PMP Exam P

MODULE 1
INTRODUCTION
MODULE 1 - INTRODUCTION 07/07/2018

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Learning Objectives
Participants will:
Enjoy a TOUGH course
Be better prepared for learning material in PMBOK Guide 6th Edition
Know how to approach the PMP certification
Learn the project management framework, knowledge areas, context

and processes
MODULE 1 - INTRODUCTION
Solve PMP Q & A for better prepare
Pass the exam? This is up to the effort exerted by each participant
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Project Management Framework
The Five Process Groups
1. Initiating
2. Planning
3. Executing
4. Monitoring and Controlling
5. Closing
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Course Outline
Module 1 Introduction
Module 2 The Environment in Which Projects Operate
Module 3 The Role of The Project Manager
Module 4 Process Groups and Knowledge Areas
Module 5 Initiating Process Group
Module 6 Planning Process Group
Module 7 Executing Process Group
Module 8 Monitoring and Controlling Process Group
Module 9 Closing Process Group
Module 10 Agile Practice Guide
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Workshop Rules 2/4
quickly
Stop me and ask question any time
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Workshop Rules 4/4
The Classroom in non-smoking area
Coffee breaks will be in the cafeteria
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PMI offers a comprehensive certification program for practitioners with
different levels of education and experience
The certification program includes:

Certified Associate in Project Management (CAPM)® certification
PMI Agile Certified Practitioner (PMI-ACP)® certification
PMI Risk Management Professional (PMI-RMP)® credential
PMI Scheduling Professional (PMI-SP)® credential
Portfolio Management Professional (PfMG)® credential
Program Management Professional (PgMP)® credential
Project Management Professional (PMP)® credential
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PMP Eligibility Requirements

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PMP Examination Information
4 Hours / 240 Minutes
200 Questions, Multiple choice A, B, C, D
72 Sec / question
25 non-graded questions
Pass score: 106/175 correct, or 60.6%
Result: PASS or FAIL
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Listen, focus and take notes
After each day, read the relative PMBOK
chapters quickly
Re-read PMBOK thoroughly in parallel to
the course material
Solve at least 3-4 full PMP tests
Review your answers correct or wrong by
going back to PMBOK
Assess your weaknesses and re-study the
sections you are weak in
When you achieve a score of 80% or more,
you are ready for the test
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Projects - Unique product, service or result
All projects produce something unique which has never been produced
before
A product, service or result is unique even if the elements of the

deliverables and activities of those projects are repetitive
Example:
A project to produce a building has a unique design, location,
resources, etc.
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Projects Drive Change
Moving an organization from one state to another in order to achieve a

specific objective.
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Projects Initiation Context
Organizations initiate projects in response to factors.
There are 4 main categories for these factors:

Meet regulatory or social requirements
Satisfy stockholders requests or needs
Implement or change business or technological strategies
Create, improve or fix products, processes or services.
These factors ultimately should link to the strategic objectives of the

organization.
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Projects Initiation Context

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The Triple Constraint 1/2

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Project, Program, Portfolio and Operations
Portfolio - refers to a collection of projects, programs, sub-portfolios and

operations managed as a group to achieve strategic objectives.
Programs - group of projects, sub-programs and program activities managed

in a coordinated way to obtain benefits not available from managing them
individually.
Projects either within or outside the program are still considered part of a
portfolio
There is a hierarchy of:

Strategic Plan
Portfolio
Program
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Project
Sub-Project
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Project, Program, Portfolio and Operations
From an organizational perspective:
Program and project management focus on doing programs and
projects the way.
Portfolio management focuses on doing the programs
and projects.
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Portfolio Management
management refers to the centralized management of one
or more portfolios to achieve strategic .
Focuses on ensuring that projects and programs are reviewed to

prioritize resource allocation
The projects and programs of the portfolio may not necessarily be
interdependent or directly related.
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Projects vs. Operations 1/2
Similarities between Operations and Projects

Performed by people
Constrained by limited resources
Planned, executed and controlled
Differences between Operations and Projects
Operations have any timeline. Projects are temporary have finite time
duration
Objective of Operations is usually to sustain the business
Objective of Projects is to attain the objective and close the project
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Organizational Project Management
(OPM) and Strategies
Portfolios, programs and project are aligned with or driven by
organizational strategies.
OPM is defined as a framework in which portfolio, program and

project management are integrated with organizational enablers in
order to achieve strategic objectives.
The purpose of OPM is to ensure that organization undertakes the
right projects and allocates critical resources appropriately.
OPM helps to ensure that all levels in the organization understand

the strategic vision and deliverables.
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Project Life Cycle
It is the series of phases that a project passes through from its

initiation to its closure
Phases can be broken down by functional or partial objectives,

intermediate results or deliverables, specific milestones within the
overall scope of work or financial availability
Provides the basic framework for managing the project, regardless of
the specific work involved
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Project Life Cycle
Characteristics
Cost and staffing levels are low at the start, peak as the work is
carried out, and drop rapidly as the project draws to a close
Risk and uncertainty are greatest at the start of the project, then
decrease over the life of the project
Ability to influence is highest at the start of the project and decreases
as the project progresses towards completion
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Project Life Cycle
Project Phases
project phase is a collection of logically related project activities

that culminates in the completion of one or more
Different phases typically have a different duration or effort
Phase end represents a natural point to reassess the activities
underway and to change or terminate the project if necessary.
This point may be referred to as a stage gate, milestone, phase
review, phase gate or kill point
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Project Life Cycle
Phase-to-Phase Relationship
Sequential relationship
A phase start only when the previous phase is complete
Reduces uncertainty, but may eliminate options for reducing schedule
Overlapping relationship
A phase starts prior to completion of the previous one
Applied as an example of the schedule compression technique called fast

tracking
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Project Life Cycle
Predictive Life Cycles
Known as fully plan driven
Project scope, time and cost are determined as early in the project life
cycle as practically possible
Preferred when the product to be delivered is well understood or
where a product to be delivered in full to have value to stakeholder
groups
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Project Life Cycle
Iterative and Incremental Life Cycles
Project phases (or called iterations) intentionally repeat one or more

project activities as the project understanding of the product
increases
Develop the product through a series of repeated cycles
High-level vision will be developed for the overall undertaking, but
the detailed scope is elaborated one iteration at a time
Preferred when the organization needs to manage changing objectives

and scope, or when partial delivery of a product is beneficial for one or
more stakeholder groups
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Product Life Cycle
The natural grouping of ideas, decisions, and actions into product

phases, from product conception to operations to product phase out
Undertaken to launch an new product a product life cycle may have

several projects (and hence multiple project life cycles)
Example:
Project undertaken to bring a new notebook computer to market is only one
phase in the product life cycle
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Project Data and Information
Key terminologies regarding project data and information:
Work performance data. Identified during activities performed to

carry out the project work (percent of work completed, number of
change requests, number of defects)
Work performance information. Collected from various controlling
process, analyzed in context and integrated based on relationships
across areas (status of deliverables, forecasts estimates to complete)
Work performance reports. The physical or electronic

representation of work performance information compiled in project
documents (status reports, memos, information notes)
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Tailoring 1/2
Usually, project managers apply a project management methodology to their
work.
A methodology is a system of practices, techniques, procedures and rules used

by those who work in a discipline.
Specific methodology recommendations are outside the scope of PMBOK
Project management methodologies may be:
Developed by experts within organizations
Purchased from vendors
Acquired from government agencies
Obtained from professional associations

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Project Management Business Documents
The project sponsor is accountable for the development and maintenance of
the project business case document.
The project manager is responsible for providing recommendations and

oversight to keep the project business case, project management plan, project
charter and project benefit management plan success measures in alignment
with one another and with the goals and objectives of the organization.
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Project Business Case 1/2
It is a documented economic feasibility study used to establish the

validity of the benefits of a selected component lacking sufficient
definition.
Used as a basis for the authorization of further project management

activities.
Helps measure the project success at the end of the project against
the project objectives.
Needs assessment often precedes the business case.
The results of the needs assessments may be summarized in the

business case document
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Project Benefits Management Plan
It is the document that describes how and when the benefits of the project will
be delivered, and describes the mechanisms that should be in place to measure
those benefits.
A project benefit is defined as an outcome of actions, behaviors, products,

services or results that provide value to the sponsoring organization.
May include:
Target benefits (tangible and intangible)
Strategic alignment (how well align to the business strategies)
Timeframe (phase, short-term, long-term, ongoing)
Benefits owner (accountable person to monitor, record and report)
Metrics (measures to be used)
Assumptions and risks 64

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Project Success Measures 2/2
The success may include additional criteria such as:
Completing the project benefit management plan
Meeting the agreed-upon financial measures documented in the business case, such as:
Net present value (NPV)
Return on investment (ROI)
Internal rate of return (IRR)
Payback period (PBP)
Benefit-cost ratio (BCR)
Meeting business case nonfinancial objectives
Fulfilling contract terms and conditions
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Achieving stockholders satisfaction
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Project Financial Measures
Return On Investment (ROI)
Return On Investment is a percentage that shows what return you

make by investing in something
For example, a company invests in a project that costs $200,000. The

benefits of doing the project save the company $230,000 in the first
year alone. In this case, the ROI would be calculated as the (benefit
cost)/cost, or (230,000 200,000)/200,000 = 15%
For ROI, bigger is better
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Project Financial Measures
Payback Period (PBP)
The payback period is how long it will take to recoup an investment in
a project
If someone owed you $100, you would prefer that they pay it to you
immediately rather than paying you $25 per month for 4 months
A shorter payback period is better than a longer one
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Financial Matrices Table
Project Selection Tool Known As Option to select Example
Return On ROI The biggest number of $50,000 or 7%

Investment percentage
Internal Rate of IRR The biggest percentage 15.50%

Return
Net Present Value NPV The biggest number $47,500
(Year are already factored in)
Benefit Cost Ratio BCR The biggest ratio 3.5:1
Payback Period PBP The shortest duration 7 months
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The Project Environment
Overview
Projects exist and operate in environment that may have and

influence on them.
THE PROJECT ENVIRONMENT

2 Major categories of influences are:
Enterprise Environmental Factors (EEFs) outside of the project and often
outside of the enterprise
Organizational Process Assets (OPAs) arise from the organization itself, a

portfolio, a program, another project or a combination of these.
MODULE 2
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Enterprise Environmental Factors (EEFs)
EEFs refers to conditions, not under the control of the project team,
that influence, or direct the project.

Can be internal and/or external to the organization
MODULE 2
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Enterprise Environmental Factors (EEFs)
EEFs external to the organization:
Market place and conditions (competitors, brand recognition)
Social and cultural influences and issues (political climate, code of

conduct and ethics)
Legal restrictions (local laws and regulations, data protection)
Commercial databases (benchmarking results, risk databases)
Academic research (industry studies, publications)
Government or industry standards (regulations and standards,

environment, quality)
MODULE 2
Financial considerations (currency exchange rates, interest rates,
inflation)
Physical environmental elements (working conditions, weather)

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Organizational Systems
The interaction of multiple factors within an individual organization

creates a unique system that impacts the projects.

A system is a collection of various components that together can
produce results not obtainable by the individual components alone.
The system factors include:

Management elements
Governance framework
MODULE 2
Organizational structure types
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Governance frameworks
Governance is the framework within which authority is exercised in

organizations. Such as:

Rules
Policies
Procedures
Processes
MODULE 2
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Functional Organization 1/2
MODULE 2 THE PROJECT ENVIRONMENT 07/07/2018

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Weak Matrix Organization 1/2

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Balanced Matrix Organization 1/2

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Strong Matrix Organization 1/2

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Projectized Organization 1/2

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MODULE 2
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MODULE 2
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Types of PMO Structures
PMO Structure Key Functions
Provide consultative role to projects by supplying

templates, best practices, training,..etc.

Supportive
The degree of control is low.
Provide support and adopting project management

frameworks or methodologies using specific templates,
Controlling forms and tools.
The degree of control is moderate.
MODULE 2
Take control of the project by directly managing the
projects.
Directive
The degree of control in high.

