Slides.project Management Professional (Pmi) Study Guide

5/21/2018 Slides.project Management Professional (Pmi) Study Guide

1/270

Project Management

Professional (PMP)Certification Study Guide


2/270

PMI Certification Materials

To assist PMI candidates for completing the PMIcertification exam administered by the ProjectManagement Institute

Content is from A Guide To The ProjectManagement Body Of Knowledge (PMBOK)

www.pmi.org


3/270

Recurring Themes

Historical Recordsneed to collect and use forplanning, estimating and risk

Kickoff meetings are important

Work Breakdown Structures

Do not introduce benefits that are not stated inrequirements

Needs of all stakeholders should be taken into accountduring all projects

Team Members must be involved in project planning Project Mangers must be pro-active


4/270

Chapter 1Introduction

Projecttemporary endeavor undertaken tocreate a unique product or service

Has a definite beginning and end and

interrelated activities Programs adopt new set of objectives and

continueto work; projects cease when declaredobjectives have been attained


5/270

Chapter 1Introduction

Projects are uniquecharacteristics areprogressively elaborated

Progressively: proceeding in steps

Elaborated: worked with care and detail

Scope of project should remain constanteven as characteristics are progressively

elaborated


6/270

Chapter 1- Introduction

Project Management:the application ofknowledge, skills, tools and techniques to projectactivities in order to meet or exceed stakeholder

needs and expectations from a defined projectbalancing the following:

Scope, time, cost, and quality

Stakeholders expectations

Requirements (needs) vs. unidentified requirements(expectations)


7/270

Chapter 1- Introduction

Programs are groups of projects managed in acoordinated way to obtain benefits not availablefrom managing the projects individually

Most programs have elements of ongoingoperations Series of repetitive or cyclical undertakings

Projects are often divided into subprojects for

more manageability Often contracted out to external organizations


8/270

Chapter 2Project ManagementContext

Project Phases are marked by thecompletion of a deliverable Tangible, verifiable work product

Review of deliverables and approval/denialare phase exits, stage gates, or kill points

Phases are collected into the Project LifeCycle Set of defined work procedures to establish

management control


9/270


Project Life Cycle defines:

Technical work performed in each phase

Who is involved in each phase

Project Phases can overlapFast Tracking

Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher

towards the end

Probability of successfully completing project is low at beginning,higher towards the end as project continues

Stakeholder influence is high at the beginning and progressivelylowers as project continues


10/270


Stakeholders:individuals and organizationswho are actively involved in the project

Often have conflicting expectations and objectives

In general, differences should be resolved in favor ofthe customerindividual(s) or organization(s) that willuse the outcome of the project

Stakeholder management is a proactive task

Project Mangers must determine all stakeholders andincorporate their needs into the project


11/270


Stakeholders are: Project Managers

Customers

Performing Organizations, owners Sponsor

Team

Internal/External

End User Society, citizens

Others: owner, funders, supplier, contractor


12/270


Organizational Systems: Project based vs.Non-Project Based Project Basedderive revenues from performing

projects for others (consultants,contractors),management by projects

Non-Project Basedseldom have managementsystems designed to support project needs

(manufacturing, financial services)


13/270


Organizational Cultures and Styles:

Entrepreneurial firms more likely to adopthighly participative Project Manageraccept

higher risk/reward Hierarchical firms less likely to adopt

participative Project Managertake fewer

risks


14/270


Organizational Structures Functional (classical) marked by identifiable

superiors. Staff grouped by specialty .

Perceived scope of project limited by function(Engineering, HR). Typically have part-timeProject Manager

Projectized Organizationblend functional

and projectized characteristics. Mix cross-department personnel with full-time ProjectManger


15/270


Project Management Skills General Business Management (consistently

producing results expected by stakeholders) Leading (establishing direction, aligning resources,

motivating) Communicating (clear, unambiguous, and complete) Negotiating (conferring with others to reach an

agreement) Problem Solving (definition and decision making)

Distinguish causes and symptoms Identify viable solutions

Influencing Organization (understanding power andpolitics)


16/270


Socioeconomic Influences Standardsdocument approved that provides

common, repeated use, rules and guidelines

Compliance is not mandatory

Regulationsdocument that identifies products,services or characteristics

Compliance is mandatory

Standards often become de facto regulations

Internationalization Cultural Influences


17/270


Organization Structure Pros and Cons Projectized

Efficient OrganizationNo home

LoyaltyLack of Professionalism

Effective CommunicationDuplication of functions, lessefficient resource usage

Matrix Visible Objectivesnot cost effective

PM ControlMore than 1 boss

More supportMore complex to control

Utilize scarce resourcesTough resource allocation

Information distributionCompetition of priorities

CoordinationPolicies & Procedures

Home basedPotential for conflict


18/270


Functional Organization SpecialistsMore emphasis on functions

1 supervisorNo career path in PM


19/270

Chapter 3Project ManagementProcesses

Project Management requires active

management of Project Processes

Series of actions that achieve a result

Project Management Processes Describing and organizing the work

Product-Oriented Processes

Specifying and creating the product


20/270


Process Groups: Initiating processes:recognizing a project or phase

should begin

Planning processes:devising and maintaining a

workable plan Executing processes:coordinating resources to

execute the plan

Controlling processes:ensuring project objectives

are met; monitoring, correcting and measuringprogress

Closing processes:formalized acceptance


21/270


Process Groups are linked by the results eachproduces

Process Groups are overlapping activities withvarious levels of intensity

Process Group interactions cross phasesrolling wave planning Provides details of work to complete current phase

and provide preliminary description of work forsubsequent phases

Individual processes have inputs, tools andtechniques, and outputs (deliverables)


22/270


Initiating and Planning Processes Committing the organization to begin

Initiation, High-level planning, Charter

Amount of planning proportional to the scope ofthe projectCore Planning Scope Planningwritten statement Scope Definitionsubdividing major deliverables

into more manageable units

Activity Definitiondetermine specific tasks neededto produce project deliverables Activity Sequencingplotting dependencies


23/270


Core Planning (continued) Activity Duration Estimatingdetermine amount of work

needed to complete the activities

Schedule Developmentanalyze activity sequences, duration,and resource requirements

Resource Planning identify what and how many resourcesare needed to perform the activities

Cost Estimatingdevelop resource and total project costs

Cost Budgetingallocating project estimates to individual workitems

Project Plan Developmenttaking results from other planningprocesses into a collective document


24/270


Planning/Facilitating Processesmanage theinteraction among the planning processes

