB

<ua!ity A""urance &"6<ua!ity Contro!

-uality ssurance is a lying the lanned'

systematic uality acti4ities to ensure that theroject em loys all rocesses needed to meetre uirementsB

-uality Control is the action of monitoring s eci croject results to determine whether they com lywith rele4ant uality standards and identifying

ways to eliminate causes of unsatisfactoryerformanceB

Pro ect <ua!ityManagementPlan

-ualityManagement

Perform-uality

ssurance

Control-uality

P!an <ua!ityManagement

7dentifying which uality #tandards are rele4ant to

y g ythe roject and determining how to satisfy them#co e statement

-uality olicies-uality standards & regulations in the com any'industryB

-uality is lanned' designed and $uilt in/ notins ected inB

P!an <ua!ity

7n utsPro ectManagement

Tools & Techni ues

3ut uts<ua!ityManagementP!an

gP!an

=ta8eho!deregi"ter

i"8 egi"ter



Org6 Proce""A""et"

Co"tN 'ene(tAna!y"i"Co"t o <ua!ity@CO<

=e&en 'a"ic<ua!ity $oo!"'enchmar8ing%e"ign o5: eriment"=tati"tica!=am !ingAdditiona!

<ua!ityP!anning $oo!"Meeting"

P!an

<ua!ityMetric"

<ua!ityChec8!i"t"

Proce"")m ro&ementP!an


=e&en 'a"ic <ua!ity $oo!"

0B Cause & Eect ,iagram

B ;istograms2B Control Charts=B #catter ,iagrams

Cau"e J 5 ect %iagram



lso !nown as 9Dish/"one nalysis: or 97shi!awanalysis:Fsed to identify the ro$lem' disco4er theunderlying causes leading to it' and de4elosolutions and re4enti4e actionsB

Cau"e J 5 ect %iagram



!owcharting

,iagram that shows the relationshi $etween



, g $diEerent elements in a system of rocessesFsed to assist team eEorts in identifying otential

uality ro$lems and the ossi$le aEects of thosero$lemsBCause & Eect ,iagramProcess Lowcharts



Chec8"heet"Category =tro8e" requency

ttri$ute 0

ttri$ute <

ttri$ute @

ttri$ute 5

Contro! Chart"

+ra hic dis lay of results' o4er time' of a rocessBF d d i if h i 9i l B



Fsed to determine if the rocess is 9in control:BWhen a rocess is 9in control: it should not $eadjustedB9%ule of #e4en:



#i"togram

4ertical $ar chart showing how often a articular



g4aria$le state occurredB

#i"togram"



Pareto %iagram



=catter %iagram

#catter diagram shows the relationshi $etween



g $two 4aria$lesBllows to study and identify the ossi$le

relationshi $etween changes o$ser4ed in two4aria$lesB

=catter %iagram



'5 C#MA ?) G

The e4aluation of a grou sI $usiness or rojectti i i t th f th g

ractices in com arison to those of other grou sor rojectsB7ncludes a num$er of uantitati4e or ualitati4eattri$utes that can $e assessed in $oth the$enchmar! and the su$jectB

Co"t o <ua!ity

Pre4ention costs R u front costs to design and lanfor ualityB

raisal costs R associated with e4aluation ofresults to ma!e sure that they conform to ualityB

7nternal Dailure costs R Cost of re/wor! associatedwith items that did not ass the a raisalB

*ternal Dailure costs R Cost of failures found $y thecustomerB

Co"t o <ua!ity

Conformance TrainingB%esearchB



#ur4eysBNonconformance

#cra B%ewor!BWarrantyB7n4entoryB

Chec8 4i"t"

o$ aid that rom ts em loyees to erformacti4ities according to a consistent uality standardB



g y

Could $e for uality assurance or uality controlB

Two ty es of Chec!lists7m erati4e7nterrogati4e

%e"ign o 5: eriment"

structured' organi.ed method that is used to

determine the relationshi $etween the diEerentfactors aEecting a rocess and the out ut of that

rocessB7t in4ol4es designing a set of ten to twentye* eriments' in which all rele4ant factors are 4ariedsystematicallyB

The results of these e* eriments are analy.ed' tohel identify o timal conditions

<ua!ity ManagementP!an

,escri$es how the roject team will im lement the

erforming organi.ationIs uality olicy

<ua!ity ManagementP!an Content"

Pur ose



-uality PolicyJ #tandards-uality ssurance Procedures & Test

-uality Control Procedures & Tests%oles & %es onsi$ilities

Proce"" )m ro&ementP!an

Process "oundariesProcess Con guration



Process Con gurationProcess Metrics

Targets for 7m ro4ed Performance

PM'O? eading

Cha ter 8



Cha ter 8/ #ection 8B0

P %T 7^P%3 CT ;FM N



% #3F%C M N + M NT

P!anning Proce""e"

Pro ect #umanre"ource Management

P!an#uman

e"ourceManagement



AcquirePro ect

$eam

%e&e!oPro ect

$eam

ManagePro ect

$eam

Pro ect #uman re"ourceManagement P!an

#uman

e"ourceManagement



AcquirePro ect

$eam

%e&e!oPro ect

$eam

ManagePro ect

$eam

P!an #uman e"ourceManagement

7dentifying' documenting' and assigning rojectroles' res onsi$ilities' re uired s!ills and re orting



roles res onsi$ilities re uired s!ills and re ortingrelationshi s' as well as creating the staHngmanagement lanB7dentifying who we want' at which s!ill le4el' when'and for how longB # ecifying their roles' andres onsi$ilities and interactionsB

%e&e!o #umane"ource P!an


Tools & Techni ues

O iK i

3ut uts#umane"ource



P!an

Acti&ity

e"ourceequirement"


Org6 Proce""A""et"

OrganiKationChart" JPo"ition

de"cri tion"etwor8ing

OrganiKationa! $heory

5: ert Hudgment

Meeting"

e ourceManagementP!an

OrganiKationa! Chart" JPo"ition %e"cri tion"

;ierarchical/ ty e Charts



Matri*/$ased Charts Te*t/3riented Dormats

OrganiKationa! Chart" JPo"ition %e"cri tion"



e" on"i+i!ityA""ignment Matri:@ AM

Acti&ity

Ann 'en Car!o" %ina 5d

,e ne % 7 7 7



,esign 7 % C C

,e4elo 7 % C C

Test 7 7 % 7

R= ResponsibleA=AccountableC=ConsultI=Inform

OrganiKationa! $heory

Pro4ides information regarding the ways thatl ' t d g i ti l it $ h 4 B



eo le' teams and organi.ational units $eha4eB

#a!o 5 ect

The tendency to rate high or low on all factors dueto the im ression of a high or low rating on somes eci c factorB



Ma"!ow*" #ierarchy



#ertK+erg $heory;ygiene Dactors

Wor!ing conditionsB#alaryBPersonal lifeB% l ti hi t !B



%elationshi s at wor!B#ecurityB

#tatusBMoti4ating gents

%es onsi$ilityB#elf ctuali.ationB

Professional +rowthB%ecognitionB

McC!e!!and Acquired-eed" $heory lso called

Three Need Theoryearned Needs TheoryB



9 n indi4idualKs s eci c needs are ac uired o4ertime and are sha ed $y oneKs life e* eriences:B

ersonKs moti4ation and eEecti4eness in certain jo$ functions are inLuenced $y these three needsBMost of these needs fall under

chie4ementB

HliationBPowerB

5: ectancy $heory

;igh erformers remain loyal and moti4ated as longas rewards meet e* ectationsB



as rewards meet e ectationsB

$heory D-$heory E

,escri$es how managers deal with su$ordinatesB



,escri$e two o osing sets of assum tions a$out

em loyeesB

$heory Dm loyees

,isli!e wor! and try to a4oid itB



ac! am$ition' creati4ity' and ro$lem sol4ing s!illsB

Prefer direction and a4oid res onsi$ilityB

re moti4ated $y MaslowIs lower needsB

re self centered and donIt care a$out organi.ationB

$heory E

m loyees

Meet e* ectations with ro er moti4ationB



Meet e* ectations with ro er moti4ationBre committed to organi.ation goalsB

re creati4e and inno4ati4eBCan ta!e res onsi$ilityBre moti4ated $y higher le4els of Maslow B

$heory R

#u lements Theory GB

h d i f



ssumes that trust and commitment on art oforgani.ation will yield higher moti4ation anderformance $y em loyeesB

%ooted in a anese cultureB

#uman e"ource P!an

Pro4ides guidance on how roject human resourcesshould $e de ned' staEed' managed' controlled'



$ gand e4entually releasedB

#uman e"ource P!anContent"

%oles and %es onsi$ilitiesProject 3rgani.ation Charts



Project 3rgani.ation Charts#taHng Management Plan

=ta ng ManagementP!an

#taE ac uisition%esource Calendars# E % l Pl



#taE %elease Plan Training needs%ecognition & %ewardsCom liance#afety

At Orangeone TTM project manager

• p#o$%ct anage# 'o# p#o$%ct Fast T#ac( & )%pe# Fast T#ac(• t#aine$ p#o*ect anage# 'o# F%++ T#ac( & Fast t#ac( c,c+es• a%tho#it, on p#o*ect tea & p#o*ect stee#ing co ittee• anages p#o*ect -%$get• co its on T3. /%a+it, & 0a+%e c#eation

Teamwor! in multidisci linary roject



$$M

one TTM project team

• tea o#( to achie0e o-*ecti0es• e0e#, $e+i0e#a-+e has an o ne# • co++ocation hen 'easi-+e• $epa#t ents cont#i-%te ithin p#o*ect• one sponso# pe# p#o*ect

one objective• p#o*ect tea incenti0e -ase$ on it

5:erci"e 9

Pre are % MJ% C7



PM'O? eading

Cha ter 1



/ #ection 1B0

P %T ^P%3 CT C3MMFN7C T73N



P%3 CT C3MMFN7C T73NM N + M NT

P!anning Proce""e"

Pro ect Communication"Management

P!anCommunication"

Management



ManageCommunication"

Contro!Communication"

P!an Communication"Management

P!anCommunication"

Management





Con"equence" oMi"communication



P!an Communication

The rocess of determining the roject sta!eholderinformation needs and de ning a communication

hB



a roachBWho needs what information'When will they need it'7n which format';ow will it $e gi4en to them';ow fre uentlyB

Communication 'ody o?now!edge

Communication ProcessChoice of Media,ocumentation #!ills



,ocumentation #!illsPresentation #!ills

Meeting ManagementClutter' Noise' & "arriers

5 ecti&e Communication

Eecti4e CommunicationNon Qer$alPara lingual



Deed$ac!

Eecti4e isteningDeed$ac!cti4e isteningPara lingual

Communication Method"

Method hen B"ed

Dormal Written Com le* Pro$lems' PM Plans' Charter'ong ,istance Communication



g ,

Dormal Qer$al Presentations' # eeches

7nformal Written Memos' e/mails' notes

7nformal Qer$al Meetings' Con4ersations

P!an Communication"Management


Tools & Techni ues

Communication

3ut utsCommunication"Management



=ta8eho!deregi"ter

5nter ri"een&ironmenta! actor"

OrganiKationa! Proce""A""et"

equirement"Ana!y"i"

Communicationtechno!ogy

Communication Mode!"


Meeting"

ManagementP!an

Pro ect%ocument"B date"

Communicationequirement" Ana!y"i"

,etermining the communication re uirements of theroject sta!eholdersB

d $ $i i th t d f t f

,e ned $y com$ining the ty e and format ofinformation needed with an analysis of the 4alue ofthat informationBProject resources are e* ended only oncommunicating information that contri$ute tosuccess' or where a lac! of communication can leadto failureB

um+er oCommunicationChanne!"

N (N/0)J<



Communicationtechno!ogy

Dactors that aEect the roject communicationtechnologyF g f th d f i f ti B



Frgency of the need for informationB4aila$ility of technology* ected roject staHng,uration of the rojectProject n4ironment


ncode ,ecodeMessage Noise

c!nowledge



ncode,ecode

=enderecei&erMedium

Deed$ac! RMessage

Noise

c!nowledgeMessageNoise


7nteracti4ePushP ll



Pull

CommunicationManagement P!an#ta!eholder communication re uirements7nformation to $e communicated%eason for distri$ution%es onsi$ility%eci ients



Methods and technologies used

Dre uency%esources allocated for communication (including timeand $udget)scalation rocessMethod for u dating+lossary of terminology7nformation Low in the roject (Low chart)Communication constraints

Communication Matri:hat hy 'y

homeci ient

hen #ow

#tatusre ort

Performancere orting

PM # onsorJ#teeringCommittee

Wee!ly$asis

mail



Minutes ofmeeting

%e ortingdecisions

PC #teeringCommittee

fter eachmeeting

mail

%is! forms %e ort &documentris!s

nysta!eholder

PM s needed mail

%is!s log F datingris!s log %is!Manager #teeringCommittee

4ery twowee!s Meeting &email

A Fideo

,o you communicate eEecti4ely?