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The Role of The Project Manager
Definition of a Project Manager
The role of the project manager is distinct from that of a functional
THE ROLE OF THE PROJECT MANAGER

manager or operations manager.
The functional manager focuses on providing management oversight

for a functional or business unit.
Operations managers are responsible for ensuring that business

operations are efficient.
The project manager, is the person assigned by the performing
MODULE 3
organization to lead the team that is responsible for achieving the
project objectives.
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The Project:

Lead the team to meet objectives.
Works to balance the competing constrains with the resources available.
Communicate, communicate, communicate
The Organization:
Proactively interacts with other project managers (independent or part of the
same program)
MODULE 3
Interacting in the form of human, technical, or financial resources and
deliverables required by the team for project completion.
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Project Manager Competences

MODULE 3
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Leadership Skills

Dealing with people
Being visionary
Being optimistic and positive
Being collaborative
Manage conflicts
Effective communication skills
Being respectful
MODULE 3
Being a life-long learner
Critical thinking and problem solving

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Comparison of leadership and management

MODULE 3
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Leadership Styles

MODULE 3
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Process Management Framework
PROCESS GROUPS AND KNOWLEDGE AREAS

Process Groups =
Knowledge Areas =
MODULE 4
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Project Processes Categories
Project Management Processes: ensure the effective flow of

the project throughout its life cycle. (as described in PMBOK
Guide)
Product-oriented processes: specify and create the

product. Typically defined by the project life cycle.
Note:
MODULE 4
- The PMBOK Guide 6, describes only the project management processes
- There are 49 processes in PMBOK Guide 6
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Project Management Process Interactions
MODULE 4 PROCESS GROUPS AND KNOWLEDGE AREAS 07/07/2018

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Planning Process Group

Those processes required to establish the scope of the project, refine the objectives, and
define the course of action required to attain the objectives that the project was
undertaken to achieve
Develop the project management plan and the project documents that will be used to
carry out the project
As more information are gathered and understood, additional planning will likely be
required
Progressive elaboration, indicating that the planning and documentation are iterative
and ongoing activities
MODULE 4
Updates arising from approved changes during the project (generally during
Monitoring and Controlling processes and specially during the Direct and Manage Project
Work Process) may significantly impact parts of the project management plan and project
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Monitoring and Controlling Process Group
Those processes required to track, review, and regulate the progress

and performance of the project; identify any areas in which changes
to the plan are required; and initiate the corresponding changes
Controlling changes and recommending corrective and preventive

action
Monitoring the ongoing project activities against the project

management plan and the project performance measurement baseline
MODULE 4
Monitors and controls the work being done, and monitors and
controls the entire project effort
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Project Management Framework 1/2
Project Management Process Groups (49 Processes)

Knowledge Areas Monitoring and
Initiating Process Planning Process Executing Process Closing Process
Controlling Process
Group (2) Group (24) Group (10) Group (1)
Group (12)
Project Integration Develop Project Develop Project Direct and Manage Monitor and Control Close Project or
Management (7) Charter Management Plan Project Work Project Work Phase
Manage Project Perform Integrated
Knowledge Change Control
Project Scope Plan Scope Validate Scope

Management (6) Management Control Scope
Collect Requirements
Define Scope
Create WBS
Project Schedule Plan Schedule Control Schedule

Management (6) Management
Define Activities
Sequence Activities
Estimate Activity
Durations
Develop Schedule
Project Cost Plan Cost Control Costs

MODULE 4
Estimate Costs
Determine Budget
Project Quality Plan Quality Manage Quality Control Quality

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MODULE 5
GROUP
INITIATING PROCESS
MODULE 5 - INITIATING PROCESS GROUP 07/07/2018

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Controlling Process
Group (12)
MODULE 5 - INITIATING PROCESS GROUP

Project Resource Plane Resource Acquire Resources Control Resources
Management (6) Management Develop Team
Estimate Activity Manage Team
Resources
Project Plan Manage Monitor

Communications Communications Communications Communications
Project Risk Plan Risk Implement Risk Monitor Risks

Management (7) Management Responses
Identify Risks
Perform Qualitative
Risk Analysis
Perform
Quantitative Risk
Analysis
Plan Risk Responses
Project Plan Procurement Conduct Control

Procurement Management Procurements Procurements
Management (3)
Project Identify Plan Stakeholder Manage Stakeholder Monitor Stakeholder

Stakeholder Stakeholders Engagement Engagement Engagement
Management (4)
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Initiating Process Group
1. Develop Project Charter
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1. Develop Project Charter Inputs, Tools, Outputs
Inputs Tools & Techniques Outputs

Business Documents Project charter
Expert judgment
- Business Case Assumption log

- Benefits management Data Gathering
plan - Brainstorming
Agreements - Focus group
Enterprise - Interviews
environmental factors
Interpersonal and
Organizational process
assets team Skills
- Conflict management
- Facilitation
- Meeting management
Meetings
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1. Develop Project Charter Tools & Techniques
Expert Judgment
Used to assess the inputs used to develop the project charter

Provided by any group or individual with specialized knowledge
Examples:
- Other unit within the organization
- Consultants
- Stakeholders, including customers or sponsors
- Subject matter experts (SME)
- Project management office (PMO)
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1. Develop Project Charter Tools & Techniques
Interpersonal and team skills
- Conflict resolution: used to help bring stakeholders into alignment

on the objectives, success criteria, high-level requirements, project
decryption, summary milestone.
- Facilitation: ability to effectively guide a group to a successful

decision, solution and conclusion.
- Meeting management: includes preparing the agenda, ensuring

that the representative for each key stakeholder group is invited, and
preparing and sending the follow-up minutes and actions.
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1. Develop Project Charter Outputs
Project Charter
project charter is the document issued by the project initiator or

sponsor that formally authorizes the existence of a project and
provides the project manager with the authority to apply
organizational resources to project
It documents the business needs, assumptions, constraints, the

understanding of the needs and high level
requirements
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1. Develop Project Charter Outputs
Assumption log
High-level assumptions and constraints from business case.

Lower-level are generated throughout the project such as estimates,
risks, etc.
It is issued to record all assumptions and constraints throughout the

project life cycle.
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2. Identify Stakeholders
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2. Identify Stakeholders Inputs, Tools, Outputs

Project charter Expert judgment Stakeholder register
Business Documents Data gathering Change requests
- Business case Project management
- Questionnaire and
- Benefits management plan updates

surveys
plan - Requirements
- Brainstorming management plan
Project management
plan Data Analysis - Communication
- Communications - Stakeholder analysis management plan
management plan - Document analysis - Risk management plan
- Stakeholder - Stakeholder engagement
engagement plan Data representation
plan
Project documents - Stakeholder/mapping
Project documents
representation updates
- Change log
Meetings - Assumption log
- Issue log
- Requirements - Issue log
documentation - Risk register
Agreements
Enterprise
Organizational
process assets 142
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2. Identify Stakeholders - Inputs
Project documents
Change log may introduce a new stakeholder or change the nature

of an existing one.
Issue log may introduce a new stakeholder or change the type of

participation of existing one.
Requirements documentation can provide information on

potential stakeholders.
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2. Identify Stakeholders Tools & Techniques
Data analysis
Stakeholder analysis results in a list of stakeholders and relevant

information such as positions, roles on the project, expectations,
attitudes (level of support) and their interest.
Document analysis assessing the available project documentation

and lessons learned from previous projects to identify stakeholders and
other supporting information.
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2. Identify Stakeholders Tools & Techniques
Stakeholder/mapping representation

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Example Power/Interest Grid with Stakeholders
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2. Identify Stakeholders Outputs

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2. Identify Stakeholders Outputs
Project management plan updates
Components that may require a change request:

Requirements management plan
Communication management plan
Risk management plan
Stakeholder engagement plan
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MODULE 5
GROUP
PLANNING PROCESS
MODULE 6 - PLANNING PROCESS GROUP 07/07/2018

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Controlling Process
Group (12)
MODULE 6 - PLANNING PROCESS GROUP

Management (6) Management Develop Team
Resources


Identify Risks
Perform
Qualitative Risk
Analysis
Perform
Quantitative Risk
Analysis
Plan Risk
Responses

Management (3)
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Management (4)
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List of Processes
# Process Knowledge Area
14 Plan Quality Management Project Quality Management

15 Plan Resource Management
Project Resource Management
16 Estimate Activity Resources

17 Plan Communications Management Project Communications Management
18 Plan Risk Management
19 Identify Risks
20 Perform Qualitative Risk Analysis Project Risk Management
21 Perform Quantitative Risk Analysis
22 Plan Risk Responses
23 Plan Procurement Management Project Procurement Management
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24 Plan Stakeholder Engagement Project Stakeholder Management
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1. Develop Project Management Plan - Introduction
The process of defining, preparing and coordinating all subsidiary

plans and integrating them into a comprehensive project
management plan

The key benefit of this process is a central document that defines the
basis of all project work
It defines HOW the project is executed, monitored and controlled and

closed
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1. Develop Project Management Plan - Inputs
Outputs from other Processes
Any baselines and subsidiary plans that are an output from other

planning processes are inputs to this process
Changes to these baselines and subsidiary plans may necessitate

updates to the project management plan
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1. Develop Project Management Plan - Tools & Techniques
Meetings
The project kick-off meeting is usually associated with the end of planning
and start of the execution.

For small project usually one team performs the planning and the
execution. In this case the kick-off occurs shortly after initiation (in the
Planning Process Group) because the team is involved in planning.
In large projects a project management team normally does the majority

of the planning and the remainder of the project team is brought on when
the initial planning is complete. (The kick-off meeting takes place with
processes in the Executing Process Group)
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1. Develop Project Management Plan Outputs
Project Management Plan
Project baselines include:

- Scope baseline
- Schedule baseline
- Cost baseline
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1. Develop Project Management Plan Outputs
Project Management Plan
Other things might be included:

- Change management plan that documents how changes will be monitored and

controlled
- Configuration management plan the documents how configuration

management will be performed
- Project life cycle - Life cycle selected and processes applied to each phase
- Performance management baseline integrated scope-schedule-cost plan for

the project work against which project execution is compared.
- Management reviews review the project progress and determine if

performance is as expected
- Development approach such as predictive, iterative, agile or hybrid model.

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List of Processes

1 Develop Project Management Plan Project Integration Management
2 Plan Scope Management
3 Collect Requirements

Project Scope Management
4 Define Scope
5 Create WBS
6 Plan Schedule Management
7 Define Activities
8 Sequence Activities Project Schedule Management
9 Estimate Activity Durations
10 Develop Schedule
11 Plan Cost Management
12 Estimate Costs Project Cost Management
13 Determine Budget
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2. Plan Scope Management
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2. Plan Scope Management Inputs, Tools, Outputs

Project charter
Expert judgment Scope management
Project management plan

plan Data analysis
Requirements
- Quality management - Alternatives analysis management plan
plan
Meetings
- Project life cycle
description
- Development approach
Enterprise
Organizational
process assets
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2. Plan Scope Management Tools & Techniques
Data analysis
Alternatives analysis various ways of collecting requirements,

creating the product, validating the scope, controlling the scope.
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2. Plan Scope Management Outputs
Requirements Management Plan
It is a component of the project management plan that describes how

requirements will be analyzed, documented and managed

It has below components:
- How requirements activities will be planned, tracked and reported
- Configuration management activities such as: how changes to the product

will be initiated, how impacts will be analyzed, how they will be tracked and
reported
- Requirements prioritization process
- Metrics that will be used

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3. Collect Requirements - Introduction
The process of determining, documenting and managing stakeholder needs and

requirements to meet project objectives
The key benefit of this process is that it provides the basis for defining and

managing the project scope including product scope
These requirements need to be elicited, analyzed and recorded in enough detail to

be included in the scope baseline and to be measured once project execution
begins
Requirements become the foundation of the WBS.
The development of requirements begins with an analysis of the information

contained in the project charter, the stakeholder register and the stakeholder
management plan
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3. Collect Requirements Inputs
Project documents
Lessons learned register - Used to provide information on

effective requirements techniques, especially for projects that are
using an iterative or adaptive product development methodology.
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3. Collect Requirements Tools & Techniques
Decision making
Voting it is a collective decision-making technique having multiple

alternatives with an expected outcome in the form of future actions.
Technique Description
A decision that is reached whereby everyone agrees on a single

Unanimity
course of action. Example, Delphi technique
A decision that is reached with support obtained from more than

Majority
50% of the group members
A decision that reached whereby the largest block in a group

Plurality
decides, even if a majority in not achieved
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Data representation
Affinity diagrams allows large numbers of ideas to be classified

into groups for review and analysis..
Mind mapping consolidates ideas created through individual

brainstorming sessions into a single map to reflect commonality and
differences in understanding and to generate new ideas.
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Observation/conversation provide a direct way of viewing

individuals in their environment and how they perform their jobs.
Helpful for detailed processes when the people that use the product
have difficulty to articulate their requirements.
Observation is also known as Job Shadowing
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Context Diagrams

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3. Collect Requirements Outputs
Requirements Documentation
Describes how individual requirement meet the business need for the

project
May start out at a high level and become progressively more detailed
as more about the requirements is known
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3. Collect Requirements Outputs
Requirements Traceability Matrix
It is a grid that links product requirements from their origin to the

deliverables that satisfy them
Provides a means to track requirements throughout the project life

cycle, helping to ensure that requirements approved in requirements
documentation are delivered at the end of the project
Provides a structure for managing changes to the product change
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4. Define Scope
MODULE 6 - PLANNING PROCESS GROUP 07/07/2018

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4. Define Scope Inputs, Tools, Outputs
Tools & Techniques Outputs

Inputs
Project charter Expert judgment Project scope
Data analysis statement

- Alternative analysis Project documents
- Scope management plan updates
Project documents Decision making
- Assumption log - Multi-criteria decision
- Requirements documentation analysis
- Risk register Interpersonal and team
Enterprise environmental skills
factors - Facilitation
Organizational process Product analysis
assets
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4. Define Scope Outputs
Project Scope Statement
It is the description of the project scope, major deliverables, assumptions

and constraints

It documents the entire scope, including project and product scope
It describes, in detail, the deliverables and the work required to

create those deliverables
Provides a common understanding among project stakeholders
Provides the baseline for evaluating whether requests for changes or

additional work are contained within or outside the boundaries
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Project Charter vs. Project Scope Statement
They are sometimes perceived as containing a certain degree of

redundancy, but they are different in the level of detail
contained in each
The project charter contains high-level information, while the

project scope statement contains a detailed description of the
scope elements
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Project Documents Updates
Project documents that may be updated include:

- Assumption log
- Stakeholder register
- Requirements documentation
- Requirements traceability matrix
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5. Create WBS - Introduction
The process of subdividing project deliverables and project work into

smaller, more manageable components.

The key benefit of this process is that it provides a structured vision
of what has to be delivered.
The planned work in contained within the lowest level of WBS

components, which are called work packages.
A work package can be used to group the activities where work is

scheduled and estimated, monitored and controlled.
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5. Create WBS Tools & Techniques
Decomposition
It is a technique used for dividing and subdividing the project scope

and project deliverables into smaller, more manageable parts.
The work package is the work defined at the lowest level of the WBS
for which cost and duration can be estimated and managed.
The level of decomposition is guided by the degree of control needed to

effectively manage the project.
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Decomposition
The WBS structure can be represented in a number of forms, such as:

- Using phases of the project life cycle as the second level, with the product
and project deliverables inserted at the third level.
- Using major deliverables as the second level.
- Incorporating subcomponents which may be developed by organizations

outside the project team, such as contracted work. The seller then develops
the supporting contract WBS as part of the contracted work.
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WBS with Major Deliverables

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5. Create WBS - Tools & Techniques
Decomposition
100% Rule

The WBS represents all product and project work, including the
project management work.
The total of the work at the lowest levels should roll up to the higher
levels so that nothing is left out and no extra work is
performed.
This approach referred as 100%
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5. Create WBS - Outputs
Scope Baseline

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Scope Baseline
WBS

- It is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives
and create the required deliverables
- The WBS is finalized by assigning each work package to a control

account* and establishing a unique identifier for that work
package from a code of accounts
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Scope Baseline
WBS Control Account / Planning Package

Project A
Control Account
Planning Package Work Package 1 Work Package 2
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Project Documents Update

Project documents that may be updated:

- Requirements documentation which may need to be updated to include
approved changed.
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List of Processes


19 Identify Risks
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6. Plan Schedule Management - Introduction
The process of establishing the policies, procedures and

documentation for planning, executing and controlling the project
schedule.