Quality Planningstandards that are relevant to the

project and determining how to meet standards Organizational Planningidentify, document, and

assigning project roles and responsibilities

Staff Acquisitionobtaining the human resources

Communications Planningdetermining rules andreporting methods to stakeholders


25/270


Planning/Facilitating Processes (continued) Risk Identificationdetermining what is likely to

affect the project and documenting these risks

Risk Quantificationevaluating risks and

interactions to access the possible project outcomes Risk Response Developmentdefining

enhancement steps and change control measures

Procurement Planningdetermining what to buy

and when Solicitation Planningdocumenting product

requirements and identifying possible sources


26/270


Planning/Facilitating Processes (continued) Order of events:

Scope Statement

Create Project Team

Work Breakdown Structure

WBS dictionary

Finalize the team Network Diagram

Estimate Time and Cost

Critical Path

Schedule

Budget

Procurement Plan

Quality Plan Risk Identification, quantification and response development

Change Control Plan

Communication Plan

Management Plan

Final Project Plan

Project Plan Approval

Kick off


27/270


Executing Processes Project Plan Executionperforming the activities Complete Tasks/Work Packages Information Distribution

Scope Verificationacceptance of project scope Quality Assuranceevaluating overall project

performance on a regular basis; meeting standards Team Developmentdeveloping team and

individual skill sets to enhance the project

Progress Meetings


28/270


Executing Processes (continued)

Information Distributionmaking projectinformation available in a timely manner

Solicitationobtaining quotes, bids,proposals as appropriate

Source Selectiondeciding on appropriatesuppliers

Contract Administrationmanaging vendorrelationships


29/270


Controlling Processesneeded to regularlymeasure project performance and to adjustproject plan

Take preventive actions in anticipation ofpossible problems Change Controlcoordinating changes across the

entire project plan

Scope Change Controlcontrolling scope creep

Schedule Controladjusting time and projectschedule of activities


30/270


Controlling Processes (continued) Cost Controlmanaging project budget

Quality Controlmonitoring standards and

specific project results; eliminating causes ofunsatisfactory performance

Performance Reportingstatus,forecasting, and progress reporting schedule

Risk Response Controlresponding tochanges in risk during the duration of theproject


31/270


Closing Processes Administrative Closuregenerating necessary

information to formally recognize phase or projectcompletion

Contract Close-outcompletion and delivery ofproject deliverables and resolving open issues Procurement Audits Product Verification Formal Acceptance Lessons Learned Update Records Archive Records Release Team


32/270


Overall Processes

Influencing the organization

Leading

Problem Solving

Negotiating

Communicating

Meetings


33/270


Project Selection Techniques

Comparative Approach (similar projects)

Benefit measurement method

Constrained Optimization (mathematicalapproach)

Key aspect of scope verification is

customer acceptance Only 26 % of projects succeed


34/270

Chapter 4Project IntegrationManagement

Project Integration Management Ensures that the project processes are properly coordinated Tradeoffs between competing objectives and alternatives in

order to meet stakeholder approval Project Plan Development

Project Plan Execution Overall Change Control

These processes may occur repeatedly over the project duration Historical Records are needed to perform project management

well, they are inputs to continuous improvement Files Lessons Learned Actual Costs Time Estimates WBS Benchmarks Risks


35/270


Project Plan Development Uses outputs from other planning processes to create

consistent document to guide project execution andcontrol

Iterated several times Documents planning assumptions

Documents planning decisions that are chosen

Facilitates communication

Defines key management reviews Provides a baseline to track progress measurement

and project control


36/270


Project Plan Development Inputs Other planning outputs: primarily the planning

process outputs (WBS, base documents, applicationarea inputs)

Historical informationverify assumptions, records ofpast project performance

Organizational policiesquality management,personnel administration, Financial controls

Constraintsfactors that limit performance,contractual provisions, budget

Assumptionsrisk factors


37/270


Tools & Techniques for Plan Development

Project Planning Methodologyany structuredapproach (software, templates, forms, start-upmeetings

Stakeholder Skills & Knowledgetap into plandevelopment; use expertise for reasonableness

PMISOut of the box approach to support all projectaspects through closure


38/270


Project Plan Development Outputs Project Plan is a collection that changes over time as more

information about the project becomes available

Baseline will change only in response to approved scope change

Project Plan includes some or all of the following: Project Charter

Project Management approach or strategy

Scope statement

Work Breakdown Structure (WBS)

Budget, schedule, risks

Key Staff, Major Milestones Change Control Plan, Management and Communications Plan


39/270


Project Plan Components (continued) Cost Estimates, scheduled start dates and responsibility

assignments

Performance measurement baselines

Major milestones and target dates Required Staff

Risks, constraints and assumptions

Subsidiary management plans (scope, schedule)

Open Issues Pending Decisions


40/270


Supporting Details to the Project Plan

Outputs from planning processes

Technical documentation

Business requirements, specifications, anddesigns

Relevant standards

Additional information not previously known


41/270


Project Plan Execution

Primary process for carrying out the projectplan

Most costly aspect of project management

Direction of organizational resources andinterfaces


42/270


Project Plan Execution Inputs:

Project Plan

Supporting Detail

Organizational Policies

Corrective Actionanything to bring expectedperformance in line with the project plan

C


43/270


Tools & Techniques for Plan Execution General Management Skills

Product Skills and Knowledgedefined as part ofplanning, provided by staffing

Work Authorization Systemformal procedure forsanctioning work to ensure completionwritten orverbal authorization

Status review meetingsregular exchanges of

information Project Management Information System

Organizational Procedures

Ch 4


44/270


Project Plan Execution Outputs

Work resultsthe outcome of activitiesperformed is fed into the performance

reporting process Change Requestsexpand/shrink project

scope, modify costs and schedule estimates

Ch t 4


45/270


Overall Change Control Influencing factors that create change to ensure beneficial

results; ensure that change is beneficial Determining that change has occurred Managing actual changes as they occur

Evaluate impact of change Meet with team to discuss alternatives Meet with management to present decision

Change control requires Maintaining integrity of performance measurement baselines

(project plan) Ensuring changes to scope are accurately recorded Coordinating changes across knowledge areas (scheduling, risk,

cost, quality, etc.) Determine all factors that control change and pro-actively

preventing the occurrence; evaluate the impact of change

Ch t 4


46/270


Inputs to Change Control

Project Planbaseline performance

Performance Reportsissue tracking, risk

management Change Requestsorally or written,

externally or internally initiates, legally

mandated or optional

Ch t 4


47/270


Change Control Tools & Techniques All Changes must be evaluated before a decision can

be reached

Change Control Systemcollection of formal

procedures, paperwork, tracking systems, approvallevels

Change Control Boarddecision making authority

Configuration Managementdocumented procedure

to apply technical and administrative direction ID and document functional and physical characteristics Control changes to these characteristics