5:erci"e 10

,e4elo Communication Matri*



PM'O? eading

Cha ter 06



/ #ection 06B0

P %T ^7P%3 CT %7#AM N + M NT



9There are ris!s and costs to arogram of actionB "ut theyare far less than the long/

range ris!s and costs ofcomforta$le inaction: ohn DB Aennedy

P!anning Proce""e"

)" i"8 Good Or 'ad/



i"8 %e(nition

%is! an uncertain e4ent that' if it occurs' has aositi4e or negati4e eEect on a rojectIsdeli4era$lesB



deli4era$lesB

Pro ect i"8Management

The systematic rocess of identifying' analy.ing'and res onding' monitoring' and controlling rojectris!s



Pro ect i"8 P!anningP!an i"8

Management

P!an i"8)d

P!an i 8e" on"e"

Per orm<uantitati&e

i"8 Ana!y"i"

)denti yi"8"

Per orm<ua!itati&e

i"8 Ana!y"i"

P!an i"8 ManagementP!an

i"8Management

P!an i"8)d i

P!an i 8e" on"e"

Per orm<uantitati&e

i"8 Ana!y"i"

)denti yi"8"

Per orm<ua!itati&e

i"8 Ana!y"i"

P!an i"8 Management

,eciding how to conduct ris! managementacti4ities for a rojectB



P!an i"8 Management

7n utsPro ectManagementP!anPro ectCharter

Tools & Techni ues


3ut utsi"8Management P!an



Charter=ta8eho!der

egi"ter5nter ri"e5n&ironmenta! actor"Org6 Proce""A""et"

$echnique

5: ert Hudgment

Meeting"

t P!an

i"8 Management P!an

,escri$es how ris! management will $e structuredand erformed on the rojectBsu$set of the roject management lanB



su$set of the roject management lanB

i"8 Management P!an

MethodologyB%oles and res onsi$ilitiesB"udgetingB

TimingB%i ! i B



%is! categoriesB

,e nitions of ris! ro$a$ility and im actBPro$a$ility and im act matri*B%e4ised sta!eholdersI tolerancesB%e orting formatsB

Trac!ingB



%e(nition o i"8Pro+a+i!ity J )m act



)m act =ca!e

CardinalinearNon/ inear

Non/ inear

3rdinal

)m act =ca!e

Cardinal inear (6B0' 6B@' 6B=' 6B1)Cardinal Non/ inear (B6>' B0' B<' B5' B8)BCardinal Non/ inear is used to reLect focus on high

gris!sB3rdinal (Qery ow' ow' Medium' ;igh' Qery ;igh)

Pro+a+i!ity =ca!e

Cardinal inear (6B6>' 6B0'6B<UetcB)3rdinal (Qery unli!ely' unli!ely' moderate' li!ely'4ery li!ely' almost certain)



4ery li!ely almost certain)

Pro+a+i!ity-)m actMatri:

ach ris! is rated on its ro$a$ility of occurring andim act on an o$jecti4e if it does occurB



The matri* shows low' moderate or high ris!sB%is! #core ris! ro$a$ility * ris! im act

Pro+a+i!ity-)m actMatri: @Cardina!



Pro+a+i!ity-)m actMatri: @Ordina!



)denti y i"8"

,etermining which ris!s may aEect the roject anddocumenting their characteristicsB



)denti y i"8"P!an

i"8Management

P!an i"8" " "

)denti y

e" on"e"

Per orm<uantitati&e

i"8 Ana!y"i"

) yi"8"

Per orm<ua!itati&e

i"8 Ana!y"i"

)denti y i"8"7n uts

i"8 ManagementP!anActi&ity Co"t5"timate"Acti&ity %uration5"timate"=co e 'a"e!ine=ta8eho!deregi"ter

Tools & Techni ues

%ocumentation e&iew)n ormationG th i

3ut utsi"8 egi"ter

egi terCo"t ManagementP!an=chedu!eManagement P!an<ua!ityManagement P!an#uman e"ourceP!anPro ect %ocument"Procurement%ocument"5nter ri"e

5n&ironmenta!actor"Org6 Proce""A""et"

Gathering$echnique"

Chec8!i"tAna!y"i"A""um tion"ana!y"i"%iagramming$echnique"= O$ Ana!y"i"5: ert

Hudgment

%ocumentation e&iew

#tructured re4iew of roject documentation'including lans' assum tions' re4ious roject les'contracts and other information at roject le4el and



detailed sco e le4elsB

)n ormation Gathering$echnique"

"rainstorming,el hi Techni ue



,

7nter4iewing%oot cause analysis

'rain"torming

grou creati4ity techni ue designed to generatea large num$er of ideas for the solution of aro$lemB



4eryone is allowed to e* ress ideas freely andwithout criticismB

%e! hi $echnique

way to reach a consensus of e* erts whoartici ate anonymouslyB facilitator uses a uestionnaire to solicit ideas



a$out the im ortant ris!sBliminates $iasness and inLuence of indi4iduals

)nter&iewing

7nter4iewing e* erienced roject artici ants'sta!eholders' and su$ject matter e* erts to identifyris!sB



oot Cau"e Ana!y"i"

lso !nown as 9Dish/"one nalysis: or 97shi!awanalysis:Fsed to identify the ro$lem' disco4er theunderlying causes leading to it' and de4elo



solutions and re4enti4e actionsB

oot Cau"e Ana!y"i"



Chec8!i"t Ana!y"i"

"ased on historical and roject informationBMust $e e*hausti4e (4ery diHcult)B7m ortant to re4iew at roject closure to im ro4e onthe chec!list for future rojectsB



j

3ne of the easier more common rst ste sBCan $e grou ed into categoriesB

A""um tion" Ana!y"i"

%e4iew roject assum tionsB* lores the 4alidity of assum tions as they a lyto the rojectB7denti es ris!s to the roject from inaccuracy'inconsistency' or incom leteness of assum tionsB



y

= O$ Ana!y"i"

7nternal Dactors#trengthsBWea!nessesB



*ternal Dactors3 ortunitiesB

ThreatsB

i"8 egi"ter

document that contains the outcomes of ris!lanningBt this stage includesi t f id ti d i ! B

ist of identi ed ris!sBist of otential scenariosB%is! triggers

Per orm <ua!itati&e i"8Ana!y"i"

Prioriti.ing ris!s for further analysis or action $yassessing and com$ining their ro$a$ility ofoccurrence and im actB

ssesses the riority of identi ed ris!s using theirrelati4e ro$a$ility or li!elihood of occurrenceB

Per orm <ua!itati&ei"8 Ana!y"i"

P!an i"8

Management

P!an i"8e" on"e"

)denti yi"8"

Per orm<uantitati&e

i"8

Ana!y"i"

i 8

Per orm<ua!itati&e

i"8

Ana!y"i"

Per orm <ua!itati&e i"8Ana!y"i"

7n utsi"8ManagementP!an

i"8 egi"ter

Tools &

Techni uesi"8Pro+a+i!ity and)m actA""e""ment

Pro+a+i!ity and)m act Matri:

3ut utsPro ect%ocument"B date"



i"8

ManagementP!an

Pro ect =co e=tatement


)m act Matri:

i"8 %ataqua!itya""e""ment

i"8CategoriKation

i"8 Brgency

A""e""ment5: ert

Hudgment

i"8 regi"ter B date"

%elati4e ran!ing or riority list of roject ris!sB%is!s grou ed $y categoriesBCauses of ris! or roject areas re uiring articular

attentionBist of ris!s re uiring res onses in the near/termBist of ris!s for additional analysis and res onsesBWatchlists of low/ riority ris!sB

Trends in ualitati4e ris! analysis resultsB

Per orm <uantitati&e i"8Ana!y"i"

The rocess of numerically analy.ing the eEect ofidenti ed ris!s on o4erall roject o$jecti4esBPerformed on ris!s that ha4e $een rioriti.ed $y theualitati4e analysisB

ualitati4e analysisB

Outcome" o<uantitati&e i"8Ana!y"i"

-uantify ossi$le outcomes and their ro$a$ilityBssess ro$a$ility of achie4ing a s eci c o$jecti4eB7dentify ris!s re uiring most attentionB

y g

7dentify realistic and achie4a$le targetsB,etermine $est decision under uncertaintyB

Per orm <uantitati&ei"8 Ana!y"i"

P!an i"8

Management

P!an i"8e" on"e"

)denti yi"8"

Per orm<uantitati&e

i"8

Ana!y"i"

Per orm<ua!itati&e

i"8

Ana!y"i"

Per orm <uantitati&ei"8 Ana!y"i"

7n utsi"8 egi"teri"8ManagementP!anCo"tManagement

Tools &

Techni ues%ataGatheringande re"entati

3ut utsPro ect%ocument"B date"

Management

P!an=chedu!eManagementP!an5nter ri"e5n&ironmenta! actor"OrganiKationa! Proce""A""et"

on$echnique"

<uantitati&ei"8Ana!y"i" andMode!ing$echnique"

5: ert Hudgment

%ata Gathering ande re"entation$echnique"

7nter4iewingBPro$a$ility distri$utionsB

<uantitati&e i"8 Ana!y"i"and Mode!ing $echnique"

#ensiti4ity nalysis* ected Monetary Qalue nalysis



Modeling and #imulation

=en"iti&ity Ana!y"i"

;el s to determine which ris!s ha4e the mostotential im act on the rojectB

7t e*amines the e*tent to which the uncertainty of



7t e amines the e tent to which the uncertainty ofeach roject element aEects the o$jecti4es $einge*amined when all other uncertain elements areheld at their $aseline 4alueB

5: ected Monetary Fa!ue@5MF

#tatistical conce t that calculates the a4erageoutcomes when the future includes scenarios thatmay or may not ha en (iBeB analysis underuncertainty)B



The MQ of o ortunities will generally $ee* ressed in ositi4e 4alues while those of threatsin negati4e 4aluesB

Calculated $y multi lying the 4alue of each ossi$leoutcome $y its ro$a$ility of occurrence' andadding them togetherB

5: ected Monetary Fa!ue@5MFMQ ` Pro$a$ility ^ 7m act

ll ossi$le

outcomesof a decision

or8Pac8ag

e

Pro+a+i!ity )m act 5MF

e

06S / <6'666 / <'666

" @6S 5>'666 0@'>66

C 28S / 08'666 / 0<'<56

Total / =56

%eci"ion $ree Ana!y"i"

+ra hical means of dis laying all a4aila$le o tions'their ro$a$ility' and their im act' to reach the nalroject o$jecti4eB



%eci"ion $ree Ana!y"i"

$335

EMV In house = (1000 – 150) * 0.5 + ( -30 – 150) * 0.5 = $ 335



$550

EMV out sourc e = (1000 – 250) * 0.8 + ( 0 – 250) * 0.2 = $ 550



Mode!ing J =imu!ation

Pro4ides ro$a$le roject results and information forroject decision/ma!ingBDor Cost %is! nalysis' use cost estimatesBDor #chedule %is! nalysis'use the schedule networ!diagram and duration estimatesB



diagram and duration estimatesB

7llustrates the li!elihood ofachie4ing s eci c cost J scheduletargetsB

Monte Car!o =imu!ation



Monte Car!o =imu!ationMean 52B2=m

u l a t i 4 e

)066S

=>S

>6S

Cost P r o

$ a

$ i l i t y ( C u m

<>S

6S

@6m @8B=>m 5=B>m >2B<>m 2>m

50m >6m

0<S

P!an i"8 e" on"e"

The rocess of de4elo ing o tions and actions toenhance o ortunities an to reduce threats toroject o$jecti4esB



P!an i"8 e" on"e"

P!an i"8

Management

P!an i"8e" on"e"

)denti yi"8"

Per orm<uantitati&e

i"8

Ana!y"i"

Per orm<ua!itati&e

i"8

Ana!y"i"

P!an i"8 e" on"e"7n uts

i"8ManagementP!an

i"8 egi"ter

Tools & Techni ues

=trategie" oregati&ei"8" or$hreat"

=trategie" orPo"iti&e i"8"

3ut uts

Pro ectManagementP!an u date"

Pro ect%ocument"B d t "



Po"iti&e i"8"orO ortunitie"

Contingente" on"e=trategie"

5: ert udgment

B date"

e" on"e" or egati&ei"8" @$hreat"

4oidanceB TransferenceBMitigationB



cce tanceB

A&oidance

Changing roject lan to eliminate the ris! orcondition or to rotect the roject o$jecti4es fromits im actB



$ran" erence

#hifting some or all of the negati4e im act' alongwith ownershi of the res onse to a third artyB*am les of transference7nsurance



Warranties+uarantiesPerformance $onds

Transfers ris!' $ut does not eliminate itB

Mitigation

%educing ro$a$ility andJ or im act of ris! to anacce ta$le le4elB,oes not eliminate ris! com letelyBMitigates ro$a$ility andJ or im actB



Mitigates ro$a$ility andJ or im actB

Acce tance

,eciding not to change the roject lan' to dealwith a ris!' or $eing una$le to identify suita$leres onse strategyB7ncludes acti4e and assi4e acce tance



cti4e acce tance de4elo ing a contingency lan ifris! occursBPassi4e acce tance no action is ta!en until ris!ha ensB

e" on"e" or o"iti&eri"8" @O ortunitie"

* loit (4sB 4oid)B#hare (4sB Transfer)Bnhance (4sB Mitigate)B



cce tB (The same)

Outcome" rom i"8e" on"e P!anning

%esidual %is! Those that remain after a4oidance'transfer or mitigation res onses ha4e $een ta!enB

#econdary %is! That arise as a direct result ofim lementing a ris! res onseB



im lementing a ris! res onseB

Contingency reser4e needed The amount of $uEerneeded to reduce the ris! of o4er runsB

At Orange



5:erci"e 11

Which %is! %es onse is This?



5:erci"e 12

%is! 7denti cation & nalysis



PM'O? eading

Cha ter 00/ #ection 00B0 / 00B>



-ui. >



PA $ D))

P OH5C$ P OCB 5M5 $MA AG5M5 $



P!anning Proce""e"


The rocesses necessary to urchase or ac uireroducts' ser4ices or results from outside theroject teamB7ncludes the contract management and change



control rocesses re uired to de4elo andadminister contractsB7ncludes also administering any contracts issued $yan outside organi.ation (the $uyer) that is ac uiringthe roject from the erforming organi.ation (theseller)B


The organi.ation' can $e the $uyer or seller of theroduct' ser4ice or result under a contractBContract can $e calledgreementB



g#u$contractBPurchase orderB

Pro ect ProcurementManagement#eller can $e calledContractor

#u$contractorQendor#er4ice ro4ider#u lier



"uyer can $e calledClientCustomer#er4ice re uesterPurchaser

=e!!er in a ro ect

'idder =e!ected=ource

Contractor,

=u !ier or Fendor



Pro ect ProcurementManagement

P!anProcurementManagement

Conductrocurement"



Contro!Procurement"

C!o"eProcurement"

P!an Procurement"Management

P!anProcurement"Management

Conductrocurement"



Contro!Procurement"

C!o"eProcurement"

P!an Procurement"

The rocess of documenting roject urchasingdecisions' s ecifying the a roach' and identifyingotential sellersB#hould $e accom lished during the sco e de nitioneEort to s ecify



Whether to rocure or not?;ow to rocure?What to rocure?;ow much to rocure?