The key benefit of this process is that it provides guidance and
direction on how the project schedule will be managed throughout the
project
It is a component of the project management plan
It is major input to Develop Project Management Plan process
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6. Plan Schedule Management - Tools & Techniques
Data analysis
Determining which scheduling methodology to use.

Determining how detailed the schedule needs to be.
Determining the duration of waves for rolling wave planning
How often it should be reviewed or updated.
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6. Plan Schedule Management - Outputs
Schedule Management Plan
It can establish the following:
- Schedule model. Scheduling methodology, Scheduling tool

- Release and iteration length. When using an adaptive life cycle, the time-box periods
for releases, waves and iterations are specified.
- Level of accuracy. Realistic activity duration, amount of contingency
- Units of measure. Staff hours, days, weeks for time or meters, tons for quantity
- Control thresholds. An agreed-upon amount of variation to be allowed before some

action needs to be taken
- Rules for performance measurement. such as Earned Value Management (EVM).
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7. Define Activities - Introduction
The process of identifying and documenting the specific actions to be

performed to produce the project deliverables.

The key benefit of this process is to break down work packages into
activities that provide a basis for estimating, scheduling, executing,
monitoring and controlling the project work.
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7. Define Activities Tools & Techniques
Rolling Wave Planning

It is an iterative planning technique in which the work to be

accomplished in the near term is planned in detail, while the work
in future is planned at the high level.
During early strategic planning , work packages may be

decomposed to the known level of detail.
As more is known, work packages can be decomposed into activities
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7. Define Activities Outputs
Activity Attributes
Extend the description of the activity by identifying the multiple
components associated with each activity.

During the initial stages of the project:
- Activity identifier, WBS ID, activity label or name
When completed:
- Activity codes, activity description, predecessor activities, successor activities,
logical relationship, leads and lags, resource requirements, constraints and
assumptions
Can be used to identify the person responsible for executing the work,
geographic area or place where the work has to be performed.
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7. Define Activities Outputs
Change requests
One the project has been baselined, the progressive elaboration of

deliverables may reveal work that was not initially part of the
project baseline.
This may result in change request
Change requests are processed for review through the Perform

Integrated Change Control process.
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8. Sequence Activities
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9. Sequence Activities Inputs, Tools, Outputs

Project management
plan Precedence diagramming Project schedule

method (PDM) network diagram
- Schedule management
plan Dependency determination Project documents
updates
- Scope baseline Leads and lags
- Activity list
Project Documents Project management
information system - Activity attributes
- Activity list
- Assumption log
- Activity attributes
- Milestone list
- Assumption log
- Milestone list
Enterprise
Organizational
process assets
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8. Sequence Activities Tools & Techniques
Activity-on-node (AON)

Activity-on-arrow (AOA)
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Arrow Diagramming Method (ADM)

Graphical Evaluation and Review Technique - GERT
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Precedence Diagramming Method (PDM)

Types of dependencies

- Finish-to-Start FS
- Finish-to-Finish FF
- Start-to-Start SS
- Start-to-Finish SF
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Types of dependencies - Finish-to-Finish (FF)

- A activity Activity B cannot finish until a
activity Activity has finished.
- Example: writing a document (predecessor) is required to finish before

editing the document (successor) can finish.
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Types of dependencies - Start-to-Finish (SF)

- A activity Activity B cannot finish until a
activity Activity has started.
- Example: the first security guard shift (successor) cannot finish until the
second security guard (predecessor) starts
Start to Finish (SF)
Activity A Activity B
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Summary Activities

- A group of related schedule activities that, for reporting
purposes, is shown as a single aggregate activity in a bar chart or
graph.
- Also called hammock activity .
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A summary activity in a network diagram
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Dependency Determination
Mandatory Dependencies

- They are legally or contractually required or inherent in the nature of the
work.
- Example: prototype has to be built before it can be tested.
- Sometimes referred as hard logic, or hard dependencies
Discretionary Dependencies
- Established based on knowledge of best practices within a particular
application area
- Sometimes referred as preferred logic, or soft logic

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Leads and Lags

Lead
- A is the amount of time

whereby a successor activity can be
advanced with a respect to a
predecessor activity.
- Example: on a project to construct a
new office building, the landscaping
could be scheduled to start two weeks
prior to the schedule punch list
completion.
- Lead is often represented as a
negative value for lag in scheduling
software
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Leads and Lags

Lag
-A is the amount of time whereby

a successor activity will be delayed
with respect to a predecessor activity.
- Example: a technical writing team
may begin editing the draft of a large
document 15 days after they begin
writing it.
- Lead is often represented as a positive
value for lag in scheduling software
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Leads and Lags

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8. Sequence Activities Outputs
Project Schedule Network Diagram

Graphical representation of the logical relationships, also

referred as dependencies, among the project schedule activities.
Produced manually or by using project management software.
It can include full project details, or have one or more summary

activities.
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9. Estimate Activity Durations
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9. Estimate Activity Durations - Introduction
Factors for consideration when estimating resources:
Low of diminishing in return: when one factor (e.g. resource) used

to determine the effort to produce a unit of work is increased while all
other factors remain fixed, a point will eventually be reached at which
additions of the one factor will start diminishing increases in output.
Number of resources: increasing the number of resources to twice

does not always reduce the time by half. (risk, knowledge transfer)
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9. Estimate Activity Durations Inputs, Tools, Outputs

Project management plan Expert judgment Duration estimates
- Schedule management plan Analogous estimating Basis of estimates
- Scope baseline Project documents
Parametric estimating
Project documents updates
Three-point estimating

- Activity attributes - Activity attributes
Bottom-up estimating - Assumption log
- Activity list
Data analysis - Lessons learned register
- Assumption log
- Lessons learned register - Alternatives analysis
- Milestone list - Reserve analysis
- Project team assignments* Decision making
- Resource breakdown Meetings
structure*
- Resource calendars*
- Resource requirements*
- Risk register*
Enterprise environmental
factors
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9. Estimate Activity Durations Tools & Techniques
Parametric Estimating
Uses a statistical relationship between historical data and other

variables (e.g., square footage) to calculate an estimate for activity
parameters such as cost, budget and duration.
Determined by multiplying the quantity of work to be performed by

labor hours per unit of work.
Example - Activity duration on a cable installation:

- If the assigned resource is capable of installing 25 meters of cable per
hour, the duration required to install 1000 meters is 40 hours
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Three-Point Estimating
The expected duration tE can be calculated by using one of the

following formulas:
- Triangular Distribution
- tE = (tO + tM + tP) / 3
- Beta Distribution (from the traditional PERT technique),

- tE = (tO + 4tM + tP) / 6
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Bottom-up estimating
It is a method of estimating project duration by aggregating the

estimates of the lower-level component of the WBS.
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Reserve Analysis
Contingency Reserves

- Sometime referred as time reserved or buffers
- Contingency reserves are the estimated duration within the schedule
baseline
- Allocated for identified risks that are accepted known and
for which contingent or mitigation responses are developed
The contingency reserve may be:

- Percentage of the estimated activity duration
- Fixed number of work periods
- Developed by using quantitative analysis methods such as Monto Carlo
Simulation
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Decision making
Such as voting.

One voting method that is often used in agile-based projects is called fist
of five (also called fist to five)
Project manger ask the team to show their level of support for a decision
by holding up a closed fist (no support) up to five fingers (full support)
If a team member holds up fewer than three fingers, the team member is
given the opportunity to discuss any objections with the team
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9. Estimate Activity Durations Outputs
Basis of Estimates
Supporting documentation should provide a clear and complete

understanding of how the duration was derived.
Documentation of the basis of the estimates (how it was developed)
Documentation of all assumptions made
Documentation of any known constraints
Indication of the range of estimates(e.g. ±10%)
Indication of the confidence level of the final estimate
Documentation of project risks influencing this estimate

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10. Develop Schedule - Introduction
The process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to create the
project schedule model.

The key benefit of this process is that by entering schedule activities,
durations, resources, resource availabilities and logical relationships
into the scheduling tool, it generates a schedule model with planned
dates for completing project activities.
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10. Develop Schedule Inputs, Tools, Outputs
Project management plan Schedule network Schedule baseline
- Schedule management plan analysis Project schedule
- Scope baseline Critical path method Schedule data
Project documents Resource optimization Project calendars

- Activity attributes Data analysis Change requests
- Activity list - What-if scenario analysis Project management
- Assumption log plan updates
- Simulation
- Basis of estimate - Schedule management
Leads & lags plan
- Duration estimates
Schedule compression - Cost baseline
- Lessons learned register
Project management Project documents
- Milestone list updates
information system
- Project schedule network diagrams - Activity attributes
Agile release planning
- Project team assignments* - Assumption log
- Resource calendars* - Duration estimates
- Resource requirements* - Lesson learned register
- Risk register* - Resource requirements*
Agreements - Risk register*
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10. Develop Schedule Tools & Techniques
Schedule Network Analysis
Dates Description

Early Start ES The earliest time an activity can start
Early Finish - EF The earliest time an activity can finish.
Late Start - LS The latest time an activity can start
Late Finis - LF The latest time an activity can finish
Duration - DU The number of work periods required to complete an activity
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Forward Pass

- Starting at the beginning (left) of the network develop early start (ES)
and early finish (EF) dates for each activity, progressing to end (right) of
the network.
- Forward Pass Calculation: EF = ES + DU - 1
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Backward Pass

- Calculate late start (LS) finish dates by starting at the project completion
using finish times (LF), and working backwards.
- Backward Pass Calculation: LS = LF DU + 1
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Critical Path Method (CPM)

Used to estimate the minimum project duration (the

finish date).
The critical path is the sequence of activities that represents the

longest path through a project, which determines the shortest
possible project duration.
Used to calculate the amount of scheduling flexibility (Float) on

the logical network paths within the schedule model.
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Total Float

- The amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project
finish date.
- The differences between an late dates and early dates
- Activities on critical path called critical path activities and they

have Total Float = Zero
- Late Dates Early Dates = Total Float

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Free Float

- The amount of time that a schedule activity can be delayed without
delaying the early start date of any successor.
- Free Float = EF ES of the successor
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Negative Float

- Negative float exist when an finish date happens before its
start
- It tells you that your schedule has problems. It most often occurs
when constraints or milestones are imposed by forces outside the
project, causing an impossible situation.
- Negative float may be resolved by several methods, such as

reworking the logic of the schedule, crashing and fast-tracking
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Resource Optimization Techniques

Used to adjust the schedule model due to demand and supply of

resources.
they include:
- Resource Leveling
- Resource Smoothing
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Resource Smoothing

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Data analysis
What-if Scenario Analysis

- It is the process of evaluating scenarios in order to protect their effect,
positively or negatively, on project objectives.
- It is an analysis of the question if the situation represented by

scenario X
- The outcome of the What-if scenario analysis can be used to prepare

contingency and response plans to the impact of unexpected situations.
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Schedule Compression
It is a technique used to shorten the schedule duration without

reducing the project scope in order to meet schedule constraints,
imposed dates or other schedule objectives.
It includes:
- Crashing
- Fast tracking
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Schedule Compression
Fast Tracking

- A technique used to shorten duration in which activities or phases
normally done in sequence are performed in parallel.
Example: constructing the foundation for a building before completing

all of the architectural drawings.
- Fast tracking works only if activities can be overlapped to shorten the

project duration
- May result in rework and increased risk
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Agile release planning

Provides a high-level summary timeline of the release schedule
(typically 3 6 months)

Determines the number of iterations or sprints in the release
Allows the product owner and team to decide how much needs to be
developed and how long it will take to have a releasable product
based on business goals.
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10. Develop Schedule Outputs
Schedule Baseline
It is the approved version of a schedule model that can be changed

only through formal change control procedures.
Used as a basis for comparison to actual results.
It is a component of the project management plan.
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Project Schedule
It is often presented graphically, using one of the following:

Bar Chart, known as Gantt Charts
Milestone Charts
Project schedule network diagrams

- which are commonly presented in the activity-on-node diagram format.
- Showing relationship without a time scale, referred to as pure logic

diagram
- Showing relationship with a time scale, referred to as logic bar chart or
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Project Schedule

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Project Calendars
Identifies working days and shifts that are available for scheduled

activities.
A schedule model may require more than one project calendar to

allow for different work periods for some activities.
The project calendars may be updated.
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List of Processes


19 Identify Risks
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11. Plan Cost Management - Introduction
The process of establishes the policies, procedures, and

documentation for planning, managing, expending and controlling
project costs.

The key benefit of this process is that it provides guidance and
direction on how the project costs will be managed throughout the
project.
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11. Plan Cost Management Tools & Techniques
Data analysis
Choosing strategic options to fund the project (self-funding,

funding with equity, funding with debt)
Define ways to finance project resources (making, purchasing,

renting or leasing)
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11. Plan Cost Management Outputs
Cost Management Plan

It establishes the following:.