Record and report change and implementation status

Audit items and system to verify requirements

Ch t 4 P j I i


48/270


Change Control Tools & Techniques Performance Measurementearned value, plan

variance analysis Additional Planningrevised cost estimates, modify

activity sequences, plan adjustments Project Management Information System

Change Control Systemmay have Change Control Plan Change Control Board

Change Control Procedures, Corrective Action plans Performance Statistics, Reports, Change forms Specification reviews, Demonstrations, Testing, Meetings

Configuration Management

Ch t 4 P j t I t ti


49/270


Change Control Outputs

Project Plan Updates

Corrective Actions

Lessons Learnedvariance causes andreasoning documented for historical purposes

Ch t 4 P j t I t ti


50/270


Configuration Management

Rigorous Change Management as it relates to scope Subset of the change control system

Work Authorization System Controls gold plating; defines what task is/is not

Meetings

Most are inefficient; keep minutes

Status can be determined without meeting

Ch t 4 P j t I t ti


51/270


Lessons Learned

Project is not complete until a Lessons Learned iscompleted

What have we done, how can we do it better Technical Aspects of the project Project Management (WBS, plans, etc.)

Overall Management (communications, leadership)

Best to have whole team complete and made available

Also called Post Mortem

Ch t 4 P j t I t ti


52/270


Integration is a result of need for communicationwithin a project

Primary responsibility to decide what changesare necessary is Management

Project Managers must pro-actively define andsolve problems before reporting to superiors

Ch t 5 P j t S


53/270

Chapter 5Project ScopeManagement

Project Scope Management

Processes required to ensure that the project includesall, and only, work required

Defining what is/is not included in the project

Project scopework that must be donemeasuredagainst project plan

Product scopefeatures and functions included in

the product or servicemeasured againstrequirements

Ch t 5 P j t S


54/270


Initiationprocess of formally recognizing thata new project exists, or an existing projectcontinue to next phase

Involves feasibility study, preliminary plan, orequivalent analysis

Authorized as a result of: Market Demand

Business Need Customer Request

Technological Advance

Legal Requirement

Ch t 5 P j t S


55/270


Initiation Inputs:

Product Descriptioncharacteristics of theproduct/service that the project was to create

Less detail in early phases, more comprehensive in latter

Relationship between product/service and business need

Should support later project planning

Initial product description is usually provided by the buyer

Strategic Plansupportive of the organization'sgoals

Chapter 5 P j t S


56/270


Initiation Inputs (continued)

Project Selection Criteriadefined in terms of the

product and covers range of management concerns(finance, market)

Historical Informationresults of previous project

decisions and performance should be considered

Chapter 5 P j t S


57/270


Tools & Techniques for Initiation Project Selection Methods:

Benefit measurement modelscomparative approaches,scoring models, economic models

Murder Boards Peer Review

Scoring Models

Economic Models

Benefits compared to costs

Constrained operation modelsprogramming mathematical Linear Programming

Integer Programming

Dynamic Programming

Multi-objective programming

Chapter 5 P j t S


58/270


Tools & Techniques for Initiation Project Selection Methods:

Decision modelsgeneralized and sophisticated techniques

Expert judgment

Business Units with specialized skills Consultant

Professional and Technical Associations

Industry Groups

Delphi Techniqueobtain expert opinions on technical

issues, scope of work and risks Keep experts identities anonymous

Build consensus

Chapter 5 Project Scope


59/270


Outputs from Initiation: Project Charterformally recognizes project,

created by senior manager, includes: Business need/Business Case Product description & title Signed contract Project Manager Identification & Authority level Senior Management approval Projects Goals and Objectives - Constraintsfactors that limit project management teams

options Assumptionsfactors that are considered true for planning

purposes. Involve a degree of risk



60/270


Scope Planningprocess of developing awritten statement as basis for future decisions

Criteria to determine if the project or phase issuccessful

Scope Planning Inputs:

Product description

Project Charter

Constraints Assumptions



61/270


Scope Planning Tools & Techniques

Product Analysis- developing a betterunderstanding of the product of the project

Cost/Benefit Analysisestimatingtangible/intangible costs and returns of various projectalternatives and using financial measures (R.O.I.) toassess desirability

Alternatives Identificationgenerate differentapproaches to the project; brainstorming

Expert Judgment



62/270


Scope Planning Outputs Scope Statementdocumented basis for making

project decisions and confirming understandingamong stakeholders. Includes:

Project justificationbusiness need, evaluating futuretrade-offs

Project Productsummary of project description

Project Deliverableslist of summary of delivery itemsmarking completion of the project

Project Objectivesquantifiable criteria met for success.Addresses cost, schedule and metricsunqualifiedobjectives indicate high risk (customer satisfaction)



63/270


Scope Planning Outputs (continued) Supporting detailincludes documentation

of all assumptions and constraints

Scope Management Planhow projectscope is managed, change control procedure,expected stability, change identification andclassification

Control what is/is not in the project; preventsdelivering extra benefits to the customer thatwere not specified/required



64/270


Scope Definitionsubdividing majordeliverables into smaller, manageablecomponents Improve accuracy of cost, time, and resource

estimates Define a baseline for performance measurement Clear responsibility assignments Critical to project successreduces risk of higher

cost, redundancy, time delays, and poor productivity

Defines what you are doing; WBS is the tool



65/270


Scope Definition Inputs:

Scope Statement

Constraintsconsider contractual provisions

Assumptions

Other Planning Outputs

Historical Information



66/270


Scope Definition Tools & Techniques Work Breakdown Structuretemplates from

previous projects

Decompositionsubdividing major deliverables into

manageable components: Major elementsproject deliverables and project management

approach

Decide cost and duration estimates are appropriate at level of detail

Constituent elementstangible verifiable results to enableperformance management, how the work will be accomplished

Verify correctness of decomposition All items necessary and sufficient?

Clearly and completely defined?

Appropriately scheduled, budgeted, assigned?