When to rocure?

Pro ect Manager*"Authority in Procurement

7t de ends on the ty e of the contractingen4ironmentCentrali.ed Contracting n4ironment

There is a rocurement de artment & arocurement manager who handle all rocurements



The roject Manager contacts the rocurementmanager when heJshe needs hel regardingrocurement,ecentrali.ed Contracting n4ironment

ThereIs no rocurement de artment The roject manager hires a rocurement managerto wor! full time on rocurement & he will $ere orting directly to the Project Manager

Beca%se the, a#e pa#t o' thep#oc%#e ent $epa#t ent that'oc%ses on+, on p#oc%#e ent.the, ha0e high +e0e+ o' e8pe#tise

t p#o0i$es its e p+o,ees ithcontin%o%s i p#o0e ent.

;ne p#oc%#e ent anage# a,o#( on an, p#o*ects. so theattention i++ -e $i0i$e$ a ongan, p#oc%#e ent p#o*ects

t a, -e o#e $i''ic%+t 'o# the

Centralized Contracting Environment

Advantages Disadvantages

pt#aining & sha#e$ +essons+ea#ne$

The, a#e o#e e''icient & he+p'%+in %n$e#stan$ing the anage#:s#e/%i#e ent in p#oc%#e ent

E p+o,ees ha0e c+ea# &$e'ine$ ca#ee# path inp#oc%#e ent p#o'ession

p#o*ect anage# to o-taincont#acting he+p hen nee$e$

The p#o*ect anage# i++ notha0e a '%++ a%tho#it, in thep#oc%#e ent p#o*ect

The p#o*ect anage# has easie#access to cont#acting e8pe#tise-eca%se the p#oc%#e entanage# is a e -e# o' the tea

The p#oc%#e ent anage# haso#e +o,a+t, to the p#o*ect

The#e is no <ho e= $epa#t ent 'o#the p#oc%#e ent anage# to#et%#n to a'te# the p#o*ect isco p+ete$

t:s o#e $i''ic%+t to aintain ahigh +e0e+ o' cont#acting e8pe#tisein the co pan, -eca%se the#e:s

Decentralized Contracting Environment

Advantages Disadvantages



no p#oc%#e ent $epa#t ent The#e a, -e an ine''icient %se o'p#oc%#e ent #eso%#ces in p#o*ectsac#oss the o#gani>ation

The#e a, -e a +itt+estan$a#$i>ation o' p#oc%#e ent

p#actice '#o one p#o*ect to thene8t

?o ca#ee# path as a p#oc%#e entanage#

P!an Procurement"7n uts

Pro ectManagementP!anequirement"%ocumentationi"8 egi"terActi&itye"ourceequirement"Pro ect

Tools & Techni ues

Ma8e-or-'uyAna!y"i"

5: ert Hudgment

3ut utsProcurementManagementP!anProcurement"=tatement oor8Ma8e-or-'uy%eci"ion"Procurement



=chedu!eActi&ity Co"t5"timate"=ta8eho!deregi"ter5nter ri"e5n&ironmenta!actor"OrganiKationa!Proce"" A""et"

Contract $y e"

Meeting"

%ocument"=ource=e!ectionCriteriaChangeeque"t"Pro ect%ocument"

B date"

Ma8e-or-'uy Ana!y"i"

techni ue used to determine whether articularwor! can $est $e accom lished $y the roject teamor must $e urchased from outside sourcesB7f $uy Purchase or lease?



#hould consider all related costs direct andindirectB

Contract $y e"

Di*ed riceCost reim$ursa$le

Time and material



i:ed Price Contract"

The most common ty eB

total lum sum rice against a well/de nedroductB

Three ty es



Dirm Di*ed Price Contracts (DDP)Di*ed Price 7ncenti4e Dee Contracts (DP7D)Di*ed Price with conomic Price djustmentContracts (DP/ P )

i:ed Price Contract"

The most common ty eB The $uyer !nows the rice from the $eginningB %is! is on the seller

d4antages

,isad4antag



The $uyer must re are a detailed #3W ( morewor! on the $uyer) The seller might try not to do e4erything according

to the #3W if he started loosing money More cost on the $uyer

es

Co"t reim+ur"a+!eContract"

Paying the seller the actual cost' lus a feeB Three ty es

Cost/ lus/ *ed/fee (CPDD)



Cost lus incenti4e fee (CP7D)

Cost lus award fee (CP D)B

Co"t reim+ur"a+!eContract"

No detailed #3WB ess cost on the $uyer than the DPC

d4antages

,isad4antag



Total cost is un!nown %is! is on the $uyer More wor! on the $uyer ( since he has to audit thesellerIs in4oices )

es

$ime J Materia!Contract"

;y$rid ty e of contractual agreementBContain as ects of $oth cost/reim$ursa$le and*ed/ rice ty esB

They are o en ended' $ut on certain ratesB



$ime J Materia!Contract"

-uic! to create ,uration $rief Fsed when e* at ac uisition & staE augmentation

d4antages



3nly good in small rojects Needs daily o4ersight & re orts from the $uyer( more wor!)

,isad4antages

hich $y e i" 'etter/

,e ends on;ow well de ned the contract statement of wor! isB

The amount and fre uency of change e* ectedB The le4el of eEort and e* ertise the $uyer cande4ote to managing the sellerB



7ndustry standards for the ty es of contract usedBmount of mar!et com etitionBmount of ris!B


$uyer/ re ared formal re uest sent to each#ellerB

The "asis u on which a seller re ares a $id for there uested roductsB%DPJ %D-J%D7J7D" are used to solicit ro osals to

d B

meet rocurement needsB#tatement of Wor! (#3W) rocurement item insuHcient detail to allow ros ecti4e sellers todetermine if they are ca a$le of ro4iding theitem(s)B

#tatement of 3$jecti4e (#33) term used for arocurement item that is resented as a ro$lem to$e sol4edB

Procurement

%ocument" @ PN<N )N) ' 3nce the contract ty e is selected & the rocurement #3Whas $een created' the $uyer can ut together therocurement documents that descri$e their needs

%e uest for ro osal (%DP) sometimes itIs called re uest for Tender' it re uests a detailed ro osal on how the wor! will$e accom lished' who will do it' com any e* erience' rice'

Technical re uirements' etc & it allows the com any to detect$ene ts & ris!s at early stageBB ( usually used with C%contracts)

7 4i i f "id ( 7D"' f $id %D") j



7n4itation for "id ( 7D"' or re uest for $id %D") just to re uesta total rice to do all the wor!B (usually used with DPcontracts) %e uest for -uotation (%D-) re uest a rice uote er item'hour' meter' or other unit of measure' used when rice is themain factor ( usually used with T&M) %e uest for 7nformation (%D7) is sim ly loo!ing forinformation ' it might $e used $efore rocurement documentsare created' the recei4ed information could hel the com anyto identif the re uired in order to send %D-' %DP or 7D"

Co++ect @e/%i#e ent'#o a++ sta(eho+$e#s

De'ine scope;' the p#o*ect

P#epa#e a $etai+e$);

3

2

1

P#oc%#e ent ); %st -e asc+ea# & concise as possi-+e an$

it %st$esc#i-e a++ the o#( an$

i0i i h # i # /%i# $

@"te " or re aringP



P#epa#e @FP

acti0ities the se++e# is #e/%i#e$ toco p+ete

#ow to write @ P%DP usually includes

CompanyBackground

Project De inition

hich inc+%$e a sho#t co pan, o0e#0ie s%ch as a -#ie'histo#, . in$%st#, -ac(g#o%n$. co pan, si>e. etc

#t is crucial or t$e vendor and project team to understandt$e underlying business case or t$e project% t$at is '$y t$eproject is being attempted( Also understand deliverablese)pected rom t$e project by t$e vendor



Project!e"uirements

Audience

'$ic$ include Tec$nical re"uirements unctional

re"uirements etc*

#n ormation about t$e und users

@ P orm-5:am !e DP Dorm/)*am&l



=ource =e!ectionCriteriaCan $e only rice if an

oE/the/shelf roductB3ther selection criteria ta!einto considerationFnderstanding of needsB34erall life/cycle cost

Technical ca a$ility%is!Management a roach

Technical a roach

They are included in therocurement documentsto gi4e the seller anunderstanding of the

$uyerIs needs They hel the seller onhow to re are the $id

They $ecome the $asis

$ hich the $ ere4 l tes the $ids



Technical a roachWarrantyDinancial ca a$ilityProduction ca acityPast erformance%eferences7P rights

$y which the $uyere4aluates the $ids

-ui. 2

PM'O? eading

Cha ter 0</ #ection 0<B0



P %T ^777P%3 CT #T A ;3 , %M N + M NT



P!anning Proce""e"

Pro ect =ta8eho!derManagement

)denti y=ta8eho!der"

P!an=ta8eho!der

Management



Manage=ta8eho!der5ngagement

Contro!=ta8eho!der5ngagement

P!an =ta8eho!derManagement


P!an=ta8eho!der

Management





P!an =ta8eho!derManagement

The rocess of de4elo ing a ro riatemanagement strategies to eEecti4ely engagesta!eholders through the roject life cycle' $asedon the analysis of their needs' interests' andotential im act on roject successB

7t ro4ides a clear' actiona$le lan to interact with



7t ro4ides a clear actiona$le lan to interact withroject sta!eholders to su ort the rojectIsinterestsB

P!an i"8 e" on"e"

7n utsPro ect

Management P!an

=ta8eho!der

egi"ter

Tools & Techni ues

5: ert Hudgment

Meeting"

3ut uts=ta8eho!derManagementP!an

Pro ect%ocument"



egi ter5nter ri"e5n&ironmenta!actor"


MeetingAna!ytica!$echnique"

%ocumentB date"

Ana!ytica! $echnique" The engagement le4el of sta!eholders can $e

classi ed as followsBnaware Fnaware of roject and otentialim actse"i"tant ware of roject and otential im actsand resistant to changeeutra! ware of roject yet neither su orti4e



eutra! ware of roject yet neither su orti4enor resistant=u orti&e ware of roject im acts andsu orti4e for change4eading ware of roject im acts and acti4elyengaged in ensuring the roject is a success

=ta8eho!der 5ngagement

A""e""ment Matri:=ta8eho!der

Bnaware

e"i"tant

eutra! =u orti&e

4eading

#ta!eholder0

C ,

#ta!eholder C

#ta!eholder<

C ,

#ta!eholder@

,C

=ta8eho!derManagement P!an

com onent of roject management lan

7denti es the management strategies re uired to

eEecti4ely engage sta!eholders



eEecti4ely engage sta!eholders

=ta8eho!derManagement P!an

7t can also ro4ide• ,esired and current engagement le4els of sta!eholders• #co e and im act of change to sta!eholders• 7denti ed interrelationshi s and otential o4erla $etween

sta!eholders• #ta!eholder communication re uirements for the current

roject hase

• 7nformation to $e distri$uted to sta!eholders' includinglang age' format' content and le4el of detail



7nformation to $e distri$uted to sta!eholders includinglanguage' format' content and le4el of detail• %eason for the distri$ution of that information and e* ected

im act to sta!eholder engagement• Time frame and fre uency for the distri$ution of re uired

information to sta!eholders and• Method for re ning and u dating the sta!eholder

management lan as the roject rogresses and de4elo s

PM'O? eading

Cha ter 0@/ #ection 0@B0



P %T ^7Q^ CFT73N



$he 5:ecution Proce""e"

,irect & Manage Project *ecutionPerform -uality ssurancec uire Project Team,e4elo Project TeamManage Project Team

Manage Communications



Manage CommunicationsConduct ProcurementManage #ta!eholder ngagement

%irect J Manage Pro ect5:ecution

The rocess of erforming the wor! de ned in theroject management lan to achie4e rojecto$jecti4esB



%irect J managePro ect 5:ecution

Performing acti4ities to accom lish rojectre uirementsBCreating roject deli4era$lesB#taHng' training and managing the team mem$ersassigned to the rojectB

3$taining' managing' and using resources includingi l' l ' i ' d f ili i B



3$taining managing and using resources includingmaterial' tools' e ui ment' and facilitiesB7m lementing the lanned methods and standard Bsta$lishing and managing roject communicationchannels' $oth e*ternal and internal to the rojectteamB

%irect J manage Pro ect5:ecution

+enerating roject data' such as cost' schedule'technical and uality rogress' and status to facilitateforecastingB7ssuing change re uests and ada ting a ro4edchanges into the rojectIs sco e' lans anden4ironmentB



en4ironmentBManaging ris!s and im lementing ris! res onseacti4itiesBManaging sellers and su liers and

Collecting & documenting lessons learned' andim lementing a ro4ed rocess im ro4ementacti4itiesB

%irect J manage Pro ect5:ecution

7n uts


A ro&edChangeeque"t"

5nter ri"e

Tools & Techni ues

5: ert Hudgment

Pro ectManagement)n ormation=y"tem

3ut uts%e!i&era+!e"

or8Per ormance%ata

Change

eque"t"



en&ironmenta! actor"


y

Meeting"Pro ectManagementP!an B date"


%e!i&era+!e"

ny uni ue and 4eri a$le roduct' result' orca a$ility to erform a ser4ice that is identi ed inthe roject management lanning documentation'and must $e roduced and ro4ided to com letethe rojectB

Per orm <ua!ityA""urance

The rocess of auditing the uality re uirementsand the results from uality control measurementsto ensure a ro riate uality standards ando erational de nitions are usedB




Plan

-ualityManagement

Perform-uality

ssurance

ssurance

Control -uality


7n uts<ua!ityManagementP!an

Proce"")m ro&ementP!an

<ua!ityMetric"

Tools & Techni ues

<ua!ityManagementand Contro!$oo!"