- Units of measure, (hours or days for time, meters or tons for quantity)
- Level of precision, the degree to which the activity cost estimates will
be rounded up or down (US$100.49 to US$100)
- Level of accuracy, the acceptable range (e.g.,±10%)used in determining

realistic activity cost estimates.
- Organizational procedure links, each control account in WBS is

assigned a unique code of account number(s) that link to the
accounting system.
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12. Estimate Costs
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12. Estimate Costs Inputs, Tools, Outputs

Project management plan Expert judgment Cost estimates
- Cost management plan Basis of estimates

Analogous estimating
- Quality management plan* Project documents
Parametric estimating
- Scope baseline updates
Bottom-up estimating
Project documents - Assumption log
Three-point estimating
- Lessons learned register - Lessons learned register
Data analysis
- Project schedule - Risk register*
- Resources requirements* - Alternative analysis
- Risk register* - Reserve analysis
Enterprise - Cost of quality
environmental factors Project management
Organizational process information system
assets
Decision making
- Voting
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12. Estimate Costs Tools & Techniques
Reserve Analysis
Management Reserves

- They are an amount of the project budget withheld for management
control purposes
- They are intended to address the - that can affect

the project.
- They are NOT include in the cost baseline, but they are part of the
overall project budget and funding required for the project.
- When an amount of management reserves is used, it is added to the

cost baseline, thus requiring approved change to cost baseline.
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12. Estimate Costs Outputs
Cost Estimates
Activity cost estimates are quantitative assessments of the probable

costs required to complete project work.
Costs are estimated for all resources that are applied to the activity
cost estimate.
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13. Determine Budget
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13. Determine Budget Inputs, Tools, Outputs

Project management plan Expert judgment Cost baseline
- Cost management plan Cost aggregation Project funding
- Resource management requirements
Data analysis
plan* Project documents updates

- Scope baseline - Reserve analysis
- Cost estimates
Project documents Historical relationship - Project schedule
- Basis of estimates Funding limit - Risk register*
- Cost estimates reconciliation
- Project schedule Financing
- Risk register*
Business documents
- Business case
- Benefits management plan
Agreements
factors
assets
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13. Determine Budget Tools & Techniques
Historical Relationships
Any historical relationships that result in parametric or analogous

estimates.
Parametric and analogous estimates are most likely to be reliable

when:
- Historical information is accurate
- Parameters are quantifiable
- Scalable, (work for large project, small projects and phases of a project)
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13. Determine Budget Tools & Techniques
Financing
Financing entails acquiring funding for projects.

It is a common for long-term infrastructure, industrial and public
services projects to seek external sources of funds.
If a project is funded externally, the funding entity may have

certain requirements that are required to be met.
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13. Determine Budget Outputs
Cost Baseline
Components of the project budget and cost baseline, where CE is Cost

Estimate and CR is Contingency Reserve:
Activity CE(s) + Activity CR = Work package CE
Work package CE(s) + CR = Control Account
Control Account(s) = Cost Baseline
Cost Baseline + Management Reserve = Project Budget
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13. Determine Budget Outputs
Cost Baseline

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List of Processes


4 Define Scope
5 Create WBS
7 Define Activities
10 Develop Schedule
13 Determine Budget
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14. Plan Quality Management
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14. Plan Quality Management - Introduction
Quality Management Pioneers
Crosby = Zero defects and prevention or rework results

Juran = Fitness for use or conformance
Deming = Quality is a management problem
Kaizen = Continues improvement
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Fitness for Use (Juran)

- Developed by Joseph Juran
- Implies that the needs of the costumers and stakeholders are defined
and then attempted to satisfy
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Continues Improvement Process (Kaizen)

- Very proactive approach
- Measure and strive for constant improvement
- Focused on prevention over inspection it costs more to fix an error

than it does to prevent one.
- Testing while developing provides an immediate feedback loop. Process

problems are more likely to be detected early on, instead of at the end.
- Continues improvement of the process is a key foundation of his view on

TQM
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Definitions
Accuracy vs. Precision

- Accuracy deals with the values being measured aligning with the
target value
Example: if you are testing a process and the target was 300mm output,
accuracy would deal with how close the measurement is to the 300mm.
- Precision deals with consistency of the output.

Example: how many of the outputs are 300mm from the accuracy example.
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Definitions
Standard Deviation

- Statistical calculation used
to measure and describe
how the data is organized
- Standard Deviation SD =
- 6 = 99.9997%
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Definitions
Sigma

- Sigma is also known as standard deviation
- The formula for standard deviation id (P O)/6
- P is Pessimistic, O is Optimistic
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Definitions
Tolerances vs. Control Limits

- Tolerances deal with the limits your project has set for product
acceptance
- Control limits are set at three standard deviations above and below
the mean. A long as your results fall within the control limits, your
process considered to be in control.
- Tolerances focus on whether the product is acceptable, while

the control limits focus on whether the process itself is
acceptable.
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Concepts that provide an opportunities for reducing costs
Just-In-Time

Product Life Cycle Cost
Product Maturity
Areas of Waste in Projects
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Product Life Cycle Cost

- Concept of reducing overall product life cycle cost by linking the cost
areas of the product life cycle (R&D, acquisition, operation and
maintenance) and considering each cost implications for the
other.
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Areas of waste in project

- Waste in rejects of completed work
- Waste in motion for manpower (under-trained employee)
- Waste in management (improper direction of work)
- Waste in manpower (misplaced or waiting workers)
- Waste in expenses (unnecessary meetings, travel)
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14. Plan Quality Management Tools & Techniques
Cost-Benefit Analysis
The primary benefits of meeting quality requirements include less

rework, higher productivity, lower costs, increased stakeholder
satisfaction and increased profitability.
A cost-benefit analysis compares the cost of the quality step to the

expected benefit.
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Cost of Quality (COQ)

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Multi-criteria decision analysis

Help prioritize quality matrix.

Can be used to identify the key issues and suitable alternatives to
be prioritized as a set of decisions
Criteria are prioritized and weighted before being applied to all

available alternatives to obtain a mathematical score for each
alternative.
The alternatives are then ranked by score.
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Flowcharts

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Logical data model

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Matrix diagrams

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14. Plan Quality Management Outputs
Quality Management Plan

It is a component of the project management plan that describes

how the quality policies will be implemented.
It describes how the project management team plans to meet the

quality requirements set for the project.
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List of Processes


4 Define Scope
5 Create WBS
7 Define Activities
10 Develop Schedule
13 Determine Budget
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15. Plan Resource Management
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15. Plan Resource Management Inputs, Tools, Outputs
Outputs
Inputs Tools & Techniques
Resource
Project charter Expert judgment management plan
Project management plan Data representation

Team charter
- Quality management plan - Hierarchical charts Project documents
- Scope baseline - Responsibility updates
Project documents assignment matrix - Assumption log
- Project schedule - Texted-oriented formats - Risk register
- Requirements Organizational theory
documentation
Meetings
- Risk register
factors
assets
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15. Plan Resource Management Tools & Techniques
Assignment Matrix
Known as Responsibility Assignment

Matrix (RAM)
It is a grid that shows the project
resources assigned to each work package
Ensures that there is only one person
accountable for any one task to avoid
confusion of who is ultimately in charge
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15. Plan Resource Management Tools & Techniques
Text-oriented formats
Used when team member

responsibilities require detailed
descriptions
Provide information such as
responsibilities, authority,
competencies and qualifications
Known as, position descriptions
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15. Plan Resource Management Outputs
Resource Management Plan
It is a part of the project management plan, provides guidance on how project human
resources should be defined, staffed, managed and eventually released.
Resource management plan includes:

- Identification of resources
- Acquiring resources
- Roles and responsibilities (role, authority, responsibility, competence)
- Project organization charts
- Project team resource management
- Training
- Team development
- Resource control
- Recognition plan
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Project organization charts

- It is a graphic display of project team members and their reporting
relationships
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Training

- Developed when the team members to be assigned, will not have the
required competencies.
- Can also include ways to help team members obtain certificates.
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Team charter
It is a document that establishes the team values, agreements, and

operating guidelines for the team.
It is include:
- Team values
- Communication guidelines
- Decision-making criteria and process
- Conflict resolution process
- Meeting guideline
406
07/07/2018
16. Estimate Activity Resources - Introduction
The process of estimating the type and quantities of materials,

human resources, equipment or supplies required to perform each
activity

The key benefit of this process is that it identifies he type, quantity
and characteristics of resources required to complete the activity
which allows more accurate cost and duration estimates.
408
07/07/2018
16. Estimate Activity Resources Inputs
Cost Estimates
The cost of resources may impact resource selection

Risk Register*
Risk events may impact resources selection and availability.
410
07/07/2018
16. Estimate Activity Resources Tools & Techniques
Alternative Analysis
Alternative methods such as:

- Using various levels of resource capability or skills
- Different size or type of machines
- Different tools (Hand vs. Automated)
- Make-Rent-or-Buy decisions regarding the resources*
412
07/07/2018
16. Estimate Activity Resources Outputs
Resource Breakdown Structure

It is a hierarchical representation of resources by category and type.

Examples of resource categories:
- Labor, material, equipment and supplies
Examples of resource type:

- Skill level and grade level
414
07/07/2018
List of Processes


4 Define Scope
5 Create WBS
7 Define Activities
10 Develop Schedule
13 Determine Budget
416
07/07/2018
17. Plan Communication Management
418
07/07/2018
17. Plan Communication Management Inputs, Tools, Outputs

Project charter Expert judgment Communication
Project management plan management plan
Communication
- Resource management plan requirements analysis Project management plan
updates

- Stakeholder engagement Communication technology
plan - Stakeholder engagement
Communication models plan
Project documents
Communication methods Project documents
- Requirements updates
documentation Interpersonal and team
skills - Project schedule
- Communication styles - Stakeholder register
factors assessment
Organizational process - Political awareness
assets - Cultural awareness
Data representation
- Stakeholder engagement
assessment matrix*
Meetings
420
07/07/2018
17. Plan Communication Management Tools & Techniques
Communication Technology
Such as: shared portal, video conferencing, audio conferencing,
email/chat.

Factors that can affect the choice of communication technology
include:
- Urgency of the need for information.
- Availability of technology.
- Ease of Use.
- Project environment. Face-to-face or virtual, multiple languages
- Sensitivity and confidentiality of the information.

422
07/07/2018
Communication Models

424
07/07/2018

Communication styles assessment:
- Used to assess communication styles and identify the preferred

communication method, format and content for planned communication
activities.
- May follow a stakeholder engagement assessment to identify the gaps in

stakeholder engagement that require additional tailored communication
activities.
426
07/07/2018

Cultural awareness:
- It is the understanding of the differences between individuals,

groups, and organizations and adapting the
communication strategy in the context of these differences.
- Minimize misunderstandings and miscommunications
428
07/07/2018
17. Plan Communication Management Outputs
Communication Management Plan


how project communications will be planned, structured, monitored
and controlled.
430
07/07/2018
List of Processes


19 Identify Risks
Perform Qualitative Risk
20 Project Risk Management
Analysis
Perform Quantitative Risk
21
Analysis
24 Plan Stakeholder Engagement Project Stakeholder Management 432

07/07/2018
18. Plan Risk Management - Introduction
Risks - An uncertain event with positive or negative impact.
It is the process of defining how to conduct risk management

activities for a project.
The key benefit of this process is it ensures that the degree,

type, and visibility of risk management are corresponding with
both the risks and the importance of the project to the
organization.
434
07/07/2018
18. Plan Risk Management Tools & Techniques
Stakeholder analysis*
Results in a list of stakeholders and relevant information such as

positions, roles on the project, expectations, attitudes (level of
support) and their interest.
436
07/07/2018
18. Plan Risk Management Outputs
Risk Management Plan

Risk categories
Provide a means for grouping potential causes of risk.

A Risk Breakdown Structure (RBS) helps the project team to look at many
sources from which project risk may arise
The RBS is a hierarchical representation of risks according to their risk categories.
438
07/07/2018

Definitions of risk probability and impact
Different levels of risk probability and impact should be defined

General definitions of probability levels and impact levels are tailored
to the individual project during the Plan Risk Management process.
440
07/07/2018

Definitions of risk probability and impact
Levels of Uncertainty

442
07/07/2018

Probability and impact matrix
It is a grid for mapping the probability of each risk occurrence and

its impact on project objectives if that risk occurs.
Risks are prioritized according to their potential implications.
The specific combinations of probability and impact that lead to a risk

being rated as or .
444
07/07/2018

Reporting formats
Define how the outcomes of the risk management process will be

documented, analyzed, and communicated.
Tracking
Tracking documents how risk activities will be recorded for the benefit of
the current project and how risk management processes will be audited.
446
07/07/2018
19. Identify Risks- Introduction
It is the process of determining which risks may affect the

project and documenting their characteristics..

It is an iterative process, because new risks may evolve or become
known as the project progresses through its life cycle.
The process should involve the project team so they can develop and
maintain a sense of ownership and responsibility for the risks and
associated risk response actions.
448
07/07/2018
19. Identify Risks Inputs
Procurement documentation
If the project requires external procurement of resources, the initial
procurement documentation should be reviewed as procuring goods and

services from outside the organization may increase or decrease overall
project risk
450
07/07/2018
19. Identify Risks Tools & Techniques
Delphi technique
It is a way to reach a consensus of experts
Risk experts participate in this technique anonymously.

Questionnaire used to solicit ideas about the important project risks
The responses are summarized and are then recirculated to the experts for
further comment.
Helps reduce bias in the data and keeps any one person from having
influence on the outcome.
Interviewing
experienced project participants, stakeholders, and subject matter experts
452
07/07/2018
Root cause analysis
Identify a problem, discover the underlying causes that lead to it, and

develop preventive action.
Assumption and constraint analysis
Assumptions analysis explores the validity of assumptions as they

apply to the project
It identifies risks to the project from inaccuracy, instability,

inconsistency, or incompleteness of assumptions.
454
07/07/2018
SWOT Analysis

456
07/07/2018
19. Identify Risks Outputs
Risk Register
It is a document in which the results of risk analysis and risk response planning
are recorded.

Contains the outcomes of the other risk management processes as they are
conducted.
The level and type of information contained in the risk register increases over time.
It will include:
List of identified risks
Potential risk owners
List of potential responses
458
07/07/2018
19. Identify Risks Outputs
Risk report
Presents information on sources of overall project risk with summary

information on identified individual project risks.
The level and type of information contained in the risk report

increases over time
It may include:
Sources of overall project risk
Summary information on identified project risk (number of identified

threats and opportunity, metrics and trends, etc.)
460
07/07/2018
20. Perform Qualitative Risk Analysis - Introduction
It is the process of prioritizing risks for further analysis or

action by assessing and combining their probability of

occurrence and impact.
The key benefit of this process is that it enables project

managers to focus on high-priority risks.
462
07/07/2018
20. Perform Qualitative Risk Analysis Tools & Techniques
Data Analysis / Risk Data Quality Assessment
It is a technique to evaluate the degree to which the data about

risks is useful for risk management.
involves examining the degree to which the risk is understood

and the accuracy, quality, reliability, and integrity of the data
about the risk.
464
07/07/2018
Data Analysis / Risk Probability and Impact Assessment
Impact of a Risk

466
07/07/2018
Risk Categorization
Risks categorized by:

- Sources of risk (e.g., using the RBS),

- The area of the project affected (e.g., using the WBS)
- Other useful categories (e.g., project phase) to determine the areas of the project
most exposed to the effects of uncertainty
- By common root causes
Helps determine work packages, activities, project phases or even

roles in the project, which can lead to the development of effective
risk responses.
468
07/07/2018
Data Representation / Probability and Impact Matrix

Organization determines which combinations of risk probability and impact
result in risks being classified as high, moderate or low.