67/270


Scope Definition Outputs Work Breakdown Structure (WBS)a deliverable-

oriented grouping of project assignments thatorganizes and defines the scope of the project

Each descending level represents further detail; smaller and moremanageable pieces

Each item is assigned a unique identifier collectively known ascode of accounts

Work element descriptions included in a WBS dictionary (work,schedule and planning information)

Other formats: Contractual WBSseller provides the buyer

Organizational (OBS)work elements to specific org. units

Resource (RBS)work elements to individuals

Bill of Materials (BOM)hierarchical view of physical resources

Project (PBS)similar to WBS



68/270


Scope Definition Outputs Work Breakdown Structure (WBS)

First Level is commonly the same at the Project Life Cycle(requirements, design, coding, testing, conversion and operation)

First level is completed before the project is broken down further

Each level of the WBS is a smaller segment of level above

Work toward the project deliverables

Break down project into tasks that Are realistically and confidently estimable

Cannot be logically divided further

Can be completed quickly (under 80 hours rule of thumb) Have a meaningful conclusion and deliverable

Can be completed without interruption

Provides foundation for all project planning and control



69/270


Scope Definition Outputs Work Breakdown Structure (WBS) - Benefits

Prevent work slippage

Project team understands how their tasks fit into the overall projectand their impact upon the project

Facilitates communication and cooperation between project teamand stakeholders

Helps prevent changes

Focuses team experience into what needs to be doneresults inhigher quality

Basis and proof for estimating staff, cost and time Gets team buy-in, role identification

Graphical picture of the project hierarchy

Identifies all tasks, project foundation



70/270


WBS phrases Graphical hierarchy of the project

Identifies all tasks

Foundation of the project

Very important

Forces thought of all aspects of the project

Can be re-used for other projects



71/270


Scope Definition Outputs Work Breakdown Structure (WBS)Dictionary

Designed to control what work is done and when

Also known as a task description

Puts boundary on what is included in a task and what is notincluded



72/270


Scope Verification Inputs Work resultspartially/completed deliverables,

costs to date

Product documentationdescription available for

review (requirements) Scope Verification Tools & Techniques

Inspectionmeasuring, examining, testing todetermine if results conform to requirements

Scope Verification Outputs Formal acceptancedocumentation identifying

client and stakeholder approval, customer acceptanceof efforts



73/270


Scope Change Control:

Influencing factors to ensure that changes arebeneficial

Determining scope change has occurred Managing changes when they occur

Thoroughly integrated with other control

processes



74/270


Scope Change Control Inputs: Work Breakdown Structure

Performance Reports- issues reported

Change Requestsexpansion/shrink ofscope derived from : External events (government regulations)

Scope definition errors of product or project

Value adding changenew technology Scope Management Plan



75/270


Scope Change Control Tools& Techniques

Scope Change Control Systemdefinesprocedures how scope change can occur

All paperwork, tracking systems, approval levels Integrated with overall change control procedures

Performance Measurementdetermine what iscausing variances and corrective actions

Additional Planning



76/270


Scope Change Control Outputs:

Scope Changesfed back through planningprocesses, revised WBS

Corrective Actions Lessons Learnedcause and reasoning for

variances documented for historical purposes



77/270

Chapter 5 Project ScopeManagement

Management By Objectives (MBO)

Philosophy that has 3 steps:

Establish unambiguous and realistic objectives

Periodically evaluate if objectives are being met Take corrective action

Project Manager must know that if project is not alignedor support corporate objectives, the project is likely tolose resources, assistance and attention.

MBO only works if management supports it

Chapter 6 Project Time


78/270

Chapter 6 Project TimeManagement

Project Time Management Processes required to ensure timely

completion of the project

No consensus concerning differencesbetween activities and tasks

Activities seen as composed of tasksmostcommon usage

Other disciplines have tasks composed ofactivities



79/270


Activity Definition:identifying anddocumenting specific activities to produceproject deliverables identified in the WBS

Must be defined to meet the project objectives



80/270


Activity Definition Inputs

WBSprimary input

Scope Statementproject justification &

project objectives Historical Information

Constraints

Assumptions



81/270


Activity Definition Tools & Techniques

Decompositionoutputs are expressed asactivities rather than deliverables

Templatesreuse from previous projects



82/270


Activity Definition Outputs Activity Listall to be performed; extension to the

WBS and includes description to ensure teammembers understand work to be performed

Supporting Detailorganized as needed andinclude all assumptions and constraints

WBS Updatesidentify missing deliverables andclarify deliverable descriptions. WBS updates often

called refinements; more likely using newtechnologies in project



83/270


Activity Sequencingidentifying anddocumenting interactive dependenciesamong activities. Support later

development of a realistic schedule Project Management software often used



84/270


Activity Sequencing Inputs: Activity List

Product Descriptionproduct characteristics often affectactivity sequencing

Mandatory Sequencingphysical limitations, hard logic,

prototypes needed; inherent in nature of work being done Discretionary Dependenciesdefined by project management

team; best practices or unusual aspects of project soft logic,preferred logic, preferential logic

External Dependenciesrelationship between project activities

and non-project activities (company policies, procurement, etc.) Constraints

Assumptions



85/270


Network Diagrams Shows how the project tasks will flow from

beginning to end

Proves how long the project will take tocomplete

Takes project tasks from low levels of WBSand placing them into their order of

completion (beginning to end)



86/270


Activity Sequencing Tools & Techniques Precedence Diagramming Method (PDM)

constructing network diagram using nodes torepresent activities and arrows to indicate

dependencies; also called Activity On Node (AON) Most project management software uses

Includes 4 types of dependencies: Finish to Startfrom activity must finish before to activity can begin;

most commonly used

Finish to Finishfrom activity must finish before the next may finish

Start to Startfrom activity must start before next to activity can start

Start to Finishtask must start before next activity can finish

Use caution with last 3 techniques- logical relationships often notconsistently implemented with project management software



87/270


Activity Sequencing Tools& Techniques(continued)

Arrow Diagramming Method (ADM)uses

arrows to represent activities and connecting atnodes to illustrate dependencies

Also called Activity On Arrow (AOA)

Only uses finish to start dependencies

PERT and CPM only can be drawn using AOA



88/270



Conditional diagramming methods

GERT (Graphical Evaluation and ReviewTechnique)

System Dynamic Models

Allow for non-sequential activities (loops) or

conditional branchesnot provided by PDM orADM methods



89/270



Network Templatesstandardized networkscan be used. Composed of subnets, or fragnets

Subnets are several nearly identical portions of anetwork (floors on a building, clinical trials, programmodules)

Useful for several identical processes (clinical trials,

programming modules).

Chapter 6Project Time


90/270

C ap e 6 ojec eManagement

Activity Sequencing Outputs:

Project Network Diagramschematicdisplay of project activities and relationships

(dependencies). Should be accompanied by asummary narrative that describes the diagramapproach

Activity List Updates



91/270

p jManagement

Activity Duration Estimating

Involves assessing number of work periodsneeded to complete identified activities

Requires consideration of elapsed time,calendars, weekends, and day of week workstarts



92/270

p jManagement

Activity Duration Estimating Inputs: Activity Lists

Constraints

Assumptions

Resource Requirementsamount of labor assignedto activity

Resource Capabilitieshuman and materialresources, expertise

Historical Information Project Files, or records of previous project results

Commercial Duration Estimatesuseful when durations are notdriven by actual work (approval periods, material resources)

Project Team Knowledge



93/270

p jManagement

Activity Duration Estimating Tools& Techniques Expert Judgmentguided by historical information

should be used whenever possible; high risk withoutexpertise avail.