<ua!ityAudit"

P ""

3ut uts

Changeeque"t"

Pro ectManagementP!an B date"

Pro ect

Metric

<ua!ityContro!Mea"urement"

Pro ect%ocument"

Proce""Ana!y"i"

%ocumentB date"

OrganiKationa! Proce""A""et"B date"

<ua!ity Audit"

structured' inde endent re4iew to determinewhether roject acti4ities com ly withorgani.ational and roject olicies' rocesses' androceduresBCan $e scheduled or randomBCan $e conducted $y e*ternal or internal auditorsB

Can $e conducted $y e ternal or internal auditorsB%esult in%educed cost of ualityB7ncrease in s onsor or customer acce tanceB

O+ ecti&e" o <ua!ityAudit"

7dentify all the goodJ $est ractices $eing im lementedB7dentify all the ga sJ shortcomingsB#hare the good ractices introduced or im lemented insimilar rojects in the organi.ation andJ or industryBProacti4ely oEer assistance in a ositi4e manner toim ro4e im lementation of rocesses to hel the team

d



raise roducti4ityB;ighlight contri$utions of each audit in the lessonslearned re ository of the organi.ationB

Proce"" Ana!y"i"

Dollows ste s outlined in the rocess im ro4ementlan to identify needed im ro4ementsB



OrganiKationa! Proce""A""et" B date"

-uality #tandardsBProcessesB



Pro ect ManagementP!an B date"

-uality management lanB#chedule management lanBCost management lanB



Pro ect %ocumentB date"

-uality audits re ortsB Training lansBProcess documentationB



Go!d P!ating

+i4ing *tra

"ad and should $e a4oided



Acquire Pro ect $eam

The rocess of con rming human resourcesa4aila$ility and o$taining the team necessary tocom lete roject assignmentsB




The roject management team may or may notha4e direct control o4er team mem$ers selection$ecause ofCollecti4e $argaining agreementsB

Fse of su$contractor ersonnelBMatri* roject en4ironmentB



Matri roject en4ironmentB7nternal or e*ternal re orting relationshi sB


P!an#uman

e"ourceManagement

AcquirePro ect

$eam

%e&e!oPro ect



$eam

ManagePro ect

$eam

Acquire Pro ect $eam7n uts

#umane"ourceManagementP!an

5nter ri"e5n&ironmenta!

actor"

Tools & Techni ues

Pre-a""ignment

egotiation

Acqui"ition

Firtua! $eam"

3ut utsPro ect =taA""ignment"

e"ourceCa!endar"

Pro ectManagement




Mu!ti-Criteria%eci"ionAna!y"i"

P!an B date"

Pre-a""ignment

When roject team mem$ers are !nown inad4anceB7f the roject is a result of # eci c eo le $eing romised as art of aro osalB

The roject is de endent on the e* ertise ofi l B



articular ersonsB#ome staE assignments are de ned within theroject charterB

egotiation

Negotiating withDunctional managersB3ther roject management teams within theorgani.ationB*ternal organi.ations' 4endors' su liers'contractorsUetcB



Acqui"ition

When the needed resources are not a4aila$le in/houseBCan in4ol4e hiring indi4idual consultants orsu$contracting wor! to another organi.ationB



Firtua! $eam"

+rou s of eo le with a shared goal who ful ll theirroles with little or no time s ent meeting face/to/faceB

The ease of communication through electronicmeans made 4irtual teams more feasi$leBCommunication lanning $ecomes increasingly



im ortant in 4irtual team en4ironmentB

Firtua! $eam"

Qirtual teams ma!e it ossi$le to

Dorm teams of eo le from the same organi.ationwho li4e in wides read geogra hic areasBdd e* ertise that canIt e*ist at the same locationB7ncor orate em loyees who wor! from homeB

llow team mem$ers who wor! diEerent shifts orhours to artici ateB



7nclude eo le with mo$ility limitations ordisa$ilitiesB%educe tra4el e* ensesB

Mu!ti-Criteria %eci"ionAna!y"i"

Criteria is de4elo ed and used to rate or score

otential team mem$ers*am les 7nclude – 4aila$ility – Cost – * erience – $ility



– Anowledge – #!ills – ttitude – 7nternational Dactors

%e&e!o Pro ect $eam

The rocess of im ro4ing com etencies' teaminteraction' and the o4erall team en4ironment toenhance roject erformanceBProject managers should create an en4ironmentthat facilitates teamwor!B



%e&e!o Pro ect $eam,e4elo ing roject teams include

7m ro4ing s!ills of team mem$ers7m ro4ing feelings of trust & cohesi4enessCreating a dynamic and cohesi4e team culture toim ro4e $oth indi4idual and team roducti4ity'team s irit and coo eration



*am les include assisting one another' andcommunicate in ways that t indi4idualreferenceB

%e&e!o Pro ect $eam

P!an#uman

e"ourceManagement

AcquirePro ect

$eam

%e&e!oPro ect$eam



$eam

Manage

Pro ect$eam



)nter er"ona! =8i!!"

#ometime !nown as 9#oft #!ills:7ncludem athyB7nLuenceB

Creati4ityB+rou facilitationB



$rainingCan $eDormal

7nformal

Training methodsClassroomB

3nlineBCom uter/$asedB



Com uter/$asedB3n the jo$Coaching

MentoringB

$eam 'ui!ding Acti&itie"

Can 4ary from a 4e/minute agenda item to an oE/site' rofessionally facilitated e* erience toim ro4e inter ersonal relationshi sB

The o$jecti4e is to hel indi4idual team mem$ers towor! together eEecti4elyB

Particularly 4alua$le when team mem$ers wor!from diEerent locationsB



7nformal communication and acti4ities can hel in$uilding trust and esta$lishing good wor!ingrelationshi sB

$eam de&e!o ment=tage"

DormingB#tormingBNormingBPerformingB

djourningB



orming

The team meets and learns a$out the roject andwhat their formal roles and res onsi$ilities areB

Team mem$ers tend to $e inde endent and o en inthis haseB

Team mem$ers are usually on their $est $eha4ior$ut 4ery focused on themsel4esB

$



7n this stage the mem$ers of the team get to !nowone another' e*change some ersonal information'and ma!e new friendsB

=torming

Team $egins to address the roject wor!' technicaldecisions' and the roject management a roachB7f team mem$ers are not colla$orati4e and o en todiEering ideas and ers ecti4es the en4ironmentcan $ecome destructi4eB

7n some cases' the team ne4er lea4es this stageB The role of roject manager is cruicial in this stageB



j g g Tolerance and atience will hel in assing throughit successfullyB

orming

Team mem$ers $egin to wor! together and adjustwor! ha$its and $eha4iors to su ort the teamB Team $egins to trust each otherBMoti4ation increases as the team gets moreac uainted with the rojectB

s team mem$ers get to !now each other $etter'their 4iews of each other $egin to change



their 4iews of each other $egin to change

Per orming

Teams should try to reach this stage as uic!ly asossi$leB

Teams that reach this stage function as a well/organi.ed unitB

Teams at this stage are a$le to function as a unit asthey nd ways to get the jo$ done smoothly andeEecti4ely without ina ro riate conLict or the



eEecti4ely without ina ro riate conLict or theneed for e*ternal su er4isionB

Ad ourning

The team com letes the wor! and mo4e on from therojectBMourning o4er the dissol4ing of the teamrelationshi ' and $egin re aring for change inindi4idual wor! re uirementsB



Ground u!e"

sta$lishing clear e* ectations regardingacce ta$le and unacce ta$le $eha4iorB

*am les include;ow team mem$ers should resol4e conLictsB7s interru tion in meetings allowed or notBComing late to meetingsBPhone callsB#mo!ingBWh I ll d l! i B



WhoIs allowed to tal! to senior managementBWhoIs authori.ed to gi4e directions to 4endorsJsu$contractorsB

Wor! timesBCodes of dressB

Co-!ocation

7n4ol4es lacing many of the team mem$ers in onehysical locationBCan $e tem orary in some casesBCan $e used in conjunction with 4irtual teamsB

nhances a$ility to erform as a teamBWar roomsB



ecognition and eward"

Dor desira$le $eha4iors onlyB Through erformance a raisalB#hould satisfy needs 4alued $y indi4idualsB#hould focus on win/win instead of win/loseB+enerally' money is 4iewed as a 4ery tangi$leas ect of a reward systemB



$eam er ormanceA""e""ment"

Dormal or informalConducted $y the roject management team

The erformance of successful team is measuredaccording to agreed u on roject o$jecti4es4aluation indicators include7m ro4ements in s!ills

7m ro4ements in com etencies%educed staE turn o4er rate



7ncreased team cohesi4eness#hould trigger actions such as training' changes'recommendations' etcBB

Manage Pro ect $eam

The rocess of trac!ing team erformance'

ro4iding feed$ac!' resol4ing issues' and managingchanges to o timi.e roject erformanceB The roject management team3$ser4es team erformanceBManages conLictB%esol4es issuesB

i f B



raises team erformanceB

Manage Pro ect $eam

P!an#uman

e"ourceManagement

AcquirePro ect

$eam

%e&e!oPro ect$eam



Manage

Pro ect$eam

Manage Pro ect $eam Tools &

Techni uesO+"er&ationandCon&er"ation

Pro ectPer ormanceA rai"a!"

ConLictManagemen

3ut uts5nter ri"e5n&ironment

a! actor"B date"OrganiKationa! Proce""A""et"B date"Changeeque"t"Pro ectManagement P!

7n utsPro ect =taA""ignment"

#umane"ourceManagementP!an$eamPer ormanceA""e""ment")""ue 4ogor8Per ormance

t"



a age et


t P!anB date"Pro ect%ocument"B date"

e ort"OrganiKationa! Proce""A""et"

O+"er&ation JCon&er"ation

Fsed to stay in touch with the wor! and attitudes ofroject team mem$ersBProject management team monitors rogresstowardsProject deli4era$lesBccom lishmentsB7nter ersonal issuesB



7nter ersonal issuesB

Pro ect Per ormanceA rai"a!"

Can $e formal or informal de ending on the length

of the roject' organi.ational olicy' rojectcom le*ity and the amount and uality of regularcommunicationB3$jecti4es includeClari cation of roles and res onsi$ilitiesBConstructi4e feed$ac! to team mem$ersBisco4ery of un!nown or unresol4ed issuesB



,isco4ery of un!nown or unresol4ed issuesB,e4elo ment of indi4idual training lansBsta$lishment of s eci c goals for future time

eriodsB

ConLict Management

#hould conLict $e a4oided?



ConLict Management

ConLict in rojects is ine4ita$leUWhy?



=ource" o ConLict inro ect"

#carcity of resourcesB#cheduling rioritiesBPersonalitiesBimited ower of roject managerB



act" a+out ConLict

Natural and forces search for alternati4esB7s a team issueB3 enness resol4es conLictB#hould focus on issues' not ersonalitiesB

#hould focus on the resent' not the astB



#ow Can ConLict 'eMinimiKed/

CommunicationBPlanning+round rulesB7denti cation of root causes and resol4ing themB

7n4ol4ing team mem$ers in resolutionB



ConLict e"o!ution$echnique"

WithdrawingJ 4oidingB#moothingJ ccommodatingBCom romisingBDorcingBColla$oratingBConfrontingJ ro$lem sol4ingB



ithdrawingN A&oiding%etreating from an actual or otential conLict

situationB assi4e' sto /ga way of handling conLictBro riate when a 9cooling/oEI eriod is needed'

and when the other arty is unasserti4e anduncoo erati4eB lose/lose techni ue+enerally fails to sol4e the ro$lemB



enerally fails to sol4e the ro$lemB#hould not $e used when the conLict deals with anissue that is of immediate concern or is im ortant

to the successful com letion of the rojectB

=moothingNAccommodating

m hasi.ing areas of agreement rather than areasof diEerenceBn a easing a roachBro riate to !ee harmony and a4oid outwardly

conLicti4e situationsB

Dails to ro4ide ermanent long/term solution to theunderlying conLictB



+enerally' conLict rea ears in a diEerent formB lose/lose techni ue



orcingPushing oneIs 4iew at the e* ense of othersB win/lose situationB

Fsed when there is no common ground for$argaining or negotiationBlso used when $oth arties are uncoo erati4e andstrong/willedB

ro riate when time is of essence' and issue is4ital for the well/$eing of rojectBFsually ta!es less time than other techni ues' $ut



y $lea4es hard feelingsBConLict resol4ed $y forcing may de4elo again and

haunt the enforcerB#hould $e used only as a last resortB

Co!!a+orating

7ncor orating multi le 4iew oints and insights fromdiEering ers ecti4esBeads to consensus and commitmentBFsed when the situation is too im ortant to $ecom romisedBNot 4ery eEecti4e when more than a few layersare in4ol4ed and their 4iew oints are mutually



ye*clusi4eB

Con rontingN Pro+!em

=o!&ing Treating conLict as a ro$lem to $e sol4ed $ye*amining alternati4esB

%e uires a gi4e/and/ta!e attitude and o endialogueB7n4ol4es in ointing the issue and resol4ing ito$jecti4ely $y de ning the ro$lem' gatheringnecessary information' generating and analy.ingalternati4es' and selecting the $est alternati4eB%e uires o en dialogue $etween artici ants' who



must $e mature' understanding' and com etent/$oth technically and manageriallyB

Ta!es longer than other techni uesBPro4ides ultimate solutionsB

$echnique" %e"cri tion =o!utionorcing orcing a "o!ution – rom

one "ide, not the estsolution 6

Permanent

!in"lose

=moothingNAccommodating

attem ting toundere"timate theconLict6

Temporary

#ose"lose

Com romi"ing

+ring" "ome degree o"ati" action to +oth

artie"6

Permanent$

commitment

#ose"lose

Con rontati $reating conLict a" a Permane !in"

E



Con rontation NPro+!em=o!&ing

$reating conLict a aro+!emS "o!&ing the rea!ro+!em, mo"t o ten u"ed+y ro ect manager"6

Permanent

!in%in

Co!!a+orating

)ncor orating mu!ti !e&iew oint" and in"ight"rom di ering

Permanent

!in"%in

$o e"o!&e a ConLictssure Pri4acym athi.e than sym athi.eisten acti4elyMaintain e uityDocus on issue' not on ersonality4oid $lame7dentify !ey theme%e/state !ey theme fre uentlyncourage feed$ac!



g7dentify alternate solutions+i4e your ositi4e feed$ac!

gree on an action lan

ConLict Management5:erci"e



Manage Communication"

The rocess of ma!ing rele4ant informationa4aila$le to roject sta!eholders as lannedB7m lementing the 9Communications ManagementPlan:%es onding to une* ected re uests for 7nformation




Eecti4e information distri$ution includes#ender/recei4er modulesBChoice of mediaBWriting styleBMeeting management techni uesB

Presentation techni uesBDacilitation techni uesB




P!anCommunication"

Management






Tools & Techni ues

Communication $echno!ogyCommunication Mode!"Communication Method")n ormationManagement

3ut utsPro ect

Communication"



7n utsCommunication"ManagementP!an

or8Per ormancee ort"




=y"temPer ormancee orting




7ndi4idual and grou meetingsBQideo and audio conferencesBCom uter chatsB3ther remote communications methodsB



OrganiKationa! Proce""A""et" @u date

#ta!eholder noti cationsBProject re ortsBProject resentationsBProject recordsB

Deed$ac! from sta!eholdersBessons learned documentationB



%i"tri+ute )n ormationost in translationU



P!an Procurement"

Management


Conductrocurement"

Contro!Procurement"



C!o"eProcurement"

Conduct Procurement" Tools &

Techni ues'idderCon erence"

Pro o"a!5&a!uation$echnique"

)nde endent

5"timate"5: ert Hudgment

Ad&erti"ing

3ut uts=e!ected =e!!er"

Agreement"

e"ourceCa!endar"

Changeeque"t"


Pro ect

7n utsPro ectManagement P!an


=ource =e!ectionCriteria

=e!!er Pro o"a!"

