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MindMap Gallery PMI PMBok (3rd Edition) Processes
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PMI PMBok (3rd Edition) Processes
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Edited at 2020-09-28 11:01:16
- Creative Halloween Costume Ideas
Halloween has many faces. The theme you envision should influence how you decorate the party space. Jack-o'-lanterns and friendly ghosts are more lighthearted Halloween characters. Zombies, witches, and vampires are much darker. If you want to celebrate all the fun sides of Halloween, then it’s okay to mesh the cute with the frightening. Here is a mind map which lists down the 39 Cutest Couples Halloween Costumes of 2021.
- 35 Best and Classic Halloween Movies
Halloween simply wouldn't be Halloween without the movies that go along with it. There's nothing like a movie night filled with all the greatest chainsaw-wielding, spell-binding, hair-raising flicks to get you in the spooky season spirit. So, break out the stash of extra candy, turn off all the lights, lock every last door, and settle in for the best of the best Halloween movies. Here are the 35 Halloween movies listed on the mind map based on the year of release.
- Halloween Party Ideas Mind Map
This mind map contains lots of interesting Halloween trivia, great tips for costumes and parties (including food, music, and drinks) and much more. It talks about the perfect Halloween night. Each step has been broken down into smaller steps to understand and plan better. Anybody can understand this Halloween mind map just by looking at it. It gives us full story of what is planned and how it is executed.
PMI PMBok (3rd Edition) Processes
- Creative Halloween Costume Ideas
Halloween has many faces. The theme you envision should influence how you decorate the party space. Jack-o'-lanterns and friendly ghosts are more lighthearted Halloween characters. Zombies, witches, and vampires are much darker. If you want to celebrate all the fun sides of Halloween, then it’s okay to mesh the cute with the frightening. Here is a mind map which lists down the 39 Cutest Couples Halloween Costumes of 2021.
- 35 Best and Classic Halloween Movies
Halloween simply wouldn't be Halloween without the movies that go along with it. There's nothing like a movie night filled with all the greatest chainsaw-wielding, spell-binding, hair-raising flicks to get you in the spooky season spirit. So, break out the stash of extra candy, turn off all the lights, lock every last door, and settle in for the best of the best Halloween movies. Here are the 35 Halloween movies listed on the mind map based on the year of release.
- Halloween Party Ideas Mind Map
This mind map contains lots of interesting Halloween trivia, great tips for costumes and parties (including food, music, and drinks) and much more. It talks about the perfect Halloween night. Each step has been broken down into smaller steps to understand and plan better. Anybody can understand this Halloween mind map just by looking at it. It gives us full story of what is planned and how it is executed.
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- Outline
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PMI PMBok (3rd Edition) Processes
Initiating
Develop Project Charter
Input
Enterprise EnvironmentalFactors
Culture and Structure
Standards
Infrastructure
risk tolerance
PMIS
existing human resources
DB for cost estimating
DB for risk study information
Contract
Statement of Work
Organizational Process Assets
policies
templates
guidelines
change control procedures
risk control procedures
processes
procedures
Output
Project Charter
project justification
trigger
business needs
legal requirements
technological advance
customer requests
market demand
social need
business case
current understanding of requirements
description of the new productor service
assigned PM and his authority
milestone schedule
assumptions and constraints
participation of functional orgs
Tools
Project Selection Methods
benefit measurement methods
mathematical models
Project Management Methodology
Collection of templates andprocedures that the organizationuses
PM Information System
change control / versioning
project planning
Expert Judgement
Objectives
Are we working on the right problem?
Do we want to work on this problem?
Develop preliminary projectscope statemente
Input
Enterprise Environmental Factors
Project Charter
Organizational Process Assets
Statement of Work
Output
Preliminary Project Scope Statement
objectives
requirements and characteristics
project boundaries
assumptions/constraints
initial WBS
order of magnitude cost estimate
Tools
Project Management Methodology
Project ManagementInformation System
Expert Judgement
Objectives
What are the highlevel requirements tosuccessfully deal with the customer'sneed?
How realistic are the customer'sexpectations with regard to time andcost?
Closing
Close Project
Inputs
Project Management Plan
Contract Documentation
This is relevant only if suppliers are involvedand is used to perform the contract closureprocess.
Enterprise Environmental Factors
Organizational Process Assets
Work Performance Information
Deliverables
Tools
Project Management Methodology
Project ManagementInformation System
Expert Judgement
Outputs
Administrative Closure Procedure
Actions and activities necessary to
define the stakeholder approvalrequirements
confirm that the project hasmet all requirements
verify that all deliverables havebeen provided and accepted
Validate that completion andexit criteria have been met
Contract Closure Procedure
Final Product, Service or Result
Organizational Process Assets(Updates)
Objectives
Are we ready to accept and pay forthe deliverables from oursuppliers?
Is our customer ready to acceptand pay for the project'sproduct?
Contract Closure
Inputs
Procurement Management Plan
Contract Management Plan
Contract Documentation
Contract Closure Procedure
Tools
Procurement Audits
A structured review of theprocurement processes
Seeks to identifyprocurement successesand failures
Records Management System
Outputs
Closed Contracts
The Contract Closure Process
Verifies that all work anddeliverables wereacceptable
Updates records to reflectthe final results
Archives such informationfor future use
In multiphase contracts mayclose only a phase of theproject
Unresolved claims may besubject to litigation after contractclosure
Early termination
A special case of contract closure
Can result from
A mutual agreement ofthe parties
The default of one of the parties
The rights and responsibilities of theparties are contained in a terminationsclause of the contract
The buyer provides the seller with aformal written notice that the contracthas been completed
Organizational ProcessAssets (Updates)
Contract File
Deliverable acceptance
Lessons learned documentation
Objectives
How should we manage theconclusion of the supplier'swork?