Simulationusing different sets of assumptions (MonteCarlo Analysis) to drive multiple durations

Analogous Estimatingtop down estimating useactual, similar, previous known durations as basis forfuture activity duration. Used when limited knowledge

is available. Form of expert judgment



94/270

p jManagement

Activity Duration Outputs: Activity Duration Estimatesquantitative

assessments of work periods to complete an

activity. Should indicate a range +/- ofpossible results

Basis of Estimatesall assumptions shouldbe documented

Activity List Updates



95/270

p jManagement

Schedule Development Determining start and finish dates for project

activities

Without realistic dates, project unlikely to befinished as scheduled

Schedule development process often iteratesas more information becomes available(process inputs)



96/270

p jManagement

Schedule Development Inputs: Project Network Diagram

Activity Duration Estimates

Resource Requirements Resource Pool Descriptionavailability

patterns; shared resources are highly variable

Calendarsdefine eligible work periods Project Calendars affect all resources

Resource Calendarsaffect specific resource pools orindividuals



97/270

p jManagement

Schedule Development Inputs (continued): Constraints

Imposed Datesmay be required

Key events or milestonesare initially requested and

become expected during project

Assumptions

Lead and Lag Timedependencies may specifytime in order to satisfy relationship (example2

weeks to receive order)



98/270

p jManagement

Schedule Development Tools & Techniques Mathematical Analysiscalculating theoretical

early/late finish and start dates without regard forresource pool limitations; indicate time periods which

activity should be scheduled given resource limits andother constraints: Critical Path Method (CPM)single early/late start and finish date for all

activities. Based on specified, sequential network and single durationestimate. Calculates float to determine flexibility

Graphical Evaluation and Review Technique (GERT)probabilistictreatment of network and activity duration estimates

Program Evaluation and Review Technique (PERT)- sequential networkand weighted average duration to calculate project durationdiffers fromCPM by using mean (expected value) instead of most-likely estimate in CPM



99/270

p jManagement

Schedule Development Tools & Techniques Critical Path Method:refers to estimating based on one time

estimate per activity One time estimate per task (Most Likely)

Emphasis on controlling cost and leaving schedule flexible

Drawn using AOA diagrams Can have dummy task

PERT(Program Review and Estimating Technique) 3 Time estimates per activity

Optimistic

Pessimistic Most Likely

Emphasis on meeting schedule, flexibility with costs

Drawn on AOA diagrams

Can have dummy tasks



100/270

p jManagement

Schedule Development Tools & Techniques Monte Carlo Analysis

Uses a computer with PERT values and network diagram

Tells Probability of completing a project on any specific day

Probability of completing a project for any specific amount ofcost

Probability of any task actually being on the critical path

Overall Project Risk

Suggests that Monte Carlo simulation will create a project

duration that is closer to reality than CPM or PERT



101/270

p jManagement

Schedule Development Tools & Techniques(continued)

Duration Compressionlook to shorten projectschedule without affecting scope

Crashingcost and schedule trade-offs to determinegreatest amount of compression for least incremental costoften results in higher costs

Fast Trackingperforming activities in parallel that normallywould be sequencedoften results in re-work and usually

increases risk

Simulation



102/270

pManagement

Schedule Development Tools & Techniques(continued)

Resource Leveling Heuristicsleveling resourcesthat apply to critical path activities a.k.a. resource

constrained scheduling when limitation on quantityof available resources; sometimes called Resource

Based Method often increases project duration

Project Management Software



103/270

Management

Schedule Development Tools & Techniques(continued) Project Mangers role

Provide the team with the necessary information to properly

estimate the task Complete a sanity check of the estimate

Formulate a reserve

Project Team should be involved; determine taskestimates

Historical Records Guesses

Actual Costs

Benchmarks

CPM and PERT



104/270

Management

Schedule Development Tools &Techniques

Critical Path Method:longest path through a

network diagram and determines the earliestcompletion of the project

Proves how long the project will take

Indicates tasks that need most monitoring

Almost always have no slack



105/270

Management

Schedule Development Outputs: Project Scheduleincludes planned start

and finish dates for each activity; remainspreliminary until resources assignments are

approved. Usually in following formats: Project Network Diagrams(with date informationadded)show logical and critical path activities

Bar or Gantt chartsactivity start and end dates,expected durations

Milestone Chartsidentifies key deliverables andinterfaces Time-scaled network diagramsblend of project

network and bar charts



106/270

Management

Schedule Development Outputs (continued): Supporting Detailall assumptions and constraints.

May also include: Resource requirement by time period (resource histogram)

Alternative schedules (best/worst case) Schedule reserve/risk assessments

Schedule Management Planhow updates aremanaged

Resource requirement updatesleveling and

activity impact



107/270

Management

Schedule Control: Influencing factors which create schedule changes to

ensure changes are beneficial

Determining that schedule has changed

Managing actual changes as they occur Inputs to Schedule Control:

Project Schedulebaseline approved, measureagainst project performance

Performance Reportsplanned dates met, issues Change Requests

Schedule Management Plan



108/270

Management

Schedule Control Tools & Techniques Schedule Change Control Systemdefines

procedures for schedule changes, paperwork,approval, tracking systems

Performance Measurementassessmagnitude of variations to baseline; determineif corrective action is needed

Additional Planning

Project Management Software



109/270

Management

Schedule Control Outputs: Schedule Updatesany modifications,

stakeholder notification Revisions change scheduled start and finish datesgenerally in response to scope changes. Re-baselining may be needed in drastic situations

Corrective Actionre-align performancewith project plan

Lessons Learned



110/270

Management

Key knowledge points not in PMBOK Need to know manual calculations of network

diagrams Created after project charter and WBS (task

estimates and dependencies are determined) Mandatory dependencies (Hard Logic)inherent in

nature of work

Discretionary dependencies (Soft Logic)based onexperience, desire or results

External dependenciesbased on needs and desiresof organizations outside the project



111/270

Management

Methods to draw network diagrams Activity on Node (AON) or Precedence Diagramming

Method (PDM) Boxes represent tasks

Arrows show task dependencies 4 types of task relationships

Finish to Start (task must finish before next can start)

Finish to Finish (task must finish before next can finish)

Start to Start (task must start before next can start)

Start to Finish (task must start before the next can finish)