Pro ect%ocument"

Ma8e or 'uy



g


Procurement

egotiation"

%ocument"B date"

%eci"ion"

Procurement=tatement oor8


Pro o"a!

#eller/ re ared ,ocumentsB,escri$e the sellerIs a$ility & willingness to ro4idethe re uested roductsBConstitutes a formal and technical oEer in res onseto a $uyerIs re uestB



'idder Con erence

lso called Contractor Conferences' QendorConferences' and Pre/"id ConferencesBMeeting Pros ecti4e #ellers $efore $ids re aration'to ensure clear and common understanding ofrocurementB

ll otential sellers are gi4en e ual standing duringthe conferenceB



Ad&erti"ing

Placing ad4ertisements in general and s ecialtyu$licationsB



Pro o"a! 5&a!uation$echnique"

Can in4ol4e su$jecti4e and o$jecti4e com onentsBMulti le re4iewersB

%e&e!o <ua!i(ed =e!!er"4i"t

ist of sellers as!ed to su$mit a ro osalB,e4elo ed from the organi.ational assetsB3r roject management team can de4elo fromown sourcesB



=e!ect =e!!er"

owest rice is not necessarily lowest costBPrice might $e the only factor in oE the shelf itemsBPro osals are s lit into commercial and technicalsectionsBMulti le sources may $e re uiredB



=e!ect =e!!er

Weighed #ystem method for uantifying ualitati4edata to minimi.e the ersonal rejudice on sourceselection7nde endent stimates n estimate of what theseller should rice the ser4iceJ roduct

#creening #ystem esta$lishing minimumre uirements of erformance for one of more of thee4aluation criteria



Contract Negotiation Clari cation & mutualagreement on contract as ects

)nde endent 5"timate" The rocuring organi.ation may either re are its

own inde endent estimates' or ha4e an estimate ofcost re ared $y an e*ternal rofessional estimatorB9#hould/$e: riceB#igni cant diEerence $etween seller rice andestimates might ha en as a result of

#tatement of wor! is unclearBPros ecti4e seller didnIt understand or fullyres ondB

res ondBChange in mar!et conditionB

=e!ect =e!!erWeighed #ystem Method for uantifying ualitati4edata to minimi.e the ersonal rejudice on sourceselection

Criteria eight ate @1-100"ca!e

=core

Num$er of years in$usiness

>S >6 

Fnderstanding ofneeds

<>S 86 <6

E)ample

Technical $ility 0>S @6 5B>

Total <=

Conduct Procurement"

The rocess of o$taining seller res onses' selectinga seller' and awarding a contractB



=e!ect =e!!er7nde endent stimates n estimate of what theseller should rice the ser4iceJ roduct The rocuring organi.ation may either re are itsown inde endent estimates' or ha4e an estimate ofcost re ared $y an e*ternal rofessional estimator#hould/$e: riceB

#igni cant diEerence $etween seller rice andestimates might ha en as a result of#tatement of wor! is unclearB



Pros ecti4e seller didnIt understand or fullyres ondB

Change in mar!et conditionB

=e!ect =e!!er

#creening #ystem sta$lishing minimumre uirements of erformance for one of more of thee4aluation criteria

liminates sellers who donIt meet the minimumre uirements of the source selection criteria



=e!ect =e!!erContract Negotiation Clari cation & mutualagreement on contract as ects' main items tonegotiate on are

#co e #chedule

Price & terms of ayment fter #alesJ fter ser4ice

;-tain a 'ai# &#easona-+e p#ice

De0e+op a goo$#e+ationships ith



+bjectives o ,egotiations#e+ationships iththe se++e#

=e!ect =e!!er

Attacks 9 if your organi.ation canIt manage

the details of the o erations erha sit should get out of the $usiness:

Personal #nsults 9 if you donIt understand what youare doing erha s you should ndanother jo$:

-ood guy.badguy

9 3ne erson is hel ful to the otherside while the other is diHcult to deal

ith

,egotiations Tactics



with :

Deadline 9 We ha4e a Light at > m and we

must nish negotiations $efore thattime:

=e!ect =e!!er/imited Aut$ority

7 canIt shorten the schedule 7Im notauthori.ed' limited authority

statements are not necessary true:Missing man 9 3nly my $oss can agree on that

&my $oss is not here' lets only agreeon this:

0it$dra'al 9 To show that thereIs a less interest:

9 $ $l j h

,egotiations Tactics



1air &!easonable

9 ets $e reasona$le just acce t thatoEer as it stands:

1ait accompli 9 This is a done deal:

=e!!er ating =y"tem"

Fses information on#ellerIs Past Performance-uality %atings,eli4ery Performance

Contractual Com liance



=e!ected "e!!er"

Those sellers who ha4e $een judged to $e in acom etiti4e range $ased u on the outcome of thero osal or $id e4aluation' and who ha4enegotiated a draft contract that will $ecome theactual contract when the award is madeB



Agreement"

7ncludes terms and conditions' and may incor orateother items that the $uyer s eci es regarding whatthe seller is to erform or ro4ideBMutually $inding legal agreement

3$ligates the seller to ro4ideB3$ligates the $uyer to ayBegal relationshi su$ject to remedy in courtsB



Agreement"Com onents can include

#tatement of wor! or deli4era$les#chedule $aselinePerformance re ortingPeriod of erformance

%oles and res onsi$ilitiesPricingPayment terms



yPlace of deli4ery3thers U

Murder on the 3rient * ress



Manage =ta8eho!der"

5ngagement

The rocess of communicating and wor!ing withsta!eholders to meet their needs and addressingissues as they occurB7ncreases the li!elihood that roject will not 4eer oEtrac! due to unresol4ed sta!eholders issues andunmatched e* ectationsBAey $ene t is that it allows roject manager toincrease su ort and minimi e resistance from



increase su ort and minimi.e resistance fromsta!eholdersB

Manage =ta8eho!der"

5: ectation"

7n4ol4es communication acti4ities directed towardsroject sta!eholders to inLuence their e* ectations'address concerns' and resol4e issuesB #uch ascti4ely managing the e* ectations of sta!eholdersto increase the li!elihood of roject acce tance $y

negotiating and inLuencing their desires to achie4eroject goalsBddressing concerns that ha4e not $ecome issues



yetBClarifying and resol4ing issues that ha4e $een

identi edB

Manage =ta8eho!der

5ngagement )denti y=ta8eho!der"

P!an=ta8eho!der

Management





Manage =ta8eho!der"

5ngagement

Tools & Techni ues


)nter er"ona!=8i!!"

Management=8i!!"

3ut uts)""ue 4og

Changeeque"t"



7n uts

=ta8eho!derManagementP!an

Communication"Management P!an

Change 4og

OrganiKationa!



Pro ect%ocument

B date"

gProce"" A""et"

)""ue 4og"

lso called action item logB Tool to document and monitor the resolution ofissuesBddressed in order to maintain good' constructi4e

wor!ing relationshi sB




"uilding trustB%esol4ing conLictBcti4e listeningB34ercoming resistance to changeB



$he =te " or4eading ChangeT

sta$lishing a sense of urgencyBCreating the guiding coalitionB

,e4elo ing a 4ision and strategyBCommunicating the change 4isionBm owering em loyees for $road/$ased actionB+enerating short/term winsBConsolidating (accumulating) gains and roducingmore changeBnchoring new a roaches in the cultureB



b eading Change/ ohn PB Aotter

Management =8i!!"

Dacilitate consensus toward roject o$jecti4es7nLuence eo le to su ort the rojectNegotiate agreements to satisfy the roject needs'and

Modify organi.ational $eha4ior to acce t the rojectoutcomes



Pro ect %ocument@B date

#ta!eholder management strategyB#ta!eholder registerB7ssue logB



hat Ma8e" GreatPro ect Manager"/



=hac8!eton =tory



5: editionMi""ion Crossing ntarctica and coming $ac!



&All the money that %as everminted %ould not have oughtthat iscuit and the remem ranceof that sacri'ce %ill never leave

me&()rank !ild" A companion



ew" a erAd&erti"ement “MEN WANTED: F "A#A D $S

% $ NE&' SMA(( WA)ES* +,TTE- (D* ( N) M NT"SF - MP(ETE DA .NESS*- NSTANT DAN)E * SAFE ET$ ND $+TF$(' " N $ AND

E- )N,T, N ,N -ASE FS$--ESS'”



/ #7% %N #T #; CA T3N

ou!d Eou Go/



&)or scienti'c leadership, give me *cott+ o ert )alcon-. for s%ift and e/cienttravel, Amundsen. ut %hen you are in ahopeless situation, %hen there seems toe no %ay out, get on your knees and pray

for *hackleton(“ / #ir %aymond Priestley



!hy %as *ir 0rnest*hackleton thatsuccessful1

5< &"6 )<



hat i" 5motion"/

UA menta! "tate that ari"e" " ontaneou"!yrather than through con"ciou" e ort, andi" o ten accom anied +y hy"io!ogica!change"S a ee!ing the emotion" o oy,"orrow, re&erence, hate and !o&eV

- $he American #eritage%ictionary



5motion"

Can we Contro! Our5motion"/

• GHI JKLM NO Q M R Q LIS UV W M R<Z[\ Q

•<Z[\] ^=•Z_M `Q b Q Y d Q Y\ Q YLf Q =

< Y G_L Q•< _] ^=



hat i" 5motiona!)nte!!igence/

U$he a+i!ity to monitor one*" own and other"*ee!ing" and emotion", to di"criminate amongthem and u"e thi" in ormation to guide one*"thin8ing and actionV- Peter =a!o&ey and Hohn %6 Mayer

U$he a+i!itie" to recogniKe and regu!ateemotion" in our"e!&e" and in other"V

%anie! Go!eman and Gary Cherni""



- %anie! Go!eman and Gary Cherni

Go!eman*" ramewor8 o5motiona! Com etencie"

#elf 3ther(Personal Com etence) ( #ocial Com etence)

ecognition

egu!ation

=e! Awarene""/ motional selfawareness- ccurate self/

assessment- #elf con dence

=ocia!Awarene""

/ m athy/3rgani.ationalawareness/#er4ice

=e! –Management

- motional selfcontrol

- Trans arency

e!ation"hiManagement

- 7ns irationalleadershi

- 7nLuence- ,e4elo ing others- Change catalyst



- da tation- chie4ement- 7nitiati4e- 3 timism

Change catalyst- ConLict

Management- "uilding $onds- Teamwor! andcolla$oration

76$eam 4eader"hi-Communication/ConLict Management/7ns irational eadershi

5MO$)O A4 ) $544)G5 C5AM5 O ? O P OH5C$

MA AG5M5 $

36=ocia! Awarene""

/ m athy/3rgani.ationalawareness

/ motional "oundaries

6 e!ation"hiManagement

- #ta!eholder%elationshi

-,e4elo ing others- Truth Telling

16=e! Awarene""• 26=e! –• Management



- motional selfawareness- ccurate self/


/#elf /Control

5motiona! )nte!!igenceramewor8 or Pro ect

Management

• 26=e! –• Management

16=e! Awarene""

/ motional self

16=e! Awarene""

/ motional self

36=ocia! Awarene""

/ m athy/3rgani.ationalawareness/ motional "oundaries



- ,e4elo ing others-

Truth Telling

76$eam 4eader"hi-Communication-ConLictManagement-)n" irationa!!eader"hi



/#elf /Controlawareness- ccurate self/

assessment-

#elf con dence

awareness- ccurate self/




=e! Awarene""

ccurate #elf/ ssessment

– ware of #trengths & Wea!nesses – %eLecti4e' learning from e* erience – 3 en to Candid Deed$ac! – $le to show a sense of humor and

ers ecti4e a$out oneselfB



=e! Awarene""#elf Con dence

– Present self with self/assurance ha4e9 resence: – Can 4oice 4iews and e* ress o inion

e4en if un o ularB – ,ecisi4eB – $le to ma!e decisions des ite

d



uncertainties and ressure

=e! Awarene""

motional #elf/ wareness (red Lags)

– 7na ro riate ;umor – Fse of #arcasm – Passi4e ggressi4e "eha4ior

– Playing the Qictim – ;ostility




Management

16=e! Awarene"" 26=e! –Management

36=ocia! Awarene""

/ m athy/3rgani.ationalawareness/ motional "oundaries



- 7nLuence- ,e4elo ing others- Truth Telling

76$eam 4eader"hi

-Communication-ConLictManagement)n" irationa!4eader"hi



/ motional selfawareness- ccurate self/


- =e! -Contro!

=e! - Contro!