Executing
Direct and Manage Project Execution
Inputs
Project Management Plan
Approved Corrective Actions
Documented, authorized directions tobring future performance intoconformance with the projectmanagement plan
Plan to deal with a problem
Approved Preventive Actions
directions that reduce theprobability of risks
Plan to mitigate a risk
Approved Change Requests
authorized changes to projectscope, policies, procedures,PMP, schedule, cost orbudget
Approved Defect Repair
request for a correction of adefect found during qualityinspection
Validated Defect Repair
notification that reinspectedrepaired items have been acceptedor rejected
Administrative Closure Procedure
documents activities, interactions, roles andresponsibilities need in executing theadministrative closure of the project
Tools
Project Management Methodology
defines a process that aids the projectteam in executing the projectmanagement plan
Defines project managementgroups, their processes andthe related control functions
Project ManagementInformation System
Outputs
Deliverables
Any unique and verifiable product, result or capabilityto perform a service that is identified in the PMP andmust be produced and provided to complete theproject
Requested Changes
Implemented Change Requests
Implemented Corrective Actions
Implemented Preventive Actions
Implemented Defect Repair
Work Performance Information
Objectives
How do I correctly andappropriately implement my projectplan?
Perfom Quality Assurance
Inputs
Quality Management Plan
Quality Metrics
Process Improvement Plan
Work Performance Information
Approved Change Requests
Quality Control Measurements
Implemented Change Requests
Implemented Corrective Actions
Implemented Defect Repair
Implemented Preventive Actions
Tools
Quality Planning Tools and Techniques
Quality Audits
Process Analysis
Quality Control Tools and Techniques
Outputs
Requested Changes
Recommented Corrective Actions
Organization Process Assets (Updates)
Quality Standards
Project Management Plan (Updates)
Quality Management Plan
Schedule Management Plan
Cost Management Plan
Objectives
How can we be sure that we are reallyexecuting our quality managementplan?
Aquire Project Team
Inputs
Enterprise Environmental Factors
Characteristics to consider
Availability
Ability
Experience
Interests
Are the people interested inworking on this project?
Costs
Organizational Process Assets
Roles and Responsibilities
define the position, skills andcompetencies that the projectrequires
Project Organization Charts
provide an overview regarding thenumber of people required by theproject
Staffing Management Plan
identifies the time period eachteam member will be needed
Tools
PreAssignment
Team members are known in advance
Specific people were promisedas part of a competitiveproposal
The project is dependant on theexpertise of particular persons
Some staff assignments aredefined within the projectcharter
Negotiation
functional managers
Goal is that competent peopleare assigned in the requiredtime frame
Acquisition
required services can beaquired from outside sources
Virtual Teams
Group of people with a shared goalwho spend little or no facetofacetime
Outputs
Project Staff Assignments
Documentation can include
a project team directory
Memos to team members
Names inserted into other partsof the PMP
Assignment often documented in theResponsibility Assignment Matrix(RAM)
Asignment loading shownthrough a resource histogram
Resource Availability
documents the availabilityperiod of each team member
requires understanding of
schedule conflicts
vacation time
commitments to other projects
Staffing Management Plan (Updates)
Objectives
How can we get the right peopleworking on the project?
Develop Project Team
Inputs
Project Staff Assignments
identifies the specific peoplethat will be involved
missing in PMBok according to Roger:
Personal and professional goals
Interests and abilitities
Personal strengths and weaknesses
Past experience with other teammembers
Degree of fit with the PM'smanagement style
Staffing Management Plan
identifies training strategies
rewards and feedback
disciplinary action
Resource Availability
identifies times that project team memberscan participate in team developmentactivities
Tools
General Management Skills
Version 4 calls this Tool"Interpersonal Skill"
soft skill
understanding sentiemtns ofteam members
anticipate their actions
goal: Reduce problems andincrease interaction
Training
all activities designed to enhance thecompetencies of the project teammembers
can be formal
Classroom
Online
CBT
Mentoring
transferring knowledge fromone person to another
Coaching
helping individuals use skillsthey already have
etc.