No dummy tasks used



112/270

Management

Methods to draw network diagrams Activity on Arrow (AOA or Arrow

Diagramming Method (ADM) Arrows used to represent tasks

Only Finish to Start relationships are used May use dummy tasks (show dependencies) PERT and CPM estimating techniques can only be

drawn using AOA CPM (Critical Path Method)estimating based on one time

estimate per activity (the most likely time estimate) Emphasizes controlling cost and allowing schedule flexibility Can have dummy tasks



113/270

Management

Methods to draw network diagrams Activity on Arrow (AOA or Arrow

Diagramming Method (ADM) continued:

PERT(Program Evaluation and Review technique) 3 time estimates per activity: Optimistic (O), Most Likely

(M), Pessimistic (P)

Emphasizes meeting schedule, flexibility with cost

Can have dummy tasks



114/270

Management

Methods to draw network diagrams PERT(Program Evaluation and Review technique) Estimating based on 3 formulas:

PERT Duration: (P + 4M + O)/6 Standard Task Deviation: (PO)/6

Task Variance: Total project estimate:

Add up all Optimistic, Most Likely and Pessimistic values of the criticalpath tasks and apply P + 4M + O/6

Total project variance (+/-): Add up the individual task variances and take the square root of the

value. Use the value as a +/- figure to compute the Optimistic andPessimistic values. The total project estimate will serve as the basis.

[PO]26



115/270

Management

Monte Carlo Simulation: Uses a computer with PERT values (P, M, O) and a

network diagram but does not use the PERT formula

Indicates Probability of completing project on a specific day

Probability of completing project for any specific amount ofcost

Probability of any task actually being on critical path

Overall project risk



116/270

Management

Estimating techniques in general: Should be performed by entire project team

Project manager needs to provide information to allow teamto create estimates; sanity check; formulate reserve

Estimates are: Guesses, Historical Records, Actual Costs, Benchmarks,

CPM, PERT

Critical paths determines the earliest completion date andidentifies tasks that need monitoring

Can be obtained by CPM, PERT and Monte Carlo estimatingtechniques



117/270

Management

Key Definitions: Slack (Float):the amount of time a task can be

delayed without delaying the entire project. Tasks oncritical path have no slack.

Slack is calculated by the difference between Early Start andLate Start of a task

Free Slack (Float): the amount of time a task can be delayedwithout delaying the early start date of its successor

Total Slack (Float): the amount of time a task can be delayedwithout delaying the project completion date

Lag:inserted waiting time between tasks



118/270

Management

General Comments: Projects can have more than 1 critical path (increases

risk) and can involve dummy tasks Negative float indicates that you are behind Resource Leveling involves possibly letting schedule

and cost slip Heuristicsjust means rule of thumb e.g. 80/20 rule Schedules are calendar basedmakes this different

than a time estimate Bar Chart a.k.a. Gantt chart (track progress, report to entire team

including stakeholders, control tool) Network Diagram (to show task inter-dependencies, show project

organization, basis for project control) Milestone chart (report to Senior management, shows major events)



119/270

Management

General Comments: To shorten project schedule examine the

critical path Crashingadd more resources to the critical path

tasks Usually results in increased cost Fast Trackingperforming tasks in parallel

Can result in re-work and increased risk

Best to select method that has least impact on

the project (is the importance on cost, risk orschedule?)

Chapter 6Project TimeM


120/270

Management

General Comments: Bar (Gantt) Charts

Weak Planning Tool, effective progress and reporting tool Does not show interdependencies of tasks Does not help organize the project more effectively

Network Diagrams (PERT, CPM, PDM) Shows task interdependencies Aids in effectively planning and organizing work Provides a basis for project control

Milestone Charts Only shows major events Good for reporting to management and customer

Flow Charts Depicts workflow and not commonly used for project management

Chapter 6Project TimeM t


121/270

Management

General Comments: Free Slack (Float)amount of time a task can be delayed

without delaying the early start date of its successor Total Slack (Float)amount of time a task can be delayed

without delaying the project completion date

Laginserted waiting time between tasks Resource Levelinglevel peaks of resource usage;

stable number of resourcesallows schedule and costslip in favor of leveling resources

Heuristicrule of thumb (80/20 rule)

Chapter 7Project CostM t


122/270

Management

Project Cost Management Ensure that the project is completed within budget

Concerned with cost of resources needed to completeactivities; consider effect of project decisions on cost

of using product life-cycle costing Most prospective financial impact of using the productis outside the project scope

Consider information needs of stakeholders,controllable and uncontrollable costs (budget

separately for reward and recognition systems)



123/270

Management

Project Cost Management Estimating should be based on WBS to improve

accuracy Estimating should be done by the person performing the

work

Having historical records is key to improving estimates Costs (schedule, scope, resources) should be managed

to estimates A cost (schedule, scope, baseline) should be kept and

not changed Plans should be revised as necessary during completion

of work Corrective action should be taken when cost problems

(schedule, scope and resources) occur.



124/270

Management

Resource Planning: Determining what physical resources and quantities

are needed to perform work

Inputs to Resource Planning:

Work Breakdown Structure Historical Information

Scope Statementjustification & objectives

Resource Pool Descriptionwhat resources are

potentially available for resource planning Organizational Policiesstaffing, procurement



125/270

Management

Inputs to Resource Planning: Work Breakdown Structure

Network Diagram

Schedule

Risks Historical Information

Scope Statementjustification & objectives

Resource Pool Descriptionwhat resources are

potentially available for resource planning Organizational Policiesstaffing, procurement



126/270

Management

Resource Planning Tools & Techniques Expert Judgment

Alternatives Identification

Resource Planning Outputs: Resource Requirementswhat type & how

many resources are needed for each activity

in the Work Breakdown Structure



127/270

Management

Cost Estimating: Develop approximate costs of resources

Distinguish estimating from pricing

Estimatinglikely amount Pricingbusiness decision

Identify alternatives and consider realigningcosts in phases to their expected savings



128/270

Management

Cost Estimating Inputs: Work Breakdown Structure

Resource Requirements

Resource Rates (if known)

Activity Duration Estimates

Historical Information(project files, commercialcost databases, team knowledge

Chart Of Accountscoding structure for accounting;general ledger reporting



129/270

Management

Cost Estimating Tools & Techniques Analogous Estimatingtop down; using actual costs

from previous project as basis for estimate Reliable when previous projects are similar and individuals have

expertiseform of expert judgment

Parametric Modelinguses project characteristics inmathematical models to predict costs (e.g.building houses)

Reliable when historical information is accurate, parameters arequantifiable, and model is scalable

2 types: Regression analysis, Learning Curve

Bottom Up Estimatingrolling up individual activities intoproject totalsmaller work activities have more accuracy