#elf/control is the a$ility to remain com osed ins ite of emotional stateB#elf/control is for all emotionsB



#ot 'utton"

$echnique" to )m ro&e=e! -Management

0/ 7dentify the feeling</ ,etermine the underlying cause@/ Ta!e action to get clear

Additiona! $echnique"

0/ %educe your stress le4el</ Conduct an 7nner/,ialogue@/ Ta!e it out with someone5/ +i4e yourself a time out>/ Write a letter or email you will not send

2/ Ta!e care of yourself

– nd %emem$er 7tIs not worth dying



– nd %emem$er 7tIs not worth dying

for


Management• 76$eam 4eader"hi• -Communication• -ConLict Management

• )n" irationa! !eader"hi

36=ocia! Awarene""

-5m athy-OrganiKationa!awarene""- 5motiona!'oundarie"




16=e! Awarene"" 26=e! –Management



/ motional selfawareness- ccurate self/


- #elf /Control

=ocia! Awarene""m athetic istening

– et others s ea! – Maintain eye contact – +i4e the s ea!er your full attention

– Play$ac! and summari.e – Try on their shoes– #us end our judgment



#us end our judgment

=ocia! Awarene""

9The a$ility to read the currents of emotions andolitical realities in grou s:

/ Cary Cherniss and ,aniel +oleman

• 3rgani.ationalwareness



=ocia! Awarene""

motional "oundaries9+ood fences ma!e good neigh$ors:



mot ona nte genceramewor8 or Pro ect

Management

• 36=ocia!Awarene""•

• / m athy• /3rgani.ational

awareness• / motional

"oundaries

• 6 e!ation"hiManagement

• -#ta!eholder%elationshi

• /7nLuence• /,e4elo ing

others

• /Truth Telling

16=e! Awarene""

/ motional self

26=e! –Management

-#elf RControl

76$eam 4eader"hi• -Communication• -ConLict

Management• -)n" irationa!

!eader"hi



awareness- ccurate self/

assessment-

#elf con dence

mot ona nte genceramewor8 or Pro ect

Management

• 26=e! –Management

• #elf RControl

• 16=e!Awarene""

• / motional selfawareness

• 36=ocia!Awarene""

• • / m athy• /3rgani.ational

awareness• / motional

"oundaries




76$eam 4eader"hi• -Communication• -ConLict

Management• -)n" irationa!

!eader"hi



-#elf RControl- ccurate self/

assessment-

#elf con dence

-ui. =

PM'O? eadingCha ter @ – #ection @B>

Cha ter 5 – #ection 5B@

Cha ter 8 – #ection 8B<

Cha ter 1 – #ections 1B< / 1B5

Cha ter 06 – #ections 06B<

Cha ter 0<

– #ection 0<B<

Cha ter 0@ – #ection 0@B@

P %T ^QM3N7T3%7N+ &C3NT%3 7N+



Monitor J Contro!

Pro ect or8

The rocess of trac!ing' re4iewing' and regulatingthe rogress to meet the erformance o$jecti4esde ned in the roject management lanB

7t includes collecting' measuring' and distri$utingerformance information' and assessingmeasurements and trends to eEect rocesserformanceB



Monitor J Contro!

Pro ect or8 Com aring actual wor! erformance against the

roject management lanBssessing erformance to determine whether anycorrecti4e or re4enti4e actions are indicated' andthen recommending those actions as necessaryB7dentifying new ris!s and analy.ing' trac!ing' andmonitoring e*isting roject ris!s to ma!e sure theris!s are identi ed' their status is re orted' and thata ro riate ris! res onse lans are $eing e*ecutedB



Monitor J Contro!

Pro ect or8

Maintaining an accurate' timely information $ase

concerning the rojectIs roduct(s) and theassociated documentation through rojectcom letionBPro4iding information to su ort status re orting'rogress measurement' and forecastingBPro4iding forecasts to u date current cost andcurrent schedule information andMonitoring im lementation of a ro4ed changes asthey occurB



they occurB

Monitor J Contro!

Pro ect or8 Tools &

Techni ues

5: ert Hudgment


Pro ectmanagementin ormation"o tware

Meeting"

3ut utsChange

eque"t"or8er ormancere ort"



7n utsPro ect

ManagementP!an=chedu!eoreca"t"Co"t oreca"t"Fa!idatedChange"

or8Per ormancee ort"5nter ri"e5n&ironmenta!actor"




Change eque"t"

Needed $ecause change is ine4ita$leB;a en as a result of com aring actual results withlanned resultsMay

– * and – djust – %educe

P j d d



– Project and roduct sco e

Change" May )nc!ude

Correcti4e ctions documented direction fore*ecuting the roject wor! to $ring e* ected futureerformance of the roject wor! in line with theroject management lanBPre4enti4e ctions documented direction to erforman acti4ity that can reduce the ro$a$ility of negati4econse uences associated with roject ris!sB,efect %e airs The formally documentedidenti cation of a defect in a roject com onent with a

d ti t ith i th d f t



recommendation to either re air the defect or

com letely re lace the com onentB

Per orm )ntegratedChange Contro!

The rocess of re4iewing all change re uests'a ro4ing changes and managing changes to thedeli4era$le' organi.ational rocess assets' rojectdocuments' and the roject management lanBConducted from roject ince tion throughcom letionB



Per orm )ntegrated

Change Contro!

7nLuencing the factors that circum4ent integrated

change control so that only a ro4ed changes areim lementedB%e4iewing' analy.ing' and a ro4ing change re uestsrom tly' which is essential' as a slow decision maynegati4ely aEect time' cost or the feasi$ility of thechangeBManaging the a ro4ed changesBMaintaining the integrity of $aseline $y releasing onlya ro4ed changes for incor oration into the roject



a ro4ed changes for incor oration into the rojectmanagement lan and roject documentsB

Per orm )ntegrated

Change Contro!

%e4iewing' a ro4ing' or denying all recommendedcorrecti4e and re4enti4e actionsBCoordinating changes across the entire roject(eBgB' a ro osed schedule change will often aEectcost' ris!' uality' and staHng) and,ocumenting the com lete im act of changere uestsB



act" A+out )ntegrated

Change Contro!

Change control is necessary $ecause rojectsseldom run e*actly according to rojectmanagement lanBChanges are incor orated into a re4ised lanBCorrecti4e and re4enti4e actions are ta!en tocontrol the roject erformanceBMonitoring gi4es insight on roject health & areasthat re uire s ecial attentionB



=te " or )ntegrated

Change Contro!Pre4ent the root cause of changeB7dentify changeB

Create a change re uestBssess the changeBssess im actBPerform integrated change controlBoo! for o tionsBro4e or reject changeB

djust the roject management lan and $aselineBNotify sta!eholdersB



Manage the roject to new roject management lanB



Per orm )ntegrated

Change Contro!

Tools & Techni ues

5: ert Hudgment

Meeting"

ChangeContro! $oo!"

3ut utsA ro&edChangeeque"t

Change 4og

Pro ectManagement

P!an B date"Pro ect%ocumentB date"


P!an or8Per ormancee ort"

Change

eque"t"5nter ri"e5n&ironmenta! actor"

O i i



OrganiKationa! Proce""A""et

Con(guration

Management =y"tem

con guration management system withintegrated change control ro4ides astandardi.ed' eHcient and eEecti4e way tocentrally manage a ro4ed changes and$aselines within a rojectBCon guration control is focused on thes eci cations of $oth the deli4era$les androcesses'While change control is focused on identifying'documenting and controlling changes to the



documenting and controlling changes to theroject and roduct $aselinesB

Con guration management with integrated changecontrol rocesses achie4e the following o$jecti4es – sta$lishes an e4olutionary method to

consistently identify and re uest changes toesta$lished $aselines' and to assess the 4alueand eEecti4eness of those changes

– Pro4ides o ortunities to continuously 4alidate

and im ro4e the roject $y considering theim act of each change' and – Pro4ides the mechanism for the roject

management team to consistently communicateall a ro4ed and rejected changes to the

CO )GB A$)O

MA AG5M5 $ =E=$5M



all a ro4ed and rejected changes to the

sta!eholders

Con(guration

Management Acti&itie"

Con guration 7denti cationCon guration #tatus ccountingCon guration Qeri cation and udit



Con(guration

)denti(cation

#election and identi cation of a con guration item

ro4ide the $asis for which roduct con guration isde ned and 4eri ed' roducts and documents arela$eled' changes are managed' and accounta$ilityis maintainedB



Con(guration =tatu"

Accounting7nformation is recorded and re orted as to when

a ro riate data a$out the con guration itemshould $e ro4idedB The information includes alisting of a ro4ed con guration identi cation'status of ro osed changes to the con guration'and the im lementation status of a ro4ed

changesB



Con(guration

Feri(cation and Audit

Con guration 4eri cations and con guration auditsensure the com osition of a rojectIs con gurationitems is correct and that corres onding changes areregistered' assessed' a ro4ed' trac!ed andcorrectly im lementedB This ensures the functionalre uirements de ned in the con gurationdocumentation can $e metB



Fa!idate =co e

The rocess of formali.ing acce tance of thecom leted roject deli4era$lesB7ncludes re4iewing deli4era$les with the customeror s onsor to ensure that they are com letedsatisfactorily and o$taining formal acce tance ofdeli4era$les $y the customer or s onsorB

Fa!idate =co e F"6

<ua!ity Contro!

Qerify sco e is concerned with acce tance of wor!results while erform uality control is concernedwith the correctness of the wor! resultsB-uality control is generally erformed $efore sco e4eri cation' $ut the two rocesses can $eerformed in arallelB



Fa!idate =co e


Contro! =co e

Fa!idate =co e

%e(ne =co e

Create '=

Co!!ectequirement"



Fa!idate =co e

Tools & Techni ues

)n" ection

Groudeci"ion-ma8ingtechnique"

3ut utsAcce ted

%e!i&era+!e"Changeeque"t"

or8er ormancein ormation



equirement"documentation

equirement"

tracea+i!itymatri:

Feri(edde!i&era+!e"

8



or8er ormancedata

Contro! =co e

The rocess of monitoring the status of the rojectand roduct sco e and managing changes to thesco e $aselineBControlling roject sco e ensures all re uestedchanges and recommended correcti4e or re4enti4eactions are rocessed through the Perform7ntegrated Change Control rocessB



Contro! =co e

Project sco e control is also used to manage theactual changes when they occur and is integratedwith the other control rocessesBFncontrolled changes are often referred to as9 roject sco e cree :



Contro! =co e


Contro! =co e

Fa!idate =co e

%e(ne =co e

Create '=

Co!!ectequirement"



Contro! =co e

Tools & Techni ue

sFarianceAna!y"i"

3ut utsor8Per ormance)n ormationOrganiKationa! Proce""A""et"B date"Change

eque"t"Pro ectManagement P!anB date"Pro ect%ocument

7n utsPro ectManagement P!anor8er ormance dataequirement"documentationequirement"tracea+i!itymatri:OrganiKatio



%ocumentB date"

na! Proce""

A""et"

Fariance Ana!y"i"

Project erformance measurements are used toassess the magnitude of 4ariation from the original$aselineB7t determines the cause and degree of 4ariancerelati4e to the sco e $aseline' and decides whethercorrecti4e or re4enti4e action is re uiredB



Contro! =chedu!e The rocess of monitoring the status of the rojectto u date roject rogress and manage changes tothe schedule $aselineB

#chedule control is concerned with – ,etermining the current status of

roject scheduleB – 7nLuencing the factors that create

schedule changesB – ,etermining that the roject

schedule has changed' and



g

– Managing the actual changes asthey occurB

Contro! =chedu!e

%e(neActi&itie"

%e&e!o=chedu!e

5"timateActi&ity

%uration"

=equenceActi&itie"

5"timateActi&ity

e"ource"




Contro!=chedu!e

Contro! =chedu!e

Tools & Techni ues

Per ormancee&iew"

Pro ectManagement=o tware

e"ourceO timiKation$echnique"

Mode!ing$echnique"

4ead" J 4ag"

=chedu!eCom re""ion

=chedu!ing $oo!

3ut utsor8Per ormance)n ormation

=chedu!eoreca"t"

OrganiKationa!Proce"" A""et"B date"

Change eque"t"



7n utsPro ect

Management P!an or8er ormance data

Pro ect =chedu!e

Pro ect ca!endar"

=chedu!e data




Contro! Co"t

The rocess of monitoring the status of the rojectto u date the roject $udget and managingchanges to the cost $aselineB

7n4ol4es recording actual costs s ent to dateB7m ortant to determine

– Cause of a 4ariance' whetherositi4e or negati4eB

– Magnitude of the 4arianceB – ,ecide if 4ariance re uires

correcti4e actionB



Contro! Co"t )nc!ude"

7nLuence the factors that create changes to the cost$aselineBnsuring re uested changes are agreed u onBManaging the actual changes when they occurBssuring that otential cost o4erruns do not e*ceedthe authori.ed funding eriodically and in totalBMonitoring cost erformance to detect andunderstand 4ariances from the cost $aselineB%ecording all a ro riate changes accuratelyagainst the cost $aselineBPre4enting incorrect' ina ro riate' or una ro4edchanges from $eing included in the re orted cost or



changes from $eing included in the re orted cost or

resource usageB7nforming a ro riate sta!eholders of a ro4ed

Contro! Co"t"P!an Co"t

Management

5"timateCo"t"

%etermine'udget



Contro!Co"t"

Contro! Co"t"

Tools & Techni ues

5arned Fa!ueManagement

oreca"ting

$o-com !etePer ormance)nde:

Per ormancee&iew"

e"er&eAna!y"i"

Pro ectM g t


Co"t oreca"t"

OrganiKationa!Proce"" A""et"B date"

Change

eque"t"Pro ectManagementP!an B date"

Pro ect%ocument


P!an or8er ormancedata

Pro ect undingequirement"




Management

=o tware

%ocumentB date"

5arned &a!ue

Management @5FMMethodology that measures roject rogress $ycom aring actual schedule & cost erformanceagainst lanned erformance as laid out in theschedule & cost $aselineB

Wor! does not earn 4alue until it is com letedB



5arned &a!ue

Management @5FM%elates Three Qalues

– Planned Qalue (PQ) – arned Qalue ( Q) – ctual Costs ( C)

– "udget t Com letion (" C)B



P!anned Fa!ue @PF

"udgeted Cost of Wor! #cheduled ("CW#)