Each risk gets a risk score.
Risks with high probability and high impact will require further analysis
including quantification and aggressive risk management.
Risks scores are then added up to calculate risk exposure for the project.
470
07/07/2018
Data Representation / Probability and Impact Matrix

472
07/07/2018

474
07/07/2018
21. Perform Quantitative Risk Analysis
476
07/07/2018
21. Perform Quantitative Risk Analysis
Inputs, Tools, Outputs
Project management plan Expert judgment Project documents
updates
- Risk management plan Data gathering
- Risk report
- Scope baseline - Interviews
- Schedule baseline Interpersonal and team

- Cost baseline skills
Project documents - Facilitation
- Assumption log Representations of
- Basis of estimates uncertainty
- Cost estimates Data analysis
- Cost forecasts* - Simulations
- Duration estimates - Sensitivity analysis
- Milestone list - Decision tree analysis
- Resource requirements - Influence diagram
- Risk register
- Risk report
- Schedule forecasts*
factors
assets 478
07/07/2018
21. Perform Quantitative Risk Analysis Tools & Techniques
Representations of uncertainty / Probability Distribution

480
07/07/2018
Representations of uncertainty / Probability Distribution

482
07/07/2018
Data Analysis / Simulation

- For a cost risk analysis, a simulation uses cost estimates.
- For a schedule risk analysis, the schedule network diagram and

duration estimates are used
484
07/07/2018
Data Analysis / Sensitivity Analysis

- Helps to determine which risks have the most potential impact on the
project.

- Typical display of sensitivity analysis is the Tornado Diagram
- Simplest for of risk analysis
- Analyzes each variable individually
486
07/07/2018
Data Analysis / Sensitivity Analysis

488
07/07/2018
Data Analysis / Decision Tree Analysis

490
07/07/2018
Data Analysis / Influence Diagrams

492
07/07/2018
22. Plan Risk Responses - Introduction
It is the process of developing options and actions to enhance

opportunities and to reduce threats to project objectives.

The key benefit of this process is that it addresses the risks by
their priority, inserting resources and activities into the
budget, schedule and project management plan as needed.
It includes the identification and assignment of one person (an owner

for risk response) to take responsibility for each agreed-to and funded
risk response.
494
07/07/2018
22. Plan Risk Responses Tools & Techniques
Strategies for Threats
Escalate

Accept Avoid
Mitigate Transfer
496
07/07/2018
Avoid

- The project team acts to eliminate the threat or protect the project from its
impact
- Appropriate for high-priority threats with a high probability and large

negative impact.
- Usually involves changing the project management plan to eliminate the

threat entirely
- Examples of this include: extending the schedule, changing the strategy, or

reducing scope
498
07/07/2018
Mitigate

- The project team acts to reduce the probability of occurrence or impact of a
risk
- It implies a reduction in the probability and/or impact of an adverse risk to

be within acceptable threshold limits
- Taking early action to reduce the probability and/or impact of a risk more
effective than trying to repair the damage after the risk has occurred.
- Examples: adopting less complex processes, conducting more tests, choosing

a more stable seller
500
07/07/2018
Accept

This strategy can be either Passive or Active
- Passive acceptance
Document the strategy and leaving the project team to deal with the risks as they
occur
Periodically review the threat to ensure that it does not change
- Active acceptance
Establish a contingency reserve, including amounts of time, money, or resources to

handle the risks
502
07/07/2018
Strategies for Opportunities
Escalate

- Same as in Strategies for
504
07/07/2018
Strategies for Positive Risks or Opportunities
Share

- Involves allocating some or all of the ownership of the opportunity to a third
party who is best able to capture the opportunity for the benefit of the
project
- Examples: forming risk-sharing partnerships, teams, special-purpose

companies
506
07/07/2018
Accept

- It is being willing to take advantage of the opportunity if it arises, but not
actively pursuing it.
- Appropriate for low priority opportunities.
- When it is not possible to address the opportunity in any other way.
508
07/07/2018
Strategies for Overall Project Risk
Avoid

Exploit
Transfer/share
Mitigate/enhance
Accept
510
07/07/2018
What are secondary and residual risks?

512
07/07/2018
Secondary risks need also to be responded to

514
07/07/2018
List of Processes


19 Identify Risks
516
07/07/2018
23. Plan Procurement Management - Introduction
It is the process of documenting project procurement decisions,

specifying the approach, and identifying potential sellers.

The key benefit of this process is that it determines whether to
acquire outside support, and if so, what to acquire, how to
acquire it, how much is needed and when to acquire it.
518
07/07/2018
23. Plan Procurement Management Inputs
Organizational Process Assets
Approved seller lists

Formal procurement policies, procedures, and guidelines
Contract types - generally fall into one of three board families :

- Fixed price contracts
- Cost reimbursable contracts
- Time & material contracts
520
07/07/2018
Organizational Process Assets - Fixed Price Contracts

Include three main types:

- Firm Fixed Price Contracts (FFP)
- Fixed Price Incentive Fee Contracts (FPIF)
- Fixe Price with Economic Price Adjustment Contracts (FP-EPA)
522
07/07/2018
Organizational Process Assets - Fixed Price Contracts

Fixed Price Incentive Fee Contracts (FPIF)

- Gives the buyer and seller some flexibility in that it allows for deviation
from performance
- Financial incentives tied to achieving agreed upon metrics related to cost,

schedule or technical performance of the seller.
- The final contract price is determine after completion of all work based on
the performance.
- Cost above the price celling is the responsibility of the seller.
524
07/07/2018
Organizational Process Assets Cost Reimbursable Contracts
Involves payments the seller for all legitimate actual costs incurred

for completed work, plus a fee representing seller profit.
Used whenever the scope of work cannot be precisely defined at the

start and needs to be altered.
526
07/07/2018
Cost Plus Fixed Fee Contracts (CPFF):

- The seller is reimbursed for all allowable costs for performing the
contract work, and receives a fixed-fee payment calculated as a
percentage of the initial estimated project cost.
- Paid only for completed work and does not change due to seller
performance.
528
07/07/2018
Cost Plus Award Fee Contracts (CPAF):

- The seller is reimbursed for all legitimate costs, but the majority of the
fee is earned only based on the satisfaction of certain broad subjective
performance criteria
- The determination of fee is solely on the subjective determination by the

buyer
530
07/07/2018
Organizational Process Assets Contract Type Comparison
Cost
Fixed Price Time & Material

Reimbursable
Definition of
Well defined Not well defined Not well defined
Product
Risk of Buyer Low High High
Risk of Seller High Low Low
Unit rate for
Payment for
payment fixed, but
Type of payment Fixed total price actual costs + a fee
the cost increases
for seller profit
with time
532
07/07/2018
23. Plan Procurement Management Tools & Techniques
Data gathering / Market Research

Includes examination of industry and specific vendor capabilities.

Such information gained at conferences, online review, etc.
534
07/07/2018
Data Analysis / Make-or-Buy Analysis

536
07/07/2018
Source selection analysis
It is a good practice to include the selection method in the procurement

documents so bidders know how they will be evaluated.
Commonly used selection method include:

- Least cost: appropriate for procurements of a standard or routine nature
- Qualifications only: applies when the time and cost would not make sense
because the value of procurement is small
- Quality based / highest technical proposal score: the seller submit a

proposal with both technical and cost and then invited to negotiate the contract if
the technical proposal proves acceptable.
538
07/07/2018
23. Plan Procurement Management Outputs
Procurement Management Plan


how a project team will acquire goods and services from outside the
performing organization
If the project is financed externally, the sources and availability of

funding should be aligned with the procurement management plan
and the project schedule.
540
07/07/2018
Procurement Strategy
Contract payment types:

- Fixed-price contracts are suitable when the type of work is predictable and
the requirements are well defined
- Cost plus contracts are suitable when the work is evolving, likely to change,
or not well defined
- Incentives and awards used to align the objectives of buyer and seller
542
07/07/2018
Bid Documents
Used to solicit proposals from prospective sellers.

Terms such as bid, tender or quotation are used when the seller
selection decision will be based on price.
Term such as proposal is used when other consideration, such as

technical capability or technical approach are paramount.
Common terms are:

- Request for information (RFI), invitation for bid (IFB), request for
proposal (RFP), request for quotation (RFQ), tender notice.
544
07/07/2018
Procurement Statement of Work

The phrase terms of reference (TOR) is sometimes used when

contracting for services. It includes these elements:
Tasks the contractor is required to perform as well as specific

coordination requirements.
Standards the contractor will fulfill
Data that need to be submitted for approval
Detailed list of all data and services that will be provided to the
contractor by the buyer
546
07/07/2018
Make-or-Buy Decisions
A make-or-buy analysis results in a decision of whether particular

work can best be accomplished by the project team or needs to be
purchased from outside sources.
548
07/07/2018
23. Plan Procurement Management

550
07/07/2018
List of Processes


19 Identify Risks
552
07/07/2018
24. Plan Stakeholder Engagement- Introduction
The process of developing appropriate management strategies to

effectively engage stakeholders throughout the project life cycle, based on
the analysis of their needs, interests and potential impact on project

success.
The key benefit of this process is that it provides a clear, actionable plan
to interact with project stakeholders to support the interests.
It is developed early in the project life cycle and is reviewed on a regular

basis by the project manager (the first version is developed after the
Identify Stakeholder process)
554
07/07/2018
24. Plan Stakeholder Engagement Tools & Techniques
Decision making Prioritization / Ranking
Stakeholders requirements need to be prioritized and ranked, so do

the stakeholders themselves.
Stakeholders with the most interest and highest influence are

prioritized at the top of the list.
556
07/07/2018
24. Plan Stakeholder Engagement Tools & Techniques
Data Representation / Stakeholder Engagement Assessment Matrix
Stakeholders engagement level classifications

Engagement Level Description
Unaware Unaware of project and potential impacts
Resistant Aware of project and potential impacts and resistant to change
Neutral Aware of project yet neither supportive or resistant
Supportive Aware of project and potential impacts and supportive to change
Aware of project and potential impacts and actively engaged in

Leading
ensuring the project is a success
558
07/07/2018
24. Plan Stakeholder Engagement Outputs
Stakeholder Engagement Plan
It is a component of the project management plan and identifies the

management strategies required to effectively engage stakeholders
In addition to data in stakeholder register, the stakeholder

engagement plan provides:
- Desired and current engagement level
- Scope and impact of change
- Communication requirements for current project phase
- Information to be distributed (language, format, content, level of detail)
560
07/07/2018

Controlling Process
Group (12)
EXECUTING PROCESS GROUP

Project Integration Develop Project Develop Project Direct and Manage Monitor and Control Close Project or
Management (7) Charter Management Plan Project Work Project Work Phase
Manage Project Perform Integrated
Knowledge Change Control

Define Scope
Create WBS

Define Activities
Sequence Activities
Estimate Activity
Durations
MODULE 7
Develop Schedule

Estimate Costs
Determine Budget

Management
562
Management (3)
07/07/2018
Executing Process Group
List of Processes

1 Direct and Manage Project Work
Project Integration Management
2 Manage Project Knowledge

3 Manage Quality Project Quality Management
4 Acquire Resources
5 Develop Team Project Resource Management
6 Manage Team
7 Manage Communications Project Communication Management
8 Implement Risk Responses Project Risk Management
MODULE 7
9 Conduct Procurements Project Procurement Management
10 Manage Stakeholder Engagement Project Stakeholder Management
564
07/07/2018
1. Direct and Manage Project Work - Introduction
It is the process of leading and performing the work defined in the

project management plan and implementing approved changes to

achieve the objectives
The key benefit of this process is that it provides overall management

of the project work
MODULE 7
566
07/07/2018
1. Direct and Manage Project Work - Inputs, Tools,
Outputs
Inputs Outputs
Tools & Techniques
Project management plan Deliverables
Expert judgment
- Any component Work performance data
Project management
Project documents Issue log
information system

- Change log Change requests
Meetings
- Lessons learned register Project management plan
- Milestone list updates
- Project communications - Any component
- Project schedule Project documents
- Requirements traceability updates
matrix - Activity list
- Risk register - Assumption log
- Risk report - Lessons learned register
Approved change requests
- Requirements
MODULE 7
Enterprise environmental documentation
factors
- Risk register
assets - Stakeholder register
assets updates
568
07/07/2018
1. Direct and Manage Project Work Tools & Techniques
Project Management Information System (PMIS)
It is part of the environmental factors, provides access to tools, such as:

- Scheduling tool
- Work authorization system
- Configuration management system
- Information collection and distribution system
- Interfaces to other online automated systems.
MODULE 7
Automated gathering and reporting on key performance indicators (KPI)
can be part of this system
570
07/07/2018
1. Direct and Manage Project Work Outputs
Work Performance Data
They are the raw observations and measurements identified during

activities being performed
Data is gathered through work execution and passed to the

controlling processes of each process area for further analysis
Examples - work completed, key performance indicators, technical
MODULE 7
performance measures, start and finish dates of schedule activities,
number of change requests, number of defects, actual costs, and
actual durations
572
07/07/2018
1. Direct and Manage Project Work Outputs
Change Requests
It is a formal proposal to modify any document, deliverable, or baseline

Approved change request will replace the associated document,
deliverable, or baseline and may result in an update to other parts of the
project management plan
Other change requests cover the needed preventive or corrective actions

to forecast negative impact later in the project
MODULE 7
Requests for a change can be direct or indirect, externally or internally
initiated, and can be optional or legally/contractually mandated
574
07/07/2018
2. Manage Project Knowledge
MODULE 7
576
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2. Manage Project Knowledge - Introduction
Knowledge is commonly split into:

Explicit: knowledge that can be codified using words, pictures, and

numbers
Tacit: knowledge that is personal and difficult to express, as beliefs,

insights, experience, and - .
Knowledge management is concerned with both , explicit and tacit

knowledge.
MODULE 7
578
07/07/2018
2. Manage Project Knowledge - Inputs, Tools, Outputs

Outputs
Project management plan Expert judgment
Lessons learned register

- Any component Knowledge management
Project documents Information management updates
- Lessons learned register Interpersonal and team - Any component
- Project team assignments skills
- Resource breakdown - Active listening* assets updates
structure - Facilitation
- Source selection criteria
- Leadership
- Networking*
Deliverables
- Political awareness
MODULE 7
factors
assets
580
07/07/2018
2. Manage Project Knowledge Tools & Techniques
Information management
It connect people information

Effective for simple and codified explicit knowledge
Tools and techniques are:
Producing lesson learned Lessons learned register

Library services Information gathering (web, articles)
MODULE 7
Project management information system (PMIS)
582
07/07/2018
2. Manage Project Knowledge Outputs
Lessons learned register
It can include the category and description of the situation

It may also include the impact, recommendations, and the proposed
actions
Records challenges, problems, risks and opportunities.
Created as an output of this process early in the project, thereafter it is

used as an input and updated as an output in many processes.
MODULE 7
At the end of a project or phase, the information is transferred to an
OPAs called a lessons learned repository.
584
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3. Manage Quality
MODULE 7
586
07/07/2018
3. Manage Quality - Introduction
Implements a set of planned and systematic acts and processes defined

within the quality management plan

Seeks to build confidence that a future output or an unfinished output,
also known as work in progress, will be completed in a manner that meets
the specified requirements and expectations
Preventing defects through the planning processes or by inspecting out

defects during the work-in-progress
MODULE 7
Uses data created during Plan Quality Management and Control Quality
(Monitoring and Controlling Process Group ) processes
588
07/07/2018
3. Manage Quality - Inputs
Quality Control Measurements
Results of control quality activities (detailed later in Monitoring and

Controlling Process Group )
Used to analyze and evaluate the quality of the processes of the

project against the standards of the performing organization or the
requirements specified
MODULE 7
Compare the processes used to create the measurements, and
validate actual measurements to determine their level of correctness
590
07/07/2018
3. Manage Quality Tools & Techniques
Data Representation
Cause-and-effect diagrams

- Also known as fishbone diagrams or as Ishikawa diagrams
- The problem statement placed at the head of the fishbone is used

as a starting point to trace the source back to its
actionable root cause.
- Useful in linking the undesirable effects seen as special variation
MODULE 7
to the assignable cause upon which project teams should
implement corrective actions
592
07/07/2018
Data Representation
Histograms

- Special form of bar chart
- Showing a distribution of variables how often something occurs,

or its frequency
- Helps identify the cause of problems in a process by shape and

width of distribution
MODULE 7
- Columns represent an attribute (characteristics of a
problem/situation)
- Height of each column represent the frequency 594

07/07/2018
Data Representation
Histograms

- Pareto Diagrams: Specific type of histogram ordered by the
frequency of occurrence
- Used to identify the vital few sources that are responsible for
causing most of a effects.
- Based on Low, which is known as 80/20
MODULE 7
- This rule states that 80% of the problems come from 20% of the
causes.
596
07/07/2018
Data Representation
Scatter Diagrams

- Plot ordered pairs (X, Y) and are sometimes called correlation
charts
- Seek to explain a change in the dependent variable, Y, in

relationship to a change observed in the corresponding
independent variable, X.
MODULE 7
- The direction may be proportional (positive correlation),
inverse (negative correlation) or no correlation (zero
correlation)
598
07/07/2018
Data Representation
Scatter Diagrams

No Correlation Inverse (Negative Correlation) Proportional (Positive Correlation)
- 3rd graph makes sense, more people studied, the higher their scores tended to be.
MODULE 7
- 2nd graph may indicates that the book they are reading is actually having a negative
effect.
600
- 1st graph may indicates that the material being used has no effect at all.
07/07/2018
Design for X
It is a set of technical guidelines applied during the design of a

product for the optimization of a specific aspect of the design.
The X can be different aspects of product development such as:

reliability, deployment, assembly, manufacturing, cost, usability,
safety and quality.
MODULE 7
602
07/07/2018
Quality improvement methods
Occur based on findings from Control Quality process, quality audits,

or problem solving in the Manage Quality process
Common quality improvement tools:

- Plan-Do-Check-Act (PDCA)
- Six Sigma
MODULE 7
604
07/07/2018
3. Manage Quality Outputs
Test and evaluation documents
Can be created based on industry needs and the

templates
They are inputs to the Control Quality process
May include dedicated checklists and detailed requirements

traceability matrices
MODULE 7
606
07/07/2018
4. Acquire Resources
MODULE 7
608
07/07/2018
4. Acquire Resources - Inputs, Tools, Outputs

Project management plan Physical resource
Decision making
- Resource management plan assignments
- Multi-criteria decision
- Procurement management Project team assignments
analysis
plan
Resource calendars
- Cost baseline Interpersonal and team
skills Change requests
Project documents

- Negotiation Project documents updates
- Project schedule
Pre-assignment - Resource management plan
- Resource calendars
Virtual teams - Cost baseline
- Resource requirements
- Stakeholder register Project documents updates
Enterprise - Lessons learned register
environmental factors - Project schedule
Organizational process - Resource breakdown
assets
structure
- Resource requirements
- Risk register
MODULE 7
factors updates
assets updates
610
07/07/2018
4. Acquire Resources Tools & Techniques
Interpersonal and Team Skills / Negotiation
The project management team may need to negotiate with:.

- Functional managers, to ensure that the project receives the best resources
possible in the required time frame.
- Other project management teams within the performing organization
- External organisations, vendons, suppliers, contractors, etc.,
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4. Acquire Resources Tools & Techniques
Virtual Teams

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4. Acquire Resources Outputs
Project Team Assignments
Records the team members and their roles and responsibilities for the

project.
The documentation of these assignments can include:

- Project team directory
- Names inserted into other parts of the project management plan such as
project organization charts and schedules
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5. Develop Team
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5. Develop Team - Introduction
Project managers should continually motivate their team by:

- Providing challenges and opportunities
- Providing timely feedback and support as needed

- Recognizing and rewarding good performance
High team performance can be achieved by:

- Using open and effective communication
- Creating team building opportunities
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- Developing trust among team members
- Managing conflicts in a constructive manner
620
- Encouraging collaborative problem solving and decision making
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5. Develop Team Tools & Techniques
Colocation
Involves placing many or all of the most active project team members

in the same physical location to enhance their ability to perform as a
team.
Can be temporary, or for the entire project.
Include a team meeting room (sometimes called places to
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post schedules, and other conveniences that enhance communication.
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Interpersonal and Team Skills / Team-Building
Can vary from a 5-minute agenda item in a status review meeting to

an off-site, professionally facilitated experience designed to improve
interpersonal relationships
The objective is to help individual team members work together

effectively
It is particularly valuable when team members operate from remote
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locations without the benefit of face-to-face contact.
It is a never-ending process
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Interpersonal and Team Skills / Team-Building

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Training

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Individual and Team Assessment
Tools to assess the team preferences, aspirations, how they process

and organize information, how they tend to make decisions, and how
they prefer to interact with people.
Examples - surveys, specific assessments, structured interviews.
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MOTIVATION

THEORY
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Motivation Theory

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Motivation Theory

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Motivation Theory

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Motivation Theory

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Motivation Theory

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6. Manage Team
MODULE 7 EXECUTING PROCESS GROUP 07/07/2018

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6. Manage Team - Inputs, Tools, Outputs

Outputs
Project management plan Interpersonal and team
Change requests
- Resource management plan skills
Project management
Project documents - Conflict management
plan updates
- Issue log - Decision making

- Resource management
- Lessons learned register - Emotional intelligence plan
- Project team assignments - Influencing - Schedule baseline
- Team charter - Leadership - Cost baseline
Work performance reports Project management Project documents
Team performance information system updates
assessments
- Issue log
factors - Lessons learned register
Organizational process - Project team assignments
assets
Enterprise
MODULE 7
updates
assets updates
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6. Manage Team Tools & Techniques
Conflict Management
Conflict is inevitable in a project environment:

Sources of conflict include rare resources, scheduling priorities, and
personal work styles
Conflict might be reduced by team ground rules, solid project

management practices, like communication planning and role
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definition.
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Conflict Management

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Emotional intelligence
It is the ability to identify, assess and manage the personal emotions

of oneself and other people, as well as the collective emotions of
groups of people.
Reduce tension and increase cooperation
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Leadership
Please refer to:

Module 3 The Role of The Project Manager / Leadership Skill
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List of Processes

1 Direct and Manage Project Work
2 Manage Project Knowledge

3 Manage Quality Project Quality Management
4 Acquire Resources
5 Develop Team Project Resource Management
6 Manage Team
Project Communication
7 Manage Communications
Management
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8 Implement Risk Responses Project Risk Management
9 Conduct Procurements Project Procurement Management
10 Manage Stakeholder Engagement Project Stakeholder Management
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7. Manage Communications - Introduction
It is the process of creating, collecting, distributing, storing, retrieving

of project information in accordance to the communications

management plan.
The key benefit of this process is that it enables an efficient and

effective communications flow between project stakeholders.
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7. Manage Communications - Introduction
Techniques and considerations for effective communications

management:

- Meeting management - Preparing an agenda and dealing with conflicts.
- Presentations - Body language and design of visual aids.
- Facilitation Agreement and overcoming obstacles.
- Active Listening - Listening actively (acknowledging, clarifying, and

confirming understanding) and removal of barriers
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7. Manage Communications Inputs
Work performance reports
Described in details in Monitor and Control Project Work process .

Work performance reports are circulated to the project stakeholders
through this process as defined in communications management plan.
Examples include: status reports and progress reports.
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7. Manage Communications Tools & Techniques
Project Management Information Systems (PMIS)
Social media management: websites, blogs, applications.

Electronic communications management: e-mail, fax, voice mail,
telephone, video and web conferencing, websites
Electronic project management tools: web interfaces to

scheduling and project management software, meeting and virtual
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office support software, portals, and collaborative work management
tools
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7. Manage Communications Tools & Techniques
Project Reporting
Examples:

- Analysis of past performance
- Analysis of project forecasts (time, cost)
- Current status of risks and issues
- Work completed during the period
- Work to be completed in the next period
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- Summary of changes approved in the period
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7. Manage Communications Outputs
Project Communications
Such as performance reports, deliverables status, schedule progress,

and cost incurred
influenced by factors such as, the urgency and impact of the message,
its method of delivery, and level of confidentiality
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8. Implement Risk Responses
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8. Implement Risk Responses Inputs, Tools, Outputs
Tools & Techniques Outputs
Inputs
Expert judgment Change requests
Data gathering Project management plan
- Resource management plan
- Interviews updates
- Risk management plan
Interpersonal and team - Schedule management plan
- Cost baseline

skills - Cost management plan
Project documents
- Facilitation - Quality management plan
- Project schedule Strategies for threats - Resource management plan
- Project team assignments Strategies for - Scope baseline
opportunities - Schedule baseline
- Resource calendars
Contingent response - Cost baseline
- Risk register
strategies
- Risk report Project documents
Strategies for overall updates
project risk
Enterprise - Assumption log
Data analysis
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environmental factors - Cost forecasts*
Organizational process - Alternatives analysis
- Lesson learned register
assets - Cost-benefit analysis
- Project schedule
Decision making
- Project team assignments
- Multi-criteria decision
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analysis - Risk register
- Risk report
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8. Implement Risk Responses Tools & Techniques
Escalate

Accept Exploit
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Share Enhance
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8. Implement Risk Responses Tools & Techniques
Contingent Response Strategies
Some responses are designed for use only if certain events occur.

For some risks, it is appropriate for the project team to make a response
plan that will only be executed under certain predefined conditions, if it is
believed that there will be sufficient warning to implement the plan.
Events that trigger the contingency response should be defined and

tracked (such as missing milestones)
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Risk responses identified using this technique are often called
contingency plans or fallback plans
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8. Implement Risk Responses Outputs
Cost forecasts
Described in Control Costs process .