Computerized toolsspreadsheets, software



130/270

Management

Cost Estimating Tools & Techniques Pros and Cons

Analogous Estimating Quick - Less Accurate

Tasks dont need to be identifiedEstimates preparedwith little detail and understanding of project

Less costlyRequires considerable experience to do well

Gives PM idea of management expectationsInfighting athigh levels of organization

Overall project costs are cappedDifficult for projects withuncertainty

Chapter 7Project CostManagement


131/270

Management

Cost Estimating Tools & Techniques Pros and Cons

Bottom Up Estimating More AccurateTakes time and expense

Gains buy-in from the teamTendency for team to padestimates

Based on detailed analysis of projectRequires thatproject be defined and understood

Provides a basis for monitoring and controlTeaminfighting to get biggest piece of pie



132/270

Management

Outputs from Cost Estimating Cost estimatesquantitative assessments of likely costs ofresources required to complete tasks

For all resources of the project (labor, materials, supplies, inflationallowance, reserve)

Expressed in units of currency

Supporting Detail Description of scope (reference to the WBS) Documentation how estimate was developed Indication of range of possible results Assumptions

Cost Management Planhow cost variances will be managed

Cost Risk:associated to seller for Fixed Price; associated tobuyer for Time and Materials budget



133/270

Management

Cost Budgeting Involves allocation of total estimate to individual work

to establish a cost baseline to measure performance

Cost Budgeting Inputs

Cost Estimate Work Breakdown Structure

Project Scheduleincludes planned start and finishdates for items costs are allocated to

Needed to assign costs during the time period when theactual cost will be incurred



134/270

Management

Cost Budgeting Tools & Techniques Same as Cost Estimating Tools and Techniques

Outputs from Cost Budgeting

Cost Baselinetime phased budget to measure andmonitor cost performance

Developed by summing estimated costs by period (S curve ofvalues vs. time)

Larger projects have multiple baselines to measure different

aspects of cost performance



135/270

Management

Cost Control Concerned with influencing factors that create

changes to the cost baseline that are beneficial

Determining that the cost baseline has changed

Managing actual changes as they occur Monitor cost performance to detect variances Record all appropriate changes accurately in the cost baseline

Preventing incorrect, unauthorized changes being included in thecost baseline

Informing stakeholders of authorized changes Determine the whys of positive and negative variances

Integrated will all other control processes (scope, change, schedule,quality)



136/270

Management

Inputs to Cost Control Cost Baseline Performance Reportsmeet, exceed budget

50/50 Ruletask is considered 50% complete when it begins and gets credit forremainder 50% only when completed

20/80 Rule- task is considered 20% complete when it begins and gets credit forremainder 80% only when completed

0/100 Ruletask only credited when fully completed

Change Requests Cost Management Plan

Tools & Techniques of Cost Control Cost Change Control Systemdefines the procedures by which the cost

baseline may be changed Performance Measurementassess magnitude of cost variations (Earned

Value Analysis) and what is causing the variance Additional Planningexamine alternatives Computerized Toolsforecast planned costs, track actual costs, forecast effect

of cost changes



137/270

Management

Cost Control Outputs Revised Cost Estimate Modifications to cost information; require stakeholder approval and

adjustments to other project areas

Budget Updateschanges to approved cost baseline; revised inresponse to scope changes

Corrective Action Estimate at completion(EAC)forecast of total expenditures Actual to date plus remaining budget modified by a factor (cost performance

index) Current variances are seen to apply to future variances

Actual to date plus new estimate for remaining work Original estimates are flawed, or no longer relevant

Actual to date plus remaining budget Current variances are typical and similar variances will not occur in the future

Lessons Learned



138/270

Management

Earned Value Analysis Integrates cost, schedule and scope

Better that comparing projected vs. actual becausetime and cost are analyzed separately

Terms: BCWSBudgeted Cost of Work Scheduled (how much work

should be done)

BCWPBudgeted Cost of Work Performed a.k.a. EarnedValue (how much work is budgeted, how much did webudget)

ACWPActual Cost of Work Performed (how much did thecompleted work cost)



139/270

Management

Earned Value Analysis Terms:

BACBudget at Completion (how much did youbudget for the total job)

EACEstimate at Completion (what do we expectthe total project to cost)

ETCEstimate to Completion (how much more dowe expect to spend to finish the job)

VACVariance at Completion (how muchover/under budget do we expect to be)



140/270

Management

Earned Value Analysis Formulas

Variance(PlanActual)

Cost Variance (CV):BCWPACWP; negative is

over budget Schedule Variance (SV):BCWPBCWS;

negative is behind schedule

Cost Performance Index (CPI): BCWP

ACWP

I am only getting x out of every $

BCWPACWP



141/270

Management

Earned Value Analysis Formulas Schedule Performance Index (SPI): BCWP

BCWS

I am only progressing x % of the planned rate Estimate at Completion (EAC): BACCPI

As of now we expect the total project to cost x$

Estimate to Complete (ETC):EACACWP; how much will

it cost from now to completion Variance at Completion:BACEAC; when the project is

over how much more or less did we spend (most commonway of calculating EVA

BCWP

BCWS

BAC

CPI



142/270

Management

Earned Value Analysis BCWP comes first in most formulas

If it is a variance, BCWP comes first

If it is an index, BCWP is divided by

If the formula relates to cost, use AWCP

If the formula related to schedule, use BWCP

Negative is bad; positive results are good

ETC refers to this point on; EAC refers to when jobis completed



143/270

Management

Accuracy of Estimates Order of Magnitude Estimate:-25% - 75%;

usually made during Initiation Phase

Budget Estimate:-10% - 25%; usually madeduring the Planning phase

Definitive Estimate:-5% - 10%; usuallymade during the Planning phase



144/270

Management

Accounting Standards Not usually part of the exam

Present Value (value today of future cash

flows): PV = FV

(1 + r) N

FV = Future Value

R = Interest RateN = Number of time periods



145/270

Management

Accounting Standards Net Present Value:total benefits (income or revenue) less thecosts. NPV is the sum of each present value of eachincome/revenue item

Internal Rate of Return (IRR):company may select projectbased on highest IRR

Payback Period: number of time periods it takes to recover theinvestment in the project before generating revenues Benefit Cost Ratio (BCR):compares costs to the benefits of

different projects Greater than 1 means benefits are greater than costs Less than 1 means costs are greater than benefits

Opportunity Cost:opportunity given up by selecting one projectover another



146/270

Management

Accounting Standards Sunk Costs:expended costs. Sunk costs should not beconsidered when determining to continue with a troubled project

Law of Diminishing Returns:the more that is put in the less ofan outcome is received