can be informal
Observation
Conversations
TeamBuilding Activities
Objectives
Help individual team memberswork together effectively
Improve skills
Improve feelings of trust andcohesiveness
Early involvement of teammembers desirable
Should take place throughoutthe project life cycle
One of the most important skills in developinga team environment involves handling teamproblems and discussing them in the team
Bruce Tuckman: Model of TeamDevelopment
Forming
Lead directs
The Team's objectives are unclear
Individual roles andresponsibilities are unclear
Storming
Leader coaches
Clarity of purpose increases butuncertainties persist
Power struggles and emotional issues
Norming
Leader facilitates and enables
Big decisions are made by groupagreement
Some fun and social activities
Discussion and development ofprocesses and working style
Performing
Leader delegates and oversees
Teams makes most decisionsusing agreed criteria
High degree of autonomy
Disagreements generallyresolved within the teampositively
Efficient and productive
Adjourning
Breakup of the group
Members prepared to move onto new things with positivefeelings
May be need for mourning and farewell
Ground Rules
establish clear expectationsregarding expectable behaviour
CoLocation
Placing many or all of the most activeteam members in the same physicallocation
A meeting room, sometimescalled a "war room"
Inconsistent with virtual teams
Can be temporary
Recognition and Rewards
Award decisions are madethrough project performanceappraisals
Cultural differences should beconsidered
team rewards vs. individual rewards
Only desirable behaviour shouldbe rewarded
Needing to work overtime as the resultof poor planning should not berewarded
WinLose rewards that only a limited numberof team members can achieve may hurt teamcohesiveness
Rewarding behaviour thateveryone can achieve tends toimprove support among teammembers
Elton Mayo: The Hawthorne Effect
Conclusion of study was that attention toemployees, not work conditions, has thedominant effect on productivity
Frederick Herzberg: Hygiene Factors
Hygiene Factors do not createsatisfaction, but without them there isdissatisfaction
Policies
Supervision
Working conditions
Salary, status and security
Motivators generate motivations bysatisfying esteem and growthneeds
Achievement
Recognition for Achievement
Interest in the task
Responsibility for enlarged task
Growth and advancement tohigher level tasks
Outputs
Team Performance Assessment
An informal or formal assessment ofthe teams effectiveness on theproject
Can include indicators such as
Improvement in skills that allow a personto perform assigned skills moreeffectively
Improvement in competencies andsentiments that help the team perform betteras a group
Reduced staff turnover rate
Objectives
How do we move from a groupof people to a team?
Information Distribution
Inputs
Communications Management Plan
Tools
Communications Skills
Sender: Make the informationclear and complete
Receiver: Confirm that it isproperly understood by activefeedback
Dimensions
Written and oral, sending and receiving
Internal (within the project) andexternal (customer, media, thepublic)
Formal (reports, briefings) andinformal (memos, ad hocconversations)
vertical (up and down theorganization) and hizontal (withpeers)
Key skills for Project Managers
Effective writing style
Effective use of email
Use subject lines informatively
Send a separate email on each subject
Make the purpose of the emailclear in the first paragraph
categories
call to action
for information only
clear an concise writing
Good presentation preparationand delivery techniques
Keep it simple
Give audience headlines and aroadmap
limit content of each slide to
a few bullet points
one statement
Understanding the role of bodylanguage
Effective meeting management
Dealing constructively with conflict
Information Gathering andRetrieval System
Electronic databases
Manual filing systems
Repository for technicaldocumentation
Project management software
Information Distribution Methods
Lessons Learned Process
Update of the lessons learneddatabase
Input to knowledgemanagement system
Updated corporate policies,procedures and processes
Improved business skills
Overall product and serviceimprovements
Updates to the risk management plan
Outputs
Organizational Process Assets(Updates)
Lessons learned documentations
Project records
Project reports
Project presentations
Feedback from stakeholders
Stakeholder notifications
Requested Changes
Objectives
How should we gather andorganize all the projectinformation?
Request Seller Responses
Inputs
Organizational Process Assets
list or files with info on qualifiedbidders
contain relevant past experience
Procurement Management Plan
Procurement Documents
Tools
Bidder Conference
meeting with prospective sellersprior to preparing bids orproposals
Ensure that all prospective sellers have aclear and common understanding ofprocurement
Responses to questions can beincorporated into procurement documentsas amendment
Advertising
list of sellers can be expanded by placingadvertisements into newspapers on professionaljournals
Most government jurisdictionsrequire public advertising ofprocurements
Develop Qualified Seller List
Outputs
Qualified Sellers List
List of sellers asked to submit aproposal or quotation
Procurement Document Package
base upon which sellers prepare bid
Proposals
Constitutes a formal and legal offer
sometimes seller is requested tosupplement proposal by oralpresentation
describe the sellers ability and willingnessto provide the requested products orservices
Objectives
How do we support sellers inproviding us with useful offers?
Select Sellers
Inputs
Organizational Process Assets
formal policies that affect theevaluation of proposals
Procurement Management Plan
Evaluation Criteria
Procurement Document Package
Proposals
Qualified Sellers List
Project Management Plan
Tools
Weighting System
a method of minimizingpersonal prejudice
a numerical weight is assignedto each criteria
proposals are weighted on eachcriterion
rating is multiplied by weight
results are summed up tocompute a score
Independent Estimates
prepared as a check onproposed pricing
done by someone familiar with the needs ofthe project, but no interest in being theseller
sometimes referred to as a"shouldcost" estimate
Deviations do not necessarily meanthe prospective seller isincompetent
the contract SOW was not adequate
request may be misunderstood
he inadvertently did not respondfully to the SOW
the marketplace changed
Screening System
used to filter out inadequate proposals
establihing minimum requirementsof performance for one or morecriteria
May also use a weightingsystem or independentestimates
Generally used to eliminate clearlyinadequate proposals without doing acomplete evaluation
Contract Negotiation
Clarifies the structure andrequirements of the contract
Come to a mutual agreementwith regard to all contractitems
May be an independent processwith inputs and outputs
If the buyer is a large organization, the termsand conditions may be fixed andnonnegotiable ("BoilerPlate")
The project manager man not be thelead negotiator, but should bepresent
Seller Ratings System
Provides an assessment ofoverall reliability of the seller
Used together with the screening systemfor an initial evaluation of prospectivesellers
Include seller's
past performance
Quality ratings
Delivery Performance
Past Contracual Compliance
If selected, performance infoused to update the system
Expert Judgement
Proposal Evaluation Techniques
Price or cost as the primarydeterminant
appropriate for offtheshelf items
Risk that the seller cannot provide theproducts, services or results in a timelymanner may impact realized cost
Proposals
Often separated into technical("approach") and commercial ("Price")sections
Each section evaluated separately
Multiple sources may be required
Outputs
Selected Sellers
offers judged to be acceptable
negotiated an acceptable draft contract
Contract
aka
Agreement
Subcontract
Purchase Order
Includes
Terms and conditions
Seller's proposal
any other documentation that the buyer isrelying upon to establish what the seller is toperform or provide
is a mutually binding legal agreement
usually in writing, but does nothave to be
Signing authority
Usually carefully defined in thepolicies and procedures of theorg
Individuals having the authority to contractuallybind the organization are said to have been"delegated procurement authority"
Contract Management Plan
a plan to administer the contract
based upon specific buyerspecifieditems within thecontract
Documentation
Delivery
Performance Requirements
Resource Availability
Procurement Management Plan(Updates)
Requested Changes
Objectives
How do we select the best offer?