Cost forecasts may change as a result of planned risk responses.
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9. Conduct Procurements
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9. Conduct Procurements - Inputs, Tools, Outputs

Expert judgment Selected sellers
- Scope management plan

Advertising Agreements
- Requirements management plan
Bidder conference Change requests
- Communications management
plan Data analysis Project management
- Risk management plan - Proposal evaluation plan updates
- Procurement management plan Interpersonal and team Project documents
- Configuration management plan skills updates
- Cost baseline - Negotiation Organizational process
Project documents assets updates
Procurement documentation
Source selection criteria
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Seller proposals
factors
Organizational process assets
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9. Conduct Procurements - Inputs
Seller Proposals
prepared in response to a procurement document package, form the

basic information that will be used by an evaluation body to select one
or more successful bidders (sellers).
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9. Conduct Procurements Tools & Techniques
Bidder Conferences
Meetings between the buyer and all prospective sellers prior to

submittal of a bid or proposal.
Used to ensure that all prospective sellers have a clear and common
understanding of the procurement requirements
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9. Conduct Procurements Tools & Techniques
Procurement Negotiations
Clarify the structure, requirements, and other terms of the purchases prior signing
the contract

Should include:
- responsibilities
- authority to make changes
- applicable terms and governing law
- technical and business management approaches
- contract financing
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- technical solutions
- overall schedule
- payments and price.
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9. Conduct Procurements Outputs
Agreements
Includes terms and conditions, and may incorporate other items that

the buyer specifies regarding what the seller is to perform or provide.
Agreement can also be called an understanding, a contract, a

subcontract, or a purchase order.
Contract is a mutually binding legal agreement that obligates the
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seller to provide the specified products, services, or results, and
obligates the buyer to compensate the seller
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10. Manage Stakeholder Engagement
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10. Manage Stakeholder Engagement - Introduction
involves activities such as:

- Engaging stakeholders at appropriate project stages
- Managing stakeholder expectations through negotiation and communication

- Addressing potential concerns that have not yet become issues and
anticipating future problems that may be raised by stakeholders.
- Clarifying and resolving issues that have been identified
The ability of stakeholders to influence the project is typically highest
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during the initial stages and gets progressively lower as the project
progresses.
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10. Manage Stakeholder Engagement Tools & Techniques
Ground Rules
Ground rules, defined in the team charter, establish clear expectations

regarding acceptable behavior by project team members

Ground rules might be applied in areas such as:
- Code of conduct
- Communication
- Working together
- Meeting etiquette
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Example everyone on the project shares responsibility for protecting the
security of project data.
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MONITORING AND CONTROLLING PROCESS GROUP


Controlling Process
Group (12)
Project Integration Develop Project Develop Project Direct and Manage Monitor and Close Project or
Management (7) Charter Management Plan Project Work Control Project Phase
Manage Project Work
Knowledge Perform
Integrated Change
Control

Define Scope
Create WBS

Define Activities
Sequence Activities
Estimate Activity
MODULE
Durations
Develop Schedule

Estimate Costs
Determine Budget
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List of Processes

1 Monitor and Control Project Work
2 Perform Integrated Change Control
3 Validate Scope
4 Control Scope
5 Control Schedule Project Schedule Management
6 Control Costs Project Cost Management
7 Control Quality Project Quality Management
8 Control Resources Project Resource Management
9 Monitor Communications Project Communication Plan
MODULE
10 Monitor Risks Project Risk Management
11 Control Procurements Project Procurement Management
12 Monitor Stakeholder Engagement Project Stakeholder Management
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1. Monitor and Control Project Work - Introduction

It is the process of tracking, reviewing, and reporting the progress to
meet the performance objectives defined in the project management
plan.
The key benefit of this process is that it allows stakeholders to

understand the current state of the project, the steps taken, and
budget, schedule, and scope forecasts
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1. Monitor and Control Project Work - Inputs

Cost Forecasts
Described in Control Costs Process .
Project progress against the cost baseline and computed estimates to

complete (ETC)
expressed in terms of cost variance (CV) and cost performance

index (CPI).
Compare estimate at completion (EAC) to the budget at completion
MODULE
(BAC)
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1. Monitor and Control Project Work - Inputs

Work Performance Information
Work performance data is gathered through the work execution and

passed to the controlling processes.
To become work performance information, the work performance data

are compared to the project management plan components and
project documents.
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1. Monitor and Control Project Work Tools & Techniques

Data Analysis
Alternatives analysis used to select the corrective actions and/or preventive actions
to implement when a deviation occur.
Cost-benefit analysis help to determine the best corrective action in terms of cost
Earned value analysis - Described in Control Schedule Process .
Root cause analysis focuses on identifying the main reasons for a deviation and the
areas the project manager should focus on.
MODULE
Trend analysis used to forecast future performance based on past results.
Variance analysis reviews the differences between planned and actual

performance.
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1. Monitor and Control Project Work Outputs

Change Requests
Result of comparing planned results to actual results
Changes should go through the integrated change control process
Change requests may include:

- Corrective action - realigns the performance of the project work with the
project management plan
- Preventive action - ensures the future performance of the project work is

aligned with the project management plan
MODULE
- Defect repair - activity to modify a nonconforming product or product
component
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2. Perform Integrated Change Control - Introduction

It is the process of reviewing all change requests; approving changes
and managing changes to deliverables, organizational process assets,
project documents, and the project management plan.
It approves or rejects the changes
The key benefit of this process is that it allows for documented

changes within the project to be considered in an integrated fashion
while reducing project risk, which often arises from changes made
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without consideration to the overall project objectives or plans.
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When required, this process includes a change control board
(CCB), which is a formally chartered group responsible for;
- reviewing, evaluating, approving, delaying, or rejecting changes to the
project
- recording and communicating such decisions.
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Configuration management activities included in the Perform
Integrated Change Control process are as follows:
- Configuration identification - product configuration is defined and
verified, products and documents are labeled, change are managed, and
accountability is maintained
- Configuration status accounting - Information is recorded and reported

as to when appropriate data about the configuration item should be provided
- Configuration verification and audit - ensure the composition of a

project s configuration items is correct and that corresponding changes are
MODULE
registered, assessed, approved, tracked, and correctly implemented
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2. Perform Integrated Change Control - Inputs

Change Requests
All of the Monitoring and Controlling processes and many of the

Executing processes produce change requests as an output
May include corrective action, preventive action, and defect repairs
*Corrective and preventive actions do not normally affect the project

baselines only the performance against the baselines
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2. Perform Integrated Change Control Tools & Techniques

Change Control Tools
Tools for change management:
Identify changes
Document changes
Decide on changes
Track changes
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2. Perform Integrated Change Control Outputs

Approved Change Requests
Change requests are processed according to the change control system

by the project manager, CCB, or by an assigned team member
Approved change requests will be implemented through the Direct

and Manage Project Work process
Change requests, approved or not, will be updated in the change log

as part of project documents update.
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3. Validate Scope
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3. Validate Scope - Introduction

Validate Scope vs. Control Quality
Validate Scope is primarily concerned with acceptance of the

deliverables.
Quality control is primarily concerned with correctness of the

deliverables and meeting the quality requirements specified for the
deliverables.
MODULE
Control Quality is generally performed before Validate Scope
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3. Validate Scope - Inputs

Verified Deliverables
Described in Control Quality Process .
Verified deliverables are project deliverables that are completed and

checked for correctness through the Control Quality process
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3. Validate Scope Outputs

Accepted Deliverables
Deliverables that meet the acceptance criteria, formally signed off

and approved by the customer or sponsor.
Formal documentation received from the customer or sponsor

acknowledging formal stakeholder acceptance of the project s
deliverables is forwarded to the Close Project or Phase process.
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4. Control Scope - Introduction

It is the process of monitoring the status of the project and product
scope and managing changes to the scope baseline.
The key benefit of this process is that it allows the scope baseline to
be maintained throughout the project.
Ensures all requested changes and recommended corrective or

preventive actions are processed through the Perform Integrated
Change Control process.
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4. Control Scope - Inputs, Tools, Outputs

Project management plan Work performance
Data analysis
- Scope management plan information
- Variance analysis
- Requirements management Change requests
plan - Trend analysis
Project management
- Change management plan plan updates
- Configuration management Project documents
plan
updates
- Scope baseline
- Performance measurement
baseline
Project documents
- Lesson learned register
- Requirements documentation
- Requirements traceability
MODULE
matrix
Work performance data
assets
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4. Control Scope Tools & Techniques

Data Analysis
Variance analysis - Determining the cause and degree of variance

relative to the scope baseline and deciding whether corrective or
preventive action is required.
Trend analysis examines project performance over time to

determine if performance is improving or not.
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5. Control Schedule
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5. Control Schedule - Introduction

As a component of Perform Integrated Change Control Process, it is
concerned with:
Determining the current status of the project schedule.
Influencing the factors that create schedule changes.
Determining if the project schedule has changed
Determining necessary schedule reserves
MODULE
Managing the actual changes as they occur
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5. Control Schedule - Inputs, Tools, Outputs

Data analysis Work performance
- Schedule management plan
- Earned value analysis* information
- Schedule baseline
- Iteration burndown chart Schedule forecasts
- Scope baseline
- Performance reviews Change requests
- Performance measurement
baseline - Trend analysis Project management plan
- Variance analysis
- Lessons learned register Project documents
- what-if scenario analysis
- Project calendars updates
Critical path method
- Project schedule
Project management
- Resource calendars information system
- Schedule data
MODULE
Resource optimization
Leads and lags
assets Schedule compression
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5. Control Schedule Tools & Techniques

Data Analysis
MODULE
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5. Control Schedule Tools & Techniques

Leads and Lags
Applied during network analysis to find ways to bring project
activities that are behind into alignment with the plan.
Example: technical writing team can adjust the start of editing the
draft of a large document immediately after the document is written
by eliminating lag time.
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List of Processes

3 Validate Scope
4 Control Scope
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6. Control Costs - Introduction

It is the process of monitoring the status of the project to update the
project costs and managing changes to the cost baseline.
The key benefit of this process is that it provides the means to recognize
variance from the plan in order to take corrective action and minimize
risk.
Any increase to the authorized budget can only be approved through the
Perform Integrated Change Control process.
MODULE
Analyzing the relationship between the consumption of project funds to
the physical work being accomplished
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6. Control Costs Tools & Techniques

Earned Value Analysis (EVA)
It is a methodology that combines scope, schedule, and resource

measurements to assess project performance and progress.
Method of performance measurement for projects.
Integrates the scope baseline with the cost baseline, along with the
schedule baseline, to form the performance measurement baseline.
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Earned Value Analysis (EVA) - Planned Value (PV)
It is the authorized budget assigned to scheduled work not including

management reserve.
Defines the physical work that should have been accomplished
The total of the PV is sometimes referred to as the performance

measurement baseline (PMB)
MODULE
The total planned value for the project is also known as budget at
completion (BAC)
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Earned Value Analysis (EVA) - Actual Cost (AC)
It is the realized cost incurred for the work performed on an activity

during a specific time period.
It is the total cost incurred in accomplishing the work that the EV

measured
Whatever is spent to achieve the EV will be measured.
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Variance Analysis - Schedule variance (SV)
The difference between the earned value and the planned value
It is the amount by which the project is ahead or behind the planned

delivery date, at a given point in time
Best used in conjunction with critical path methodology (CPM)

scheduling and risk management
MODULE
Equation: SV = EV PV
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Variance Analysis - Schedule performance index (SPI)
It is a measure of schedule efficiency expressed as the ratio of earned

value to planned value
Measures how efficiently the project team is using its time
SPI value less than 1.0 indicates less work was completed than was
planned
SPI greater than 1.0 indicates that more work was completed than was
MODULE
planned
Equation: SPI = EV/PV

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Trend Analysis
Examines project performance over time to determine if performance

is improving or not.
Tools include:
- Charts
- Forecasting
MODULE
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Trend Analysis - Forecasting Estimate at Completion (EAC)
EAC may differ from the budget at completion (BAC) based on the
project performance
EAC = the actual costs incurred for work completed (AC) + estimate
to complete (ETC) the remaining work
The most common EAC forecasting approach is a manual, bottom-up

summation by the project manager and project team
MODULE
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Trend Analysis - Forecasting Estimate at Completion (EAC)
Common methods to calculate EAC
EAC forecast for ETC work performed at the present CPI typical
- Assumes what the project has experienced to date can be expected to
continue in the future
- Current variances are typical of future variances
- EAC = BAC / CPI
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Reserve Analysis
Used to monitor the status of contingency and management reserves

for the project to determine if these reserves are still needed or if
additional reserves need to be requested.
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To-Complete Performance Index (TCPI)
The equation for the TCPI based on the BAC
TCPI = (BAC EV) / (BAC AC)
The equation for the TCPI based on the EAC
TCPI = (BAC EV) / (EAC AC)
MODULE
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Earned Value Calculations Summary
MODULE
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List of Processes

3 Validate Scope
4 Control Scope
MODULE
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7. Control Quality - Introduction

It is the process of monitoring and recording results of executing the
quality activities to assess performance and recommend necessary
changes.
The key benefits of this process include:

- identifying the causes of poor process or product quality and recommending
actions to eliminate them
- validating that project deliverables and work meet the requirements

specified by key stakeholders necessary for final acceptance
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Prevention vs. Inspection
Prevention
- keeping errors out of the process
Inspection
- keeping errors out of the hands of the customer
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Tolerances vs. Control Limits
Tolerances
- specified range of acceptable results
Control Limits
- identify the boundaries of common variation in a process
MODULE
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7. Control Quality Inputs

Approved Change Requests
As part of the Perform Integrated Change Control process, some

changes are approved and some are not.
May include modifications such as defect repairs, revised work

methods, and revised schedule
Deliverables
They are outputs from the Direct and Manage Project Work process
MODULE
which are inspected and compared to the acceptance criteria defined
in the project scope statement.
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7. Control Quality Tools & Techniques

Data Gathering
MODULE
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Data representation / Control charts
- Used to determine whether or not a process is stable or has

predictable performance
- Upper and lower specification limits are based on

requirements of the agreement and they reflect the
maximum and minimum values allowed
- Upper and lower control limits are different from
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specification limits
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Data representation / Control charts
MODULE
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7. Control Quality Outputs

Verified Deliverables
The goal of the Control Quality process is to determine the

correctness of deliverables.
The results of performing the Control Quality process are verified

deliverables that become an input to the Validate Scope process for
formalized acceptance.
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8. Control Resources
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8. Control Resources - Inputs, Tools, Outputs

Project management plan Work performance
- Resource management plan Data analysis information
Project documents - Alternatives analysis Change requests
- Issue log - Cost-benefit analysis Project management
- Lessons leaned register plan updates
- Performance reviews
- Physical resource assignments Project documents
- Trend analysis updates
- Project schedule
Problem solving Organizational process
- Resource breakdown structure
Interpersonal and team assets updates
- Resource requirements skills
- Risk register
- Negotiation
MODULE
- Influencing
Agreements
Project management
Organizational process assets
information systems
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8. Control Resources Tools & Techniques

Problem solving
Steps to deal with problem solving, include:
Identify the problem. Specify the problem
Define the problem. Break into smaller, manageable problems
Investigate. Collect data
Analyze. Find the root cause
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Solve. Choose the suitable solution
Check the solution. Determine if the problem has been fixed
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9. Monitor Communications
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9. Monitor Communications - Inputs, Tools, Outputs

Project management plan Expert judgment Work performance
- Resource management plan Project management information
- Communications information system Change requests
management plan Data analysis Project management
- Stakeholder engagement - Stakeholder engagement plan updates
plan assessment matrix Project documents
Interpersonal and team
- Issue log skills
- Lessons learned register - Observation/conversation
- Project communications
Meetings
MODULE
factors
assets
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07/07/2018
9. Monitor Communications Outputs