Working Capital:current assetscurrent liabilities

Variable Cost:costs that change with the amount of productionor the amount of work (materials, wages)

Fixed Cost:non-recurring costs that do not change Direct Cost:directly attributable to project work (travel, wages,

materials) Indirect Cost:overhead items or costs for the benefit of more

than one project (taxes, fringe benefits)



147/270

Management

Accounting Standards Depreciation:assets lose value over time

Straight Line depreciation: same amount is taken each year

Accelerated Depreciation: 2 forms Double Declining Balance

Sum of the Years Digits

Life Cycle Costing:includes operations and maintenancephases

Value Analysis:find a less costly way to do same work

Make or Buy decisionsat Development (Planning)phase, not conceptual phase



148/270

Management

Accounting Standards Project Objectivesare not necessarily needed to fund project Project Definitionfocus on end product initially; costs and benefits

will be evaluated later

25% of project lifecycle expended at end of planning No guarantees; only most likely results Line of Balance charts are used for manufacturing Negative Floatthe late start date is earlier than the early start

date Value Engineering/analysisdoes not trade performance for

cost

Prospectusprofitability and technical feasibility used to solicitfunding



149/270

Management

Accounting Standards Definitive Estimatemost precise/accurate estimate for

determining project costs

Management Reserveover time PM wants no change toreserve; customers wants $ back

Cost and Schedule Datapredicts future performance ROI, Nest Present Value and Discounted Cash Flowall can

be used to measure total income vs. total $ expended

Undistributed budgetbudget that contains approved scopechanges but are not planned yet

Depreciationis not a measurement of profitability Pay Back Period- # of periods required to recover the initialinvestment

Chapter 8Project QualityManagement


150/270

Management

Project Quality Management Processes required to ensure that the project will

satisfy the needs for which it was designed

Includes all activities of the overall management

function that determine the quality policy, objectives,and responsibilities. These are implemented byquality planning, quality control, quality assurance,and quality improvement.



151/270

Management

3 major processes: Quality Planningidentifying quality standards that arerelevant to the project (Plan); Project Manager, Project Owner

Quality Assuranceevaluating overall project performanceto provide confidence that project will satisfy relevant qualitystandards (Implement or Execution); Project Team

Quality Controlmonitoring specific results to comply withquality standards and eliminating unsatisfactory performancecauses (Check or Control); Project Manager, Project Team

Compatible with ISO 9000 and 10000 series Proprietary and non-proprietary approaches (total quality

management Must address the management of the project and the product of the

project



152/270

Management

Qualitythe totality of characteristics of an entity thatbear on its ability to satisfy stated or implied needs Critical aspect is to turn implied needs into stated needs through

project scope management Do not confuse with gradecategory or rank given to entities

having the same functional use but different requirements for

quality Customer satisfactionconformance to specifications (mustproduce what is stated) and fitness for use (must satisfy realneeds)

Preventionavoid mistakes vs. cost of correction Management responsibilityrequires participation of team;

responsibility of management to provide resources Processes within phasesplan-do-check-act cycle

Recognize that the investment in product quality improvements may beborne by the performing organization since the project may not last longenough to reap reward



153/270

Management

Quality Planning Identify quality standards are relevant and how to satisfy

Inputs to Quality Planning Quality Policythe overall intentions and direction of an

organization with regard to quality as expressed by management

Scope Statement Product Description

Standards and Regulations

Other Process Outputsprocesses from other knowledgeareas (procurement planning)



154/270

Management

Tools &Techniques for Quality Planning Benefit/Cost Analysisconsider trade-offs, benefit is lessrework; cost is expense of project management activities

Benchmarkingcomparing actual or planned practices tothose of other projects

Flowcharting

Cause and effect diagramming (Ishikawa or fishbone diagrams)illustrate how causes relate to potential problems or effects System or Process flowchartsshow how various elements of the

system interrelate Helps anticipation of what and where quality problems may occur

Design of Experimentsanalytical technique which defineswhat variables have most influence of the overall outcome

Cost and schedule tradeoffs



155/270

Management

Outputs from Quality Planning Quality Management Plandescribes how team will implementits quality policy; describes the project quality systemorganizational structures, responsibilities, procedures, processesand resources needed to implement quality management

Operational Definitionsdefines how an item is measured bythe quality control process. Also known as Metrics.

Checklistsstructured tool used to verify that a set of requiredsteps has been performed

Inputs to other processesmay identify a need for furtheractivity in another area

Quality Assurance

All planned and systematic activities implemented within the qualitysystem to provide confidence that the project will satisfy qualitystandards



156/270

Management

Inputs to Quality Assurance Quality Management Plan

Results of quality control measurements (testing)

Operational definitions

Tools & Techniques for Quality Assurance

Quality planning tools & techniques

Quality Auditsstructured review of quality management activities toidentify lessons learned

Outputs from Quality Assurance

Quality improvementstaking action to increase the effectivenessand efficiency of the project to provide added benefits to thestakeholders

Most likely will involve change control



157/270

Management

Quality Controlmonitoring specific results todetermine if they comply with quality standards andidentifying ways to eliminate causes of unsatisfactoryresults Includes project (deliverables) and management (cost and

schedule performance) results Awareness of statistical quality control

Prevention (keep errors out of process) and inspection (keep errorsfrom customers)

Attribute sampling (result conforms) and variable sampling

Special Causes (unusual events) and random causes

Tolerances (acceptable range) and control limits (result falls withinrange)



158/270

Management Inputs to Quality Control

Work resultsinclude process and product results Quality Management Plan Operational Definitions Checklists

Tools & Techniques for Quality Control

Inspectionactivities such as testing to determine if results complywith requirements Control Chartsplot results over time Pareto diagramsfrequency of occurrence that identifies type or

category of result (80/20 rule)guides corrective action Statistical samplingselect population of interest for inspection Flowcharting

Trend Analysisforecast future outcomes based on historical results Technical performance (# of errors identified; # of errors that remain) Cost and Schedule performance (activities per period with significant variances)



159/270

Management

Outputs from Quality Control Quality Improvement

Acceptance Decisions (accept/reject)

Reworkaction to bring defective item into compliance

Frequent cause of project overruns

Completed checklists

Process Adjustmentsimmediate corrective/preventiveactions

Most likely involves change control



160/270

Management

Tips from the Review Guide Philosophy:definition of quality, avoidance of gold plating giving customer extras, prevention over inspection

Conformance to requirements, specifications and fitness of use Quality Managementprocesses required to ensure that the

project will satisfy the needs for which it was undertaken

Continuous Improvement

Slides.project Management Professional (Pmi) Study Guide

Documents

Transcript of Slides.project Management Professional (Pmi) Study Guide