Monitoring and Controlling
Monitor and Control Project Work
Inputs
Project Management Plan
Work Performance Information
Rejected Change Requests
Tools
Project Management Methodology
Project ManagementInformation System
Used to monitor and control theexecution of activities
Used to create new forecasts
Earned Value Technique
measures performance of the project
provides a means to forecastfuture performance
Expert Judgement
Outputs
Recommended Corrective Action
Recommended Preventive Actions
Forecasts
Recommended Defect Repairs
Recommended Changes
Objectives
How am I doing compared to my plan?
Where will I end up with regardto deliverables, time and cost?
Integrated Change Control
Inputs
Project Management Plan
Requested Changes
Work Performance Information
Recommended Corrective Actions
Recommended Preventive Actions
Recommended Defect Repair
Deliverables
Tools
Project Management Methodology
Project ManagementInformation System
Expert Judgement
Outputs
Approved Change Requests
Rejected Change Requests
Project Management Plan (Updates)
Project Scope Statement (Updates)
Approved Corrective Actions
Approved Preventive Actions
Approved Defect Repair
Validated Defect Repair
Delivarables
Objectives
Do the benefits of the proposedchange justify its cost?
Is the recommended action the best solutionwhen every aspect of the project isconsidered?
Scope Verification
Inputs
Project Scope Statement
WBS Dictionary
Project Scope Management Plan
Deliverables
Tools
Inspection
Includes
measuring
examining
verifying requirements andaccemptance criteria aresatisfied
Outputs
accepted deliverables
includes
Reviewing to ensure that each iscompleted
obtaining the stakeholdersformal acceptance
doing documentation
deliverables that have been accepted
reasons for nonacceptance if relevant
Level and extent of completionif project is terminated early
requested changes
Recommended Corrective Actions
Objectives
How can we get the customer to accept(and pay for) the completeddeliverables?
How will we deal with anynonacceptance issues?
Scope Control
Inputs
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Scope Management Plan
Performance Reports
Approved Change Requests
Work Performance Information
Provide info on work performancesuch as completed interimdeliverables
Tools
Change Control System
defines the procedure bywhich the scope can bechanged
includes
documentation
tracking system
approval levels necessary forauthorizing changes
Objectives
Influencing the factors thatcreate project scope changes
controlling the impact of thosechanges
assuring that all changes andcorrective actions are properlyprocessed
Managing the actual changeswhen they occur
Elements
Procedures by which the scopecan be changed
Request, evaluation andapproval templates
Tracking system procedures
Approval levels necessary forauthorizing changes
Integration with IntegratedChange Control
Integration with PMIS
Variance Analysis
using performance measurementto assess the magnitude ofvariation
determining the cause ofvariance relative to thescope baseline
Deciding whether correctiveaction is required
Replanning
approved change requests mayrequire modifications to
the WBS
the project scope statement
the project scope management plan
other components of the PMP
Configuration Management System
definition
submit changes
track changes
determine authorization levels
includes the change control system
collection of procedures
identify and document thecharacteristics of a product
control changes to such characteristics
record and report each changeand its implementation status
support the audit of the productsto verify conformance torequirements
Mein Verständnis
CMS enthält Regeln für den Zugang zuDokumenten, wie mit Änderungen anProdukten umzugehen ist (z.B.Dokumentation, Freigabe), wieVersionsstände dokumentiert werden
CCS ist eine Teilmenge des CMS und enthältdie Prozeduren zur Durchführung vonChanges.
Outputs
Project Scope Statement (updates)
Work Breakdown Structure (Updates)
WBS Dictionary (Updates)
Scope Baseline (Updates)
Requested Changes (Updates)
Recommended CorrectiveActions (Updates)
Organizational Process Assets(Updates)
Project Management Plan (Updates)
Objectives
How can we determine if the costs of aproposed change can be justified by itsbenefits?
How can we ensure that ourchange control process is beingfollowed?
Schedule Control
Inputs
Schedule Management Plan
Establish how the schedule willbe controlled
Schedule Baseline
provides the asplanned information
Performance Reports
provides actual performanceinformation
Approved Change Requests
change requests are used toupdate the schedule
Tools
Progress Reporting
Activities which have started
Activities in progress
percentcomplete
Activities which have finished
Schedule Change Control System
defines the procedures bywhich the schedule can bechanged
it includes the paperwork,tracking system and approvallevels
Performance Measurement
magnitude of schedule variation measured bySchedule Performance Index or ScheduleVariance
An important part is to decide ifcorrective actions are required
delay on critical path mayrequire corrective action
delay of activity not on criticalpath may not require correctiveaction
Project Management Software
provides the ability to trackplanned dates vs. actual dates
helps in forecasting the effectof schedule changes
Variance Analysis
compare planned scheduledates with actual/forecast datesto detect deviations
Schedule Comparison Bar Charts
Outputs
Schedule Model Data (Updates)
Schedule Baseline (Updates)
Performance Measurements
calculate
schedule variance (SV)
schedule performance index (SPI)
document them
communicate them to stakeholders
Requested Changes
Recommended Corrective Actions
Organizational Process Assets(Updates)
lessons learned to document thecause of variations
Activity List (Updates)
Activity Attributes (Updates)
Project Scope Management Plan(Updates)
Objectives
How can I detect changes frommy schedule baseline?