5arned Fa!ue @5F

"udgeted Cost of Wor! Performed ("CWP)



AC$BA4 CO=$= @AC

ctual Cost of Wor! Performed ( CWP)



'udget At Com !etion

@'ACProject stimated "udget



Co"t Fariance

ny diEerence $etween the $udgeted cost of anacti4ity and the actual cost of that acti4ityB

Cost Qariance is the earned 4alue minus thelanned 4alueCost Qariance arned Qalue R ctual CostCQ Q / C



=chedu!e Per ormance

)nde: @=P)

#P7 Q J PQ



Co"t Per ormance )nde:

@CP)CP7 Q J C

Per ormance )nde:

Fa!ue"#chedule Qariance

– 7f #P7 0' then schedule is on trac!B – 7f #P7> 0' then roject is ahead of schedule – 7f #P7< 0' then roject is $ehind schedule

Cost Qariance – 7f CP7 0' then roject is on $udgetB – 7f CP7> 0' then roject is $elow $udget (Cost

#a4ing) – 7f CP7< 0' then roject is a$o4e $udget (Cost



34errun)

oreca"ting

stimate To Com lete ( TC)stimate t Com letion ( C)



5"timate $o Com !ete

@5$CWhen current 4ariances are seen as aty ical andsimilar changes will not continue to ha en in the

future• TC " C/ QWhen current 4ariances are seen as ty ical offuture 4ariances

•TC (" C/ Q)JCP7When ast erformance show that the original

estimating assum tions were fundamentally Lawed'estimates to com letion has to $e re/calculated

• TC "TC



5"timate At Com !etion

@5ACWhen ast erformance show that the originalestimating assum tions were fundamentally Lawed

– C C X "TCWhen current 4ariances are seen as aty ical andsimilar changes will not continue to ha en in thefuture

– C C X (" C R Q)When current 4ariances are seen as ty ical offuture 4ariances

– C C X (" C R Q)JCP7



5:erci"e" 13 J 1

arned Qalue Calculations



$o-Com !etePer ormance )nde:

@$CP) This hel s in determining the eHciency that must$e achie4ed on the remaining wor! in order for theroject to meet a s eci ed end oint such as

"udget at Com letion (" C) or stimate atcom letion ( C)

TCP7 Wor! %emainingJ Dunds %emaining

TCP7 $ased on the " C – TCP7 (" C/ Q) J (" C/ C)

TCP7 $ased on the C– TCP7 (" C/ Q) J ( C/ C)

TCP7 ( C/ Q) J ( C/ C)

Contro! <ua!ity

The rocess of monitoring and recording results ofe*ecuting the uality acti4ities to assesserformance and recommend necessary changesB

-uality control acti4ities identify causes of oor

rocess or roduct uality and recommend andJorta!e action to eliminate themB

<ua!ity Contro!-

e!ated $erm"Pre4ention (!ee ing errors out of the rocess) andins ection (!ee ing errors out of the hands of thecustomer)B

ttri$ute sam ling (the result either conforms ornot) 4ersus 4aria$le sam ling (the result is rated ona continuous scale that measure the degree ofconformity)B

# ecial causes (unusual e4ents) and commoncauses (normal rocess 4ariation)B

Tolerances (s eci ed range of acce ta$le results)and control limits (range of rocess in control)B

Contro! <ua!ityPlan

-ualityManagement

Perform-uality

ssurance

Control

-uality

Contro! <ua!ity

Tools & Techni ues

=e&en +a"ic<ua!ity $oo!"

=tati"tica!"am !ing

)n" ection

A ro&edChangeeque"t"e&iew

3ut uts<ua!ity Contro!Mea"urement"

Fa!idatedChange"

Fa!idated%e!i&era+!e"

or8Per ormance)n ormation


B date"Changeeque"t"



<ua!ity Metric"

<ua!ityChec8!i"t"

or8Per ormancedata


%e!i&era+!e"

Pro ectdocument"





Contro! Communication"

Monitoring & controlling communications throughoutthe entire roject lifecycle to ensure the informationneeds of the roject sta!eholders are metB

7t ensures an o timal information Low among all

communication artici ants' at any moment of timeB



P!an Communication"

ManagementP!an

Communication"Management





Communication

Contro! Communication"

Tools & Techni ues

)n ormation

Management=y"tem

5: ert Hudgment

Meeting"



Change

eque"t"Pro ectManagementP!an B date

Pro ect%ocument


or8Per ormance%ata

Pro ectCommunicatio

n"

)""ue 4og




%ocumentB date"

Contro! i"8"

The rocess of im lementing ris! res onse lans'trac!ing identi ed ris!s' monitoring residual ris!s'identifying new ris!s' and e4aluating ris! rocesseEecti4eness throughout the rojectB



Contro! i"8"

7t determines ifProject assum tions are still 4alidB

nalysis shows an assessed ris! has change orcan $e retiredB%is! Management olicies and rocedures are$eing followedBContingency reser4es of cost or schedule should$e modi ed in alignment with the current ris!assessmentB

Contro! i"8"

P!an i"8Management

P!an i"8e" on"e"

Per orm<uantitati&e

i"8 Ana!y"i"

)denti yi"8"

Per orm<ua!itati&e

i"8 Ana!y"i"

Contro! i"8"



Contro! i 8

Contro! i"8"

7n utsi"8 egi"ter


or8Per ormance%ata

Per ormancee ort"

Tools & Techni ues

i"8

ea""e""menti"8 Audit"

Fariance J$rend Ana!y"i"

$echnica!

Per ormanceMea"urement

e"er&eAna!y"i"

Meeting"


OrganiKationa!Proce""A""et"B date"

Changeeque"t"

Pro ectManagementP!an u date"




i"8 ea""e""ment

#hould $e scheduled regularlyB#hould $e an agenda item at roject team status

meetingsB



i"8 egi"ter B date"

3utcomes of ris! reassessmentsBctual outcomes of ris!s and ris!res onsesB



Contro! Procurement"

The rocess of managing rocurement relationshi s'monitoring contract erformance' and ma!ingchanges and corrections as needed



Contro! Procurement"-

#igh!ight"%e4iewing and documenting how a seller iserforming or has erformed to esta$lish re uiredcorrecti4e actions and ro4ide a $asis for future

relationshi s with the sellerManaging contract related changesWhen a ro riate managing the contractualrelationshi with the outside $uyer of the rojectBCan include managing interfaces across ro4idersBDor some organi.ations' might $e se arate fromroject organi.ationB 7n this case a contractadministrator on the roject team re orts to adiEerent de artmentB





Conductrocurement"

Contro!Procurement"

C!o"e



Procurement"


Tools & Techni ues

• Contractchangecontro!

"y"tem• Procurementer ormancere&iew"

• )n" ection"and audit"

• Per ormancere orting

• Payment"y"tem"

• C!aim"admini"tration

• ecord"management



Changeeque"t"





Agreement"

or8Per ormancee ort"


or8Per ormance%ata



"y"tem

Procurement

Per ormance e&iew structured re4iew of sellerIs rogress to deli4erroject sco e and uality within cost and onschedule' as com ared to contractB

7t can include a re4iew of seller/ re areddocumentation and $uyer ins ections' as well asuality audits conducted during sellerIs e*ecutionof the wor!B3$jecti4es are

7dentify erformance success or failureB7dentify rogress com ared to contractstatement of wor!B7dentify contract non/com liance to determinesellerIs a$ility or ina$ility to deli4erB



y y

Payment =y"tem"

Processed $y the 9 ccounts Paya$le: system of the$uyerfter certi cation of satisfactory wor! $y an

authori.ed erson on the roject teamBll ayments are made in accordance with contracttermsB



C!aim" Admini"tration The rocess of documenting' rocessing' managing'and monitoring claims throughout the contractlifecycle' in accordance with terms of contractBContested changes and otential constructi4echanges are those re uested changes where the$uyer and seller cannot reach an agreement oncom ensation for the changeB7f arties in4ol4ed cannot resol4e claims' it may$ehandled in accordance with lternati4e ,is ute%esolution ( ,%) or through negotiationB



ecord" Management

=y"temFsed $y roject manager to manage contractdocuments and recordsB7t consists of a s eci c set of rocesses' related

control functions' and automation tools that areconsolidated and com$ined into a whole' as art ofthe roject management information systemB

The system contains a retrie4a$le archi4e ofcontract documents and corres ondenceB



Contro! =ta8eho!der

5ngagement The rocess of monitoring o4erall roject sta!eholdersrelationshi and adjusting strategies and lans forengaging sta!eholdersB

7t maintains and increases the eHciency andeEecti4eness of sta!eholder engagement acti4ities asthe roject e4ol4es and its en4ironment changesB



Contro! =ta8eho!der5ngagement


P!an=ta8eho!derManagement


Contro!=ta8eho!der



5ngagement

Contro! =ta8eho!der

5ngagement

Tools & Techni ues

)n ormationManagement=y"tem

5: ert Hudgment

Meeting"


Changeeque"t"


B date"Pro ectManagementP!an B date"

Pro ect%ocument

7n uts


)""ue 4og

or8Per ormance%ata

Pro ect%ocument"

B date"

<uiK

PM'O? eading

Cha ter @#ection @B2

Cha ter 5

#ection 5B5'5B>Cha ter >

#ection >B>'>B2

Cha ter 2#ection 2B=

Cha ter =#ection =B5

Cha ter 8#ection 8B@

Cha ter 06

#ections 06B@Cha ter 00#ection 00B2

Cha ter 0<#ection 0<B@

Cha ter 0@#ection 0@B5



PA $ DF)

C4O=) G



C!o"ing Proce""e"

Close Project3r Phase

CloseProcurements

)ntegration Procurement



C!o"e Pro ect or Pha"e

The rocess of nali.ing all acti4ities across all ofthe Project Management Process +rou s toformally com lete the roject or haseB

When closing a roject' roject manager re4iewsall rior information from the re4ious haseclosure to ensure all roject wor! is com leted andthat the roject has met its o$jecti4esBDormally esta$lishes that the roject or roject

hase is nishedBlso esta$lishes the rocedures to in4estigate anddocument the reasons for actions ta!en if a rojectis terminated $efore com letion





CloseProcurements





Com leting the roject sco e doesnIt mean thatthe roject is doneBWhat remains is

Collecting & nali.ing a erwor!BQerifying that roject roduct is acce ta$leB

Transferring com leted roject roduct to thosewho will use it & return resources $ac!B



Acti&itie" ta8en to C!o"e

a Pro ect or Pha"eCon rm all re uirements are metBQerify and document that roject or hasemeet e*it criteriaB3$tain formal (legal) sign/oE from customerBPre are nal ayments & cost re ortsBF date recordsBDinish lessons learnedB



Acti&itie" ta8en to C!o"ea Pro ect or Pha"e @Cont*d

F date rocedures and tem lates $ased onlessons learnedBnaly.e and document roject success andeEecti4enessBPre are nal re ortB7nde* & archi4e recordsBMeasure customer satisfactionB

;and oE com leted roject deli4era$les touser(s)%elease resources



ina! e ort The nal re ort is a re ort that summari.es whatha ened in the roject B7t is re ared for all rojects ' irres ecti4e ofweather the roject has $een com letedsuccessfully or notB

7ncludes34er4iew of the rojectB4aluation of the teamKs erformanceBist of issues encounteredB summary of what went right and what wrongB,e4iations from the original lan and $udgetB#ummary of major accom lishmentsB%ecommendations for future rojectsB

7 d 4 il $l h i '



7s made a4aila$le to the senior management'sta!eholders' and other roject managers B

#ow to Create a ina!

e ortMa!e a summary of how the roject was carriedoutB4aluate the erformance of the roject teamB

* lain the issues encounteredBPro4ide recommendations for future rojectsB*am le roject to create a we$site for a clientB

The nal re ort includesn o4er4iew of the rojectKs initial o$jecti4esand s eci cationBAey changes to the o$jecti4esB%ecommendations for similar rojectsB



hat 5!"e/



/ / / / / / / / /

hy/



Close Project or Phase

Tools & Techni ues

5: ert Hudgment


Meeting"

3ut utsina!roduct,"er&ice, or

re"u!tOrganiKationa! roce""a""et"u date"

7n utsPro ectmanagement!an

Acce tedde!i&era+!e"

OrganiKationa! roce""a""et"



C!o"e rocurement"

The rocess of com leting each rojectrocurementB7t su orts the 9Close Project or Phase: rocess'since it in4ol4es 4eri cation that all wor! anddeli4era$les were acce ta$leB



C!o"e rocurement"

Dor all rocurements and contractsB;a ens when

contract endsB contract is terminated $efore wor!com letionB

ll contracts must $e closed' no matter whatBClosing a contract ro4ides a formal written

4eri cation that wor! and deli4era$les wereacce tedB



C!o"e Procurement F"6

C!o"e a Pro ect or Pha"eClosing rocurement occurs rstBClosing a roject or hase may$e done at the endof roject or hase' while closing a rocurementha ens at the end of the contractBClosing contracts re uire more record !ee ing dueto legal im licationsB




CloseProcurements





Contract $ermination"

Contracts are terminated usually $y $uyersdue to

Cause (seller doesnIt erform)

Con4enience (wor! no more needed)Contracts should ha4e ro4isions forsto ing wor! $efore com letionB%ights and res onsi$ilities of arties inearly termination are contained in atermination clause in the contract



C!o"e Procurement"

Tools & Techni ues

ProcurementAudit"6Procurementegotiation"ecord"Management=y"tem

3ut utsC!o"edProcurement"OrganiKationa! roce""a""et"u date"

7n utsPro ectmanagement!an

Procurement%ocument



Acti&itie" ta8en to C!o"e a

ProcurementQerify ProductBClose nancial recordsBF date recordsBPre are nal contract erformance re ortBClose contract leBPerform rocurement auditBDinali.e lessons learnedBDinal acce tance and closureB



Content" o Contract i!e

ContractBChange re uestsB#eller erformance re ortsBDinancial informationB7ns ection (audit) resultsBessons learnedB

PM'O? eading

Cha ter 5

#ection 5B2Cha ter 0<

#ection 0<B5



PA $ DF))