Change Requests
May result in:
Revision of stakeholder communication requirements, including

stakeholder s information distribution, content or format and
distribution method.
New procedures to eliminate bottlenecks.
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10. Monitor Risks
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07/07/2018
10. Monitor Risks - Introduction

Uses performance information generated during project execution to
determine if:
Implemented risk responses are effective
Project assumptions are still valid.
Project strategy is still valid
Risk management policies and procedures are being followed
MODULE
Contingency reserves for cost or schedule require modification
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10. Monitor Risks Inputs

Risk Register
Key inputs that include:

Identified risks and risk owners
Agreed-upon risk responses
Control actions for assessing the effectiveness of response plans
Warning signs of risk
Residual and secondary risks
Watch list of low-priority risks
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Time and cost contingency reserves
* The watch list is within the risk register and provides a list of low-priority risks
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10. Monitor Risks Tools & Techniques

Reserve Analysis
Compares the amount of the contingency reserves remaining to the

amount of risk remaining at any time
Determine if the remaining reserve is adequate
May be communicated using various graphical representations,

including a burndown chart.
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10. Monitor Risks Outputs

Change Requests
Recommended corrective actions

- activities that realign the performance of the project work with the project
management plan
- include contingency plans and workarounds
Recommended preventive actions

- activities that ensure that future performance of the project work is aligned
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with the project management plan
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11. Control Procurements
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11. Control Procurements - Inputs, Tools, Outputs

Project management plan Expert judgment Closed procurements
Project documents Work performance
Claims administration
information
Agreements Data analysis Procurement
Procurement - Performance review documentation
documentation updates
- Earned value analysis
Approved change requests Change requests
Work performance data - Trend analysis
Project management
Enterprise environmental Inspection plan updates
factors Audits Project documents
Organizational process updates
assets Organizational
MODULE
process assets
updates
816
07/07/2018
11. Control Procurements Inputs

Work Performance Data
Technical performance; activities that have started, are in progress or

have completed.
Seller invoices that have been paid.
MODULE
818
07/07/2018
11. Control Procurements Tools & Techniques

Data Analysis / Performance Reviews
Review of the seller s progress to deliver project scope and quality,

within cost and on schedule, as compared to the contract
Include a review of seller-prepared documentation and buyer

inspections, as well as quality audits conducted during seller s
execution of the work
Allow the buyer to quantify the seller s demonstrated ability or
MODULE
inability to perform work
820
07/07/2018
11. Control Procurements Outputs

Closed procurements
The buyer provides the seller with formal written notice that the
contract has been completed.
Requirements for formal procurement closure are usually defined in

the terms and conditions of the contract.
There should be no outstanding claims or invoices, and all final

payments should have been made
MODULE
Project management team should have been approved all deliverables
prior to closure.
822
07/07/2018
12. Monitor Stakeholder Engagement
MODULE
824
07/07/2018
12. Monitor Stakeholder Engagement - Inputs, Tools, Outputs

Project management Data analysis Work performance
plan information
- Alternatives analysis
- Resource management Change requests
plan - Root cause analysis Project management
- Communications - Stakeholder analysis plan updates
management plan - Resource management
Decision making
- Stakeholder engagement plan
plan - Multi-criteria decision
- Communications
Project documents - Voting management plan
- Issue log Data representation - Stakeholder engagement
- Lessons learned register - Stakeholder engagement plan
- Project communications assessment matrix Project documents
updates
- Risk register Communication skills
- Issue log
- Stakeholder register - Feedback
Work performance data - Presentations
- Risk register
Enterprise Interpersonal and team
environmental factors - Stakeholder register
skills
Organizational process - Active listening
assets
MODULE
- Cultural awareness
- Leadership
- Networking
826
- Political awareness
Meetings
07/07/2018
12. Monitor Stakeholder Engagement Tools & Techniques

Meetings
Types of meetings include status meetings, standup meetings, and
retrospectives
No longer limited to face-to-face or voice-to-voice.
Technology bridge the gap and provide many ways to connect.
MODULE
828
MODULE 8
GROUP
CLOSING PROCESS
MODULE 9 CLOSING PROCESS GROUP 07/07/2018

830
07/07/2018

Controlling Process
Group (12)

Management Develop Team
CLOSING PROCESS GROUP

Management (6)
Resources


Identify Risks
Perform Qualitative
Risk Analysis
Perform
Quantitative Risk
Analysis
Plan Risk Responses
MODULE 9
Management (3)

Management (4)
832
07/07/2018
Closing Process Group
1. Close Project or Phase
MODULE 9
834
07/07/2018
1. Close Project or Phase - Introduction
Activities to satisfy exit criteria for the phase or project:
Ensuring that all documents are up-to-date and all issues are resolved
Formal acceptance of deliverables by the customer

Ensuring that all costs are charged to the project
Closing project accounts
Reassigning personnel
Dealing with excess project material
MODULE 9
Reallocating project facilities, equipment and other resources
Elaborating the final project report 836

07/07/2018
1. Close Project or Phase - Introduction
Other Activities:
Collect project or phase records

Manage knowledge sharing and transfer
Identify lessons learned
Actions to transfer the project s products, services or results to the next

phase or to operations
MODULE 9
Collecting any suggestions for improving the policies and procedures
Measuring stakeholder satisfaction

838
07/07/2018
1. Close Project or Phase Tools & Techniques
Data Analysis
Regression analysis - analyzes the interrelationships between

different project variables that contributed to the project outcomes to

improve performance on future projects.
A regression analysis enables one to determine whether a relationship

exists between two variables
MODULE 9
840
07/07/2018
1. Close Project or Phase Outputs
Final Report
Provides a summary of the project performance. It can include:
Summary level description of the project or phase

Scope objectives
Quality objectives
Cost objectives
MODULE 9
Schedule objectives
Summary of the validation information for the final product, service or result
Summary of risks and they were addressed 842

07/07/2018
1. An Introduction to Agile
Definable Work vs. High-Uncertainty Work
Definable work projects have clear procedures that have proved

successful on similar projects in the past (production a car, electrical
AGILE PRACTICE GUIDE

appliance, ..etc.)
High-uncertainty projects have high rates of change, complexity and

risks. It requires subject matter experts to collaborate and solve
problems to create a solution.
MODULE 10
These characteristics present problems for traditional predictive
approaches. Instead, agile approaches were created to solve these
problems.
844
07/07/2018
The agile manifesto and mindset
12 principals flowed from these values

MODULE 10
846
07/07/2018

MODULE 10
848
07/07/2018

MODULE 10
850
07/07/2018
Kanban Method
Kanban Method may be best used for below conditions:

Flexibility team will work on the highest priority items

Focus on continuance delivery not beginning new work until work in
progress is completed
Increased productivity and quality by limiting work in progress
Increased efficiency checking every task for value added and non-value
added activities
MODULE 10
Team member focus because the work in progress is limited
Reduction in waste transparency makes waste visible so it can be
852
removed
07/07/2018
Scrum
It is single-team process framework
The framework consists of Scrum role, events, artifacts, and rules

It is run on timeboxes of 1 -4 weeks called sprints
The scrum team consists of product owner, scrum master and cross-
functional development team.
MODULE 10
854
07/07/2018
2. Life Cycle Selection
Iterative life cycle
An approach that allows feedback for unfinished work (through

prototypes or proof of concept) to improve and modify that work.

Teams may use timeboxing on a given iteration, gather insights and
then rework the activity based on these insights.
Optimized for learning rather than speed of delivery
MODULE 10
856
07/07/2018
Agile life cycle
An approach that is both iterative and incremental to refine work

items and deliver frequently.

The team expect requirements to change.
Two possible ways to achieve incremental delivery:

- Iteration-Based Agile (team works in iterations, timeboxes of equal
duration ).
MODULE 10
- Flow-Based Agile (team pulls features from the backlog based on its capacity.
Each feature may take a different amount of time to finish).
858
07/07/2018
Characteristics of project life cycles

MODULE 10
860
07/07/2018
Hybrid life cycle

MODULE 10
862
07/07/2018
Hybrid life cycle as transition strategy
Teams may not be able to switch to agile ways easily.
Transition involves adding more iterative techniques to improve

learning.
Later consider adding more incremental techniques to accelerate

value and ROI to sponsor.
MODULE 10
Try these techniques on a less risky project, then try more
complex one.
864
07/07/2018
Implementing Agile:
3. Creating an Agile Environment
Servant leadership
Servant leaders approach project work in this order:

Purpose: work with the team to define Why "or goal for the
project
People: once the purpose is defined, encourage the team to

create an environment where everyone can succeed.
MODULE 10
Process: don t plan on following the perfect agile process,
but instead look for the result.
866
07/07/2018
Implementing Agile:
Servant leadership
Servant leaders other responsibilities

Educate stakeholders
Support the team through mentoring, encouragement, and

support
MODULE 10
Help the team technical activities
Celebrate team successes,
868
Implementing Agile:
07/07/2018

MODULE 10
870
07/07/2018
Implementing Agile:
Team workspace
Companies are moving toward open, collaborative work environments
They need also to create a quite spaces for workers who need uninterrupted

time to think and work caves and common
For virtual teams, technology such as document sharing, video conferencing

help people to collaborate remotely
Techniques for managing communication in virtual teams are:
MODULE 10
Fishbawl window: setting-up long-lived video conferencing. Start the link at the
begging of the workday and close it at the end.
Remote pairing: by using virtual conferencing tools to share screens including

voice and video
872
07/07/2018
Implementing Agile:
4. Delivering in an Agile Environment
Charter the project and the team
Team charter addresses below ideas:
Team values

Working agreements what ready , done means. The use of WIP limit
Ground rules person talking in a meeting
Group norms how the team treats meeting times
MODULE 10
874
07/07/2018
Implementing Agile:
Common agile practices Backlog preparation and refinement
Backlog is the ordered list of all the work, presented in story

form for a team

Product owner produce roadmap to show the sequence of
deliverables over time
Refinement meetings (timebox 1-hour discussion midway
MODULE 10
through a 2-week iteration) used to refine enough stories so the
team understands what the stories are and how large the
stories are in related to each other.
876
07/07/2018
Implementing Agile:
Common agile practices Demonstrations/Reviews
The team demonstrates completed work items at the end of the

iteration

The product owner sees the demonstration and accepts or
declines stories.
As general guideline, demonstrate whatever the team has as working
MODULE 10
product at least once every weeks.
878
07/07/2018
Implementing Agile:
Execution practices that help teams deliver value
Technical practices (many comes from eXtreme Programming) may

help the team to deliver at their maximum speed:

Continuous integration. Perform frequent incorporation of
work into the whole and then retest.
Test at all levels. System-level testing from end-to-end.
MODULE 10
Acceptance Test-Driven Development (ATDD). The entire
team discuss the acceptance criteria then create the tests, which
allows the team to write just enough code to meet the criteria
880
07/07/2018
Implementing Agile:
Measurements in agile projects
Agile favors value-based measurements instead of predictive

measurements.

The team limits its estimation to the next few weeks at most.
To see where the project is going over time, burndown or burnup

charts are used
MODULE 10
Burndown charts represents the remaining work
Burnup charts represents the completed work

882
07/07/2018
Implementing Agile:
Measurements in agile projects

MODULE 10
884
Implementing Agile:
07/07/2018
MODULE 10
886
07/07/2018
Implementing Agile:
Measurements in agile projects EVM in Agile

MODULE 10
888

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MODULE 1

MODULE 1 - INTRODUCTION 07/07/2018

Be better prepared for learning material in PMBOK Guide 6th Edition

Know how to approach the PMP certification

Learn the project management framework, knowledge areas, context

Pass the exam? This is up to the effort exerted by each participant

Stop me and ask question any time

Coffee breaks will be in the cafeteria

The certification program includes:

PMI Agile Certified Practitioner (PMI-ACP)® certification

PMI Scheduling Professional (PMI-SP)® credential

Portfolio Management Professional (PfMG)® credential

Program Management Professional (PgMP)® credential

Project Management Professional (PMP)® credential

MODULE 1 - INTRODUCTION 07/07/2018

4 Hours / 240 Minutes

200 Questions, Multiple choice A, B, C, D

Pass score: 106/175 correct, or 60.6%

Result: PASS or FAIL

A product, service or result is unique even if the elements of the

Moving an organization from one state to another in order to achieve a

Organizations initiate projects in response to factors.

There are 4 main categories for these factors:

Satisfy stockholders requests or needs

Implement or change business or technological strategies

These factors ultimately should link to the strategic objectives of the

MODULE 1 - INTRODUCTION 07/07/2018

MODULE 1 - INTRODUCTION 07/07/2018

Portfolio - refers to a collection of projects, programs, sub-portfolios and

Programs - group of projects, sub-programs and program activities managed

There is a hierarchy of:

From an organizational perspective:

Program and project management focus on doing programs and

projects the way.

Focuses on ensuring that projects and programs are reviewed to

Similarities between Operations and Projects

Constrained by limited resources

Planned, executed and controlled

Objective of Operations is usually to sustain the business

Objective of Projects is to attain the objective and close the project

OPM is defined as a framework in which portfolio, program and

OPM helps to ensure that all levels in the organization understand

It is the series of phases that a project passes through from its

Phases can be broken down by functional or partial objectives,

project phase is a collection of logically related project activities

Different phases typically have a different duration or effort

Phase end represents a natural point to reassess the activities

Reduces uncertainty, but may eliminate options for reducing schedule

Applied as an example of the schedule compression technique called fast

Known as fully plan driven

Preferred when the product to be delivered is well understood or

Project phases (or called iterations) intentionally repeat one or more

Develop the product through a series of repeated cycles

Preferred when the organization needs to manage changing objectives

The natural grouping of ideas, decisions, and actions into product

Undertaken to launch an new product a product life cycle may have

Work performance data. Identified during activities performed to

Work performance information. Collected from various controlling

Work performance reports. The physical or electronic

A methodology is a system of practices, techniques, procedures and rules used

Specific methodology recommendations are outside the scope of PMBOK

Developed by experts within organizations

Purchased from vendors