If I have a choice on spending more time,how can I ensure that the benefits exceed thecost?
Cost Control
Inputs
Cost Baseline
Project Funding Requirements
Performance Reports
Work Performance Information
completed deliverables
activities in progress
percent complete
activities not started yet
costs incurred
Approved Change Requests
may affect costs
Project Management Plan
Tools
Costs Change Control System
defines the procedures by whichthe cost baseline may bechanged
includes
forms
documentation
tracking system
approval levels necessary forauthorizing changes
Performance Measurement Analysis
Earned Value Technique
compares
earned
value of work performed
planned
cost of work scheduled
actual
actual cost of work performed
Key Values
planned values (PV)
earned value (EV)
actual cost (AC)
estimate to complete (ETC)
estimate at completion (EAC)
Measures
cost variance (CV)
EV AC
schedule variance (SV)
EV PV
Indicators
cost performance index CPI
less than 1: cost overrun
more than 1: cost underrun
CPI = EV / AC
schedule performance index SPI
less than 1: behind schedule
more than 1: ahead of schedule
SPI: EV / PV
used to predict completion date
Forecasting
make predictions based on infoavailable at the time of theprediction
Budget at completion (BAC)
BAC=total planned value at completion
Estimated to Complete (ETC)
calculate ETC based on a new estimate
estimate the work remaining
done by performing organization
more accurate than calculationbased on EVT
calculate ETC based on earnedvalue data
atypical variance
ETC = (BAC EV)
typical variance
ETC = (BAC EV)/CPI
Estimated at Completion (EAC)
calculate EAC based on a new estimate
EAC = AC + ETC
calculate EAC based on earnedvalue data
EAC using remaining budget
EAC = AC + (BAC EV)
EAC using CPI
EAC = AC + (BAC EV) / CPI
Project Performance Reviews
Meetings held to assess coststatus or progress
Performance Reporting Techniques
Variance Analysis
compare actual performance toplanned performance
variances in cost and scheduleare most frequently analyzed,but variances in scope,resource, quality and risk areof equal importance
Trend Analysis
examine project performance over time todetermine if performance is improving ordeteriorating
Earned Value Technique
compares planned performanceto actual performance
Project Management Software
spreadsheet to monitor PV vs AC
Variance Management
Cost Management Plan describeshow cost variances will bemanaged
For example, differentresponses to major or minorproblems
Amount of variance tends todecrease as more work isaccomplished
Outputs
Cost Estimates (Updates)
Cost Baseline (Updates)
Performance Measurements
Forecasted Completion
Requested Changes
Recommended Corrective Actions
Organizational Process Assets(Updates)
Lessons Learned
Project Management Plan (Updates)
Objectives
How do I Recognize andManage Cost Variances in myProject?
How can I ensure that changes to mycost baseline are justified by thebenefits?
Perform Quality Control
Inputs
Quality Management Plan
Quality Metrics
Quality Checklists
Organizational Process Assets
Work Performance Information
technical performance measures
deliverables completion status
implementation of requiredcorrective action
Approved Change Requests
may include
revised work methods
revised schedules
need to verify timely correctimplementation of approvedchanges
Deliverables
Tools
Cause and Effect Diagram
aka
Ishikawa diagrams
fishbone diagrams
shows causeeffect chain
Control Charts
Used to determine whether ornot a process is stable
Illustrates how a processbehaves over time
Can be used to assess whether the applicationof process changes resulted in the desiredimprovements
The upper control limit and the lowercontrol limit are usually set at +/ 3sigma
Can be used for both projectand product life cycle processes
Flowcharting
helps to analyze how problems occur
flowchart is a graphicalrepresentation of theprocess
Histogram
bar chart showing adistribution of variables
each column represents an attribute
the height of the column representsthe relative frequency of thecharacteristic
Pareto Charts
histogram, ordered byfrequency of occurence
used to guide corrective action: fix theproblems that are causing the greatest numberof defect first
Related to Pareto's Law (80/20 rule)
Run Chart
a line graph showing data pointsplotted in the order in which theyoccur
shows trends in a process over time
used to perform trend analysisto forecast future outcome
Scatter Diagram
correlation of two values
shows the pattern ofrelationship between twovariables
Statistical Sampling
choose a part of a populationfor inspection
Inspection
Examination of the work product todetermine whether it conforms tostandards
Generally includes measurements
also called
Reviews
Peer Reviews
Audits
Walkthroughs
Defect Repair Review
action taken to ensure that product defectsare repaired and brought into compliance withrequirements or specifications
Outputs
Quality Control Measurements
Results of the application of thevarious tools and techniques
Validated Defect Repair
Quality Baseline (Updates)
Recommended Corrective Action
Recommended Preventive Actions
Requested Changes
Recommended Defect Repair
Organization Process Assets (Updates)
completed checklists
lessons learned documentation
causes of variances
reasoning behind the correctiveaction chosen
Validated Deliverables
Project Management Plan (Updates)
Objectives
How will we ensure that we candeliver what we promised?
Manage Project Team
Input
Organizational Process Assets
Utilize Organization's Systemfor Rewarding Employees
Recognition Dinners
Certificates of appreciation
Newsletters
Bulletin Boards
Web Sites
Bonus Structures
Corporate apparel
Project Staff Assignments
provide a list of project teammembers to be evaluated
Roles and Responsibilities
Project Organization Charts
provide a picture of thereporting relationships
Staffing Management Plan
lists the time periods that teammembers are expected to work on theproject
Team Performance Assessment
Work Performance Information
provides key input with regardto project objectives
Observation and conversationprovides really useful data
Performance Reports
Tools
Observation and Conversation
Tracking team member performance
Providing feedback
Resolving issues
Coordinating changes toenhance performance
Project Performance Appraisals
Objectives
Clarification of roles andresponsibilities
Structured time to ensurepositive feedback
Discovery of unknown orunresolved issues
Development of individualtraining plans
Establishment of specific future goals
Need depends on
length of the project
complexity of the project
organizational policies
labor contract requirements
amount and quality of regularcommunication
Provided by
people who supervise project work
people who interact withproject team members
superiors
peers
subordinates
Conflict Management
most frequent sources of conflict
scarce resources
technical options
scheduling priorities
questions to think about
sources of conflict
benefits of successful conflictresolution
consequences of unsuccessfulconflict resolution
reduce amount of conflict by
ground rules
group norms
communication planning
role definition
Thomas Killman Conflict Model
Not cooperative, not assertive
avoid
cooperative, not assertive
accomodate
not cooperative, assertive
compete
cooperative, assertive
collaborate
compromising
facilitation
a process to help a group manage theinevitable confusion and frustration associatedwith trying to integrate different views andapproaches
guideline to succesfull conflictresolution
Listen with empathy
see the conflict from the other'sperson point of view
Don't be in a hurry to speak
Listen carefully
remain flexible
clarify feelings
use "I" statements
Issue Log
Documents who is responsiblefor a specific issue
Target Date
Track progress
Document completion andlessons learned
Outputs
Requested Changes
Recommended Corrective Actions
Staffing changes
Additional training
Disciplinary actions
Moving people to differentassignments
Outsourcing some work
Replacing team members
Give out recognition and rewards
Recommended Preventive Actions
Providing crosstraining(mitigate team memberabsences)
Additional role clarification
added personal time
Organization Process Assets (Updates)
input to organizationalperformance appraisals
lessons learned documentation
possible templates
ground rules, conflictmanagement techniques,recognition events
procedures for virtual teams,colocation, negotiation, training, teambuilding
Project Management Plan (Updates)
Objectives
How do we deal with issues thatinterfere with team cohesiveness andproductivity?
Performance Reporting
Inputs
Work Performance Information
completion status of the deliverables
Performance Measurements
Forecasted Completion
Quality Control Measurements
Project Management Plan
Performance measurementbaseline, against which execution iscompared
an approved plan for the project work
integrates scope, schedule, costparameters of a project
may also include technical andquality parameters
Approved Change Requests
Deliverables
Tools
Information Presentation Tools
Table Reporting Software (Excel)
Mapping Software (MindManager)
Presentation Software (PowerPoint)
Graphics Software (Visio)
Performance Information,Gathering and Compilation
manual filing systems
electronic databases
project management software
engineering drawings
design specifications
test plans
Status Review Meetings
regularly scheduled events toexchange information about theproject
Held at various frequencies andon different levels
look back one cycle andforward three cycles
Time Reporting Systems
represents an overhead cost
make as simple as possibleconsistent with adequate projectcontrol
align reporting units with theway the work will actually bedone
Time spent is just history andis a poor forecast tool
Cost Reporting Systems
often provided outsideproject team control
May not be timely enough or in aform that is useful for projectcontrol
may be unnecessary if most ofthe project cost is for humanresources
Outputs
Performance Reports
Organize and summarize theperformance data
the collection of all baseline data
the distribution of performanceinfo to stakeholders
Present the results of anyanalysis relative to the baseline
variance analysis
cost and schedule
scope
resource utilization
quality
risk
procurement status
trend analysis
Should be tailored to the needs of theindividual stakeholders to show the status ofproject activities being performed.
schedule progress showingstatus information
deliverable completed andthose not completed yet
Costs authorized and incurred
Extents to which qualitystandards are being met
Resource utilization detail
Common formats
Bar charts
Scurves
Histograms
Tables
Forecasts
Requested Changes
Recommended Corrective Actions
Organizational Process Assets(Updates)
Objectives
How are we doing on theproject releative to our baselineplans?
What will our final project costand timing be?
Manage Stakeholders
Inputs
Communications Management Plan
needs and expectations ofstakeholders are identifiedand analyzed anddocumented in thecommunicationsmanagement plan
Organization Process Assets
templates
project org charts
position descriptions
project performance appraisals
standard conflict managementapproach
checklists
common project roles andresponsibilities
typical competencies
training competencies
team ground rules
safety considerations
compliance issues
reward ideas
Tools
Communications Methods
successful communications is when sender andreceiver reach a common understanding ofboth information and perspective
Sender
Message
Channel or Medium
Receiver
Feedback
Context
Issue Logs
used to document and monitorthe resolution of issues
issues are any point or matter
which is unclear
that is under discussion
whose implications orconclusions are disputed
the resolution of which ismaterial to the success of theproject
an issue must be stated in a way that itis clear what is required for itsresolution
an owner is assigned
a target date is established for closure
documents closure details
Outputs
Resolved Issues
Approved Change Requests
Approved Corrective Actions
Organizational Process Assets(Updates)
Project Management Plan (Updates)
Objectives
Risk Monitoring and Control
Inputs
Risk Management Plan
Risk Register
Approved Change Requests
Can generate risks
Changes exposure toidentified risks
Work Performance Information
Performance Reports
Tools
Risk Reassessment
Identification of new risks
for example by checking ifproject assumptions are stillvalid
Reassessment of identified risks
Should be regularly scheduled as anagenda item at project team statusmeetings
Risk Audits
Examine and documentthe effectiveness of
Risk responses in dealing withidentified risks and their rootcauses
The risk management process
Variance and Trend Analysis
TechnicalPerformanceMeasurement
compares technicalperformance againstperformance baseline
Deviations can identify risksto achieving the project'sscope
Reserve Analysis
Compares the amount of thecontingency reserves remaining to theamount of risk remaining
Determine if the reserve isadequate
Status Meetings
Outputs
Risk Register (Updates)
Outcomes of
Risk reassessments
Risk audits
Periodic Risk Reviews
Requested Changes
Imlementing contingency plans orworkarounds may change riskexposure
May result in changes torisk response
Changes should be reviewdthrough Integrated ChangeControl
Recommended CorrectiveActions
Recommended PreventiveActions
Organizational Process Assets
Templates for the riskmanagement plan
Probability and impact matrix
Risk register
Lessons learned
Data on the actual costsand durations of projectactivities
Project Management Plan(Updates)
Objectives
How can we ensure that ourrisk plan is beingimplemented?
What do we need to keepour risk plan current?
Contract Administration
Inputs
Contract
Contract Management Plan
Selected Sellers
Performance Reports
Sellerdeveloped technicaldocumentation
Other deliverables information
Seller performance reports
Approved Change Requests
Contract terms and conditions
Statement of work
Pricing
Description of the products,services or results to beprovided
Work Performance Information
Extent to which qualitystandards are being met
What costs have beenincurred or committed
Seller invoices
Which deliverables havebeen completed
Tools
Contract Change Control System
Defines the process bywhich the contract can bechanged
Includes
Paperwork
Tracking system
Dispute resolution procedures
Approval levels necessaryfor authorizing changes
Integrated with the projectIntegrated Change ControlSystem
BuyerConductedPerformance Review
A structured review of the seller's progress todeliver project scope and quality, within costand on schedule, as compared to thecontract
May include
a review of sellerprepareddocumentation
a review of buyer inspections
Quality audits conductedduring seller's execution ofthe work
Objective is to identify
Performance successes orfailures
Progress with respect tothe contract statement ofwork
Contract noncompliance
Inspections and Audits
Used to identify any weaknesses inthe seller's work processes ordeliverables
May include buyerprocurement personnel
Performance Reporting
Payment System
Usually handled by theaccounts payable system ofthe buyer
Large projects may haveits own payment system
Includes appropriate reviews andapprovals by the project managementteam
Payments are made inaccordance with the terms ofcontract
Claims Administration
Types of claims
Contested Changes
Buyer and seller agree that there issome change but cannot aree on thecompensation for the change
called
Claims
Disputes
Appeals
Constructive Changes
Buyer and seller cannot agreethat a change has evenoccurred
Handled as specified in thecontract
Mediation
Identify sources ofmiscommunication
Translate across style andpreference differences
Provide safe soundingboard for new ideas
Usually minimal involvementin actual substance ofdispute
Arbitration
Parties agree on knowledgeableexpert with no interest inoutcome
Arbitrator listens toarguments of both sides
Decides fair and equitableresolution
May be either binding ornonbinding
Litigation
Both parties retain lawyers
formal legal process with orwithout a jury
Judge renders decision
Decision may be appealed
Legal support in collectingjudgement
Very slow and expensive
May be invoked prior to orafter contract closure
Records Management System
a specific set of
Processes
Related control functions
Automation tools used to managecontract documentation andrecords
Maintains an index of contractdocuments andcorrespondence
Assists with retrieving andarchiving documentation
Information Technology
Outputs
Contract Documentation
Contract
Supporting Schedules
Requestedunapproved contractchanges
Approved Change Requests
Any seller developedtechnical documentation
Deliverables
Seller Performance Reports
Warranties
Financial Documents
The result of contractrelated inspections
Any other workperformance information
Requested Changes
Recommended CorrectiveActions
Organization Process Assets
Correspondence with seller
Warnings of unsatisfactoryperformance
Requests for contractchanges or clarifications
Results of buyer audits
Results of inspections
Actions taken
Decisions made
Payment schedule and requests
Seller performanceevaluation documentation
Project ManagementPlan (Updates)
Objectives
How do we managesupplier performance?
Planning
Develop Project Management Plan
Input
Preliminary Project Scope Statement
Project Management Processes
Enterprise Environmental Factors
Organizational Process Assets
Output
Project Management Plan
definition
collection of outputs of theplanning processes
defines how the project isexecuted, monitored/controlledand closed
contains 9 plans
Project Scope Management Plan
Schedule Management Plan
select
scheduling methodology
examples
critical path method
critical chain method
scheduling tool
sets the formats
establishes criteria for developingand controlling the projectschedule
Cost Management Plan
sets the format
establishes criteria for planning,structuring, estimating,budgeting and controlling costs
documents
cost management processes
cost management tools and techniques
example
level of accuracy
unit of measure
organizational procedure links
control thresholds
rules of performance measurement
reporting formats
process descriptions
estimate costs
determine budget
control costs
Quality Management Plan
Process Improving Plan
Staffing Management Plan
Risk Management Plan
Procurement Management Plan
Communication Management Plan
further 6 components (mayhave more than 6)
milestone list
resource calendar
schedule baseline
cost baseline
quality baseline
risk register
Tools
Project Management Methods
Project ManagementInformation System
Expert Judgement
Objectives
How can we best and mosteffectively achieve projectobjectives?
Are all aspects of the planconsistent and comprehensive?
Scope Planning
Input
Enterprise Environmental Factors
Organizational Process Assets
Preliminary Scope Statement
Project Management Plan
Project Charter
Output
Project Scope Management Plan
describing how the team willprepare the detailed scopestatement
describe how the WBS will be created
describe how the finaldeliverables will be verified andaccepted
describe how change requests tothe scope statement will beprocessed
Tools
Expert Judgement
Templates, Forms and Standards
Objectives
How can I best determine the requirementsand specifications necessary to satisfy theobjectives of this project?
How do I best use the availableresources to accomplish this?
Scope Definition
Input
Organizational Process Assets
Project Charter
Preliminary Scope Statement
Scope Management Plan
Approved Change Requests
Output
Project Scope Statement
Requested Changes
Scope Management Plan (Updates)
Tools
Product Analysis
Alternatives Identification
Stakeholder Analysis
Objectives
What exactly will the customer get?
What characteristics must theproduct have if the customer is to besatisfied?
Create WBS
Input
Organizational Process Assets
Scope Management Plan
Approved Change Requests
Project Scope Management Plan
Output
Project Scope Statements (Updates)
Work Breakdown Structure
caveat
Don't confuse with otherbreakdown structures!(OrganizationalBreakdown Structure,Risk BreakdownStructure, Bill ofMaterials, ResourceBreakdown Structure)
WBS Dictionary
detailed description ofcomponents in the WBS
Scope Baseline
Definition
detailed scope statement, WBSand WBS dictionary
Scope Management Plan (updates)
Requested Changes
Tools
Work Breakdown Structure Template
Decomposition
Objectives
What project level deliverableswill be required?
How exactly will the work be done?
Activity Definition
Input
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Management Plan
Output
Activity List
Definition
all schedule activities that areplanned to be performed
includes an activity identifierand a description in sufficientdetail to ensure that teammembers understand whatneeds to be done.
Caveat
The activity list is not part of the WBS
The Activity List is a componentof the PMP
Activity Attributes
Milestone List
Definition
a milestone is a significant pointor event in the project
a milestone may be mandatory(required by the contract) or optional(based upon project requirements)
the milestone list is acomponent of the PMP
Requested Changes
Tools
Decomposition
Templates
Rolling Wave Planning
Definition
A form of progressiveelaboration planning
work to be performed in the nearfuture is planned at a low level of theWBS
work in the far future isplanned at a higher level of theWBS
Planning Component
Definition
leaf in the WBS that is notdetailed enough for furtherplanning
Type 1: "Control Account". WBS node isdetailed enough to associate with a controlaccount
Type 2: "Planning Package". WBS node that ismore detailed that a Control Account, but notdetailed enough to derive schedule activities.
Objectives
What work needs to be done toproduce the specifieddeliverables?
Activity Sequencing
Input
Project Scope Statement
Activity List
Milestone List
Activity Attributes
Approved Change Requests
Output
Project Schedule Network Diagram
Definition
displays schedule activities andtheir dependencies
Activity List (updates)
Activity Attributes (updates)
Approved Change Requests
Tools
Precedence DiagrammingMethod (PDM)
Definition
Rectangles represent activities
arrows represent dependencies
aka
"activity on nodes" (AON)
types of dependencies
finishtostart
initiation of successor dependson completion of predecessor
most commonly used
finishtofinish
completion of successordepends on completion orpredecessor
starttostart
initiation of successor dependson initiation of predecessor
starttofinish
completion of successordepends on initiation ofpredecessor
rarely used
Arrow Diagramming Method (ADM)
Definition
arrows represent activities
nodes represent dependencies
uses only finishtostart dependencies
may require the use of dummyactivities
aka
"activity on arrows" (AOA)
Schedule Network Templates
Dependency Determination
mandatory dependencies
inherent in the nature of thework being done
discretionary dependencies
based on logic of best practices
discretionary = frei verfügbar,nach ermessen
other acceptable sequencesmay be available
external dependencies
depending on nonproject activity
Applying leads and lags
lead
lead of 15 days: successor starts 15days before completion of predecessor
allows acceleration of thesuccessor activity
lag
lag of 10 days: successor starts 10days after completion ofpredecessor
lag of 10 days: successor starts 10days after completion ofpredecessor
example: allow for concrete tocure befor next step is started
Objectives
In what sequence must theactivities be conducted?
Activity Resource Estimating
Input
Enterprise Environmental Factors
Organizational Process Assets
Activity List
Activity Attributes
Resource Availability
info on which resources are available
Project Management Plan
Output
Activity Resource Requirements
description of types andquantities of resourcesfor each activity in awork package
contains
basis of estimate
assumptions
basis of estimates
availability
quantities required
Activity Attributes (Updates)
added
types
types
quantities
quantities
Resource Breakdown Structure
Resource Calendar (Updates)
documents
working days
nonworking days