P O 5==)O A4

5=PO =)')4)$E

CO%5 O 5$#)C= A % P O 5==)O A4

CO %BC$



Code o 5thic" and

Pro e""iona! Conduct,escri$es the e* ectations that we ha4e of

oursel4es and our fellow ractitioners in the glo$alroject management community

7t articulates the ideals to which we as ire as wellas the $eha4iors that are mandatory in ourrofessional and 4olunteer roles



Pur o"e J $arget Grou

Pur ose 7nstil con dence in the roject managementrofession ;el indi4iduals $ecome $etter ractitioners

Target +roull PM7 mem$ersll PM7 credential holders7ndi4iduals in the rocess of a lication forPM7 credentialsPM7 4olunteers



=tructure

5 Qalues%es onsi$ility%es ect

Dairness;onesty

ach 4alue has

Mandatory Conducts irational Conduct



Mandatory F"6

A" irationa! ConductMandatorysta$lish rm re uirements' and in some cases'limit or rohi$it ractitioner $eha4iorB

s irational,escri$e the conduct that we stri4e to u hold asractitionerslthough adherence to the as irational standards

is not easily measured' conducting oursel4es inaccordance with it is not o tional

The conduct co4ered under the as irationalstandards and conduct co4ered under the

mandatory standards are not mutually e*clusi4e



mandatory standards are not mutually e clusi4e

e" on"i+i!ity

,e nition3ur duty to ta!e ownershi for the decisions wema!e or fail to ma!e' the actions we ta!e or fail tota!e' and the conse uences that resultB



e" on"i+i!ity-

A" irationa! =tandard"We ma!e decisions and ta!e actions $ased on the$est interests of society' u$lic safety' and theen4ironment

We acce t only those assignments that are consistentwith our $ac!ground' e* erience' s!ills' anduali cationsWe ful ll the commitments that we underta!e R we dowhat we say we will doBWhen we ma!e errors or omissions' we ta!eownershi and ma!e corrections rom tlyBWhen we disco4er errors or omissions caused $yothers' we communicate them to the a ro riate$ody as soon they are disco4eredBW t t i t d ti l i f ti th t



We rotect ro rietary or con dential information that

e" on"i+i!ity –Mandatorye" on"i+i!ity

We re ort unethical or illegal conduct toa ro riate management and' if necessary' tothose aEected $y the conductBWe re ort unethical or illegal conduct toa ro riate management and' if necessary' tothose aEected $y the conductBWe $ring 4iolations of this Code to the attention of

the a ro riate $ody for resolutionWe only le ethics com laints when they aresu$stantiated $y factsBWe ursue disci linary action against an indi4idualwho retaliates against a erson raising ethics

concernsB



concernsB

e" ect

,escri tion

3ur duty to show a high regard foroursel4es' others' and the resourcesentrusted to us



e" ect- A" iriationa!=tandard

We inform oursel4es a$out the norms andcustoms of others and a4oid engaging in$eha4iors they might consider disres ectfulB

We listen to othersI oints of 4iew' see!ing tounderstand themB

We a roach directly those ersons with whomwe ha4e a conLict or disagreementB

We conduct oursel4es in a rofessional manner'e4en when it is not reci rocatedB



e" ect – Mandatory=tandard

We negotiate in good faithB

We do not e*ercise the ower of our e* ertise orosition to inLuence the decisions or actions ofothers in order to $ene t ersonally at theire* enseB

We do not act in an a$usi4e manner toward othersB

We res ect the ro erty rights of othersB



airne""

,escri tion

3ur duty to ma!e decisions and actim artially and o$jecti4elyB 3ur conductmust $e free from com eting self interest'rejudice' and fa4oritismB



airne""- A" irationa!

e" on"i+i!ityWe demonstrate trans arency in our decision/ma!ing rocessB

We constantly ree*amine our im artiality ando$jecti4ity' ta!ing correcti4e action as a ro riateB

We ro4ide e ual access to information to those

who are authori.ed to ha4e that informationB

We ma!e o ortunities e ually a4aila$le touali ed candidates



airne"" – Mandatory

e" on"i+i!ityWe roacti4ely and fully disclose any real orotential conLicts of interest to the a ro riatesta!eholdersBWhen we reali.e that we ha4e a real or otentialconLict of interest' we refrain from engaging in thedecision/ma!ing rocess or otherwise attem ting toinLuence outcomesWe do not hire or re' reward or unish' or award ordeny contracts $ased on ersonal considerations'including $ut not limited to' fa4oritism' ne otism' or$ri$eryBWe do not discriminate against others $ased on'

$ut not limited to' gender' race' age' religion'disa$ility' nationality' or se*ual orientationB



$ut not limited to gender race age religiondisa$ility nationality or se ual orientationB

#one"ty

,escri tion

3ur duty to understand the truth and act in atruthful manner $oth in our communications andin our conductB



#one"ty – A" irationa!

e" on"i+i!ityWe earnestly see! to understand the truthB

We are truthful in our communications and inour conductB

We ro4ide accurate information in a timelymannerB

We ma!e commitments and romises' im liedor e* licit' in good faithB

We stri4e to create an en4ironment in whichothers feel safe to tell the truthB



#one"ty – Mandatory

=tandardWe do not engage in or condone $eha4iour that isdesigned to decei4e others' including $ut not limitedto

Ma!ing misleading or false statements#tating half/truths'Pro4iding information out of conte*t' orwithholding information that' if !nown' wouldrender our statements as misleading orincom leteB

We do not engage in dishonest $eha4iour with theintention of ersonal gain or at the e* ense of

another



At Orangee are a""ionate, con(dent andocu"edon the uture6 e u"h the

+oundarie"6e ma8e a di erence to eo !e*"!i&e"6

e ta8e the time to !i"ten6e treate&eryone a" indi&idua!"6 een oywor8ing and "ucceedingtogether

e are o en6 e "ay what wedo and

we do what we "ay6 e areha y to "hare

e are +ra&e6 e dare to dothing" di erent!y, to (nd a+etter way6 e gi&e co!ourto a!! that we do6

e are directand ea"y tounder"tand6e 8ee thing""im !e6 eocu" on!y onwhat*"im ortant6

+range 2alues



ha y to hare

At Orange

Con dentialityWe use code names for TTM rojects' we communicateand discuss rojects using code names We !ee our des!s clan' we donIt !ee sensiti4e TTMinformation on our des!s We donIt discuss TTM rojects in o en areas' we meetand discuss TTM rojects in isolated areas We donIt send sensiti4e TTM information such asdeli4era$les and resentations $y email' we useinstantis as a communication tool We use shredders to get rid from sensiti4e TTMdocuments We determine who should re4iew what on instantis' wemar! sensiti4e information as con dential on instantisand we gi4e access to selected team mem$ers



$#A ? EOB



P!+3ECT MA,A-EME,TP!+1E44#+,A/ T!A#,#,- A,D

CE!T#1#CAT#+, P!+-!AM 5PMP6M+7AMMAD AMA0#8PMPPM+C



=$A $5% The Certi cates

$out the e*am lying to ta!e the e*am Pre aring for the e*am ;ow does the e*am loo! li!e Ta!ing the e*am

Ta!e a sam le e*am



$#5 C5 $) )CA$5= There are a num$er of roject managementcerti cates' ta!ing this course uali es you to ta!eone of the following certi cates

Project Management Professional R PMPCerti ed ssociate in Project Management RC PM

$#5 C5 $) )CA$5=

Code oConduct

Time oE)am 9uestions PM

E)periencePM

Training Education Certi icate

Ges @ hours 0>6 None<> hours "achelor

,egree C PM

Ges5 hours <66 5>66 hour

(@ years)@> hours "achelor

,egree PMP

A'OB$ $#5 5DAM

: o 9uestions ; o 9uestions PM# Process

0@S <2 7nitiation

<5S 58 Planning

@6S 26 *ecution

<>S >6 Control8S 02 Closing



A'OB$ $#5 5DAM=

PM7 e*ams re uire certain rocedures to ualify for tathe e*am R eligi$ilityligi$ility letters can $e ac uired onlineB

The e*am measures the followingProject Management !nowledge

Practical e* erienceCommon sense

thics & rinci les



A !ying or the 5:amly for the ligi$ility 3nline

Qisit PM7Is we$sitehtt s JJcerti cationB miBorgJ

og in using username and assword

Gou ha4e @ months to com lete the rocessDill all the re uired information

ddressducation

* erience,etails of com leted rojectsContact 7nformation for Managers and#u er4isorsProject management education



A !ying or $he 5:am

7n the e* erience section ll in all the information a$ouyour roject management related e* erienceB

Project Title

%ole in rojectPrimary 7ndustry

Time s ent on the roject#ummary of tas!s

3nly Project/related wor! counts' o erational wor! isnot considered art of the re uired e* erienceB



Contact Prometric Center to schedule forthe e*amB# ecify a time' date' and e*am centerMa!e sure you !now where the e*am center isahead of time' 4isit $efore the day of thee*am

A !ying or $he 5:am



A !ication u!e" new and im ro4ed online a licationB

Collection of roject contact informationB

7nstant audit noti cationB

3ne/year eligi$ility eriodB

imit on the num$er of times candidates will $eermitted to testB Candidates will ha4e threeo ortunities to ta!e and ass the PMPe*amination within their one/year eligi$ility eriodB7f candidates do not succeed on the third attem t'candidates will ha4e to wait one year from theirthird unsuccessful attem t $efore $eing ermitted



ew $i "

The e*am measures the ca a$ility of using!nowledge and e* erience in real life' therefore mostof the uestions are situational

3nly few uestions re uire that you M M3%7 thein uts' out uts' tools and techni uesB,onIt waste your time trying to memori.e in uts'out uts' tools and techni uesB 7tIll do you no goodB

Time of the e*am is enough' no one e4er com laineda$out timeB

Gou might use the same data for more than oneuestion

* ect 08/<< formula $ased uestions (CPM' QMand others)

The length of the uestion does not indicate thatitIs a diHcult oneB nd the length of the answerdoes not necessarily indicate that itIs the rightoneBMany uestions ha4e more than one right answer'you ha4e to choose the " #TB

right statement does not ma!e it the rightanswer to the uestionB The uestions jum from one to ic to anotherwithout a s eci c se uenceB

ew $i "

$EP5= O <B5=$)O =

#ituational uestions Gou recei4ed Noti cation that a major item you are

urchasing for a roject will $e delayed' what is the

" #T Thing to do?7gnore it' it will go awayNotify your $osset the customer !now a$out it and tal! o4ero tionsMeet with the team to identify alternati4esB

$EP5= O <B5=$)O = Two or more right answers

*traneous information-uestions using made u termsWhere understanding is im ortantNew a roach to !nown to ic-uestions with more than one item in eachchoice*cessi4ely wordy uestions

5:traneou" in ormation

Gour com any is a major manufacturer of doors'and has recei4ed numerous awards for ualityB sthe head of manufacturing de artment' you ha4e<@6 eo le re orting to you on <@ diEerentrojectsB * erience shows that each time youdou$le the roduction of doors' unit costsdecrease $y 06 ercentB "ased on this' thecom any determines that roduction of @'666doors costs <0'666B This case illustrates

earning cycleaw of diminishing return86J<6 ruleParametric estimating

<ue"tion" B"ing MadeB $erm"

form of roject organi.ation where ower ise4enly shared $etween the functional managerand the roject manager is called

tight matri* wea! matri* $alanced matri* strong matri*



here Bnder"tanding i"

)m ortant The rocess of decom osing deli4era$les intosmaller' more managea$le com onents iscom lete when

Project justi cation has $een esta$lishedChange re uests ha4e occurredCost and duration estimates can $ede4elo ed for each wor! element at this

detailach wor! element can $e found in the W"#,ictionary



ew a roach to 8nowto ic

7n a matri* organi.ation' information disseminationis M3#T li!ely to $e eEecti4e when

7nformation Lows $oth hori.ontally and4ertically

The communications Lows are !e t sim le There is an inherent logic in the ty e of matri*shownProject managers and functional managerssociali.e

<ue"tion" with more thanone item in each choice The seller on the roject has resented the roject manager with aformal noti cation that the seller has $een damaged $y the $uyersacti4itiesB The seller claims that the $uyerIs slow res onse tosending the seller a ro4als has delayed the roject' and hascaused the seller une* ected e* enseB The D7%#T things theroject manager should do are

Collect all rele4ant data' send the data to the com any lawyer'and consult with him a$out legal actions%e4iew the contract for s eci c agreed/u on terms that relateto the issue' see if there is a clear res onse' and consult with

the lawyer if needed%e4iew the statement of wor! for re uirements' send a recei tof claim res onse' and meet to resol4e the issue withoutresorting to legal actions if ossi$le;old a meeting with the team to re4iew why the acce tancesha4e $een late' ma!e a list of the s eci c reasons' and resol4ethose reasons



=$B%E) G O $#5 5DAM%eading the material%e4iewing PM"3A / Project Management"ody of AnowledgeProcesses in each !nowledge area7n uts' tools & techni ues' out uts ofrocesses%e4iew code of rofessional conduct#ol4e a lot of ractice uestions



=$B%E) G O $#5 5DAM%ule of Threes

Test/ta!ing mode#te /$y/ste

Ta!e a com rehensi4e e*am+o $ac! to the areas you scored less in' and

study them in concentration%e4iew other areas

%e4iew answers%eta!e the entire e*am



'5 O 5 $#5 5DAM

%e4iew materialat a good meal' see some TQ' go out with friends+et a good night slee (donIt study material' donIt stau all night)

Ta!e the day of the e*am oE wor! (or at least themorning)at a good meal' drin! some coEee' juiceB



$#5 %AE O $#5 5DAM

#chedule the e*am $etween 1/06Wear comforta$le cloths' shoesea4e the house at least 5> minutes $efore thee*am starts

Ta!e two 7denti cation cards and the eligi$ilityletterNo calculator' no cell hone' no re4iew notes' no

smo!ing Ta!e a snac! (they might allow it)



%B ) G $#5 5DAMWatch the time regularly#!i uestions you canIt answer instantlyFse 9Mar!: function

t the middle mar! of the e*am' stand u ' anddo some e*erciseFse your time wiselyControl your frustration

Project Management Professional (PMP) Training &NEW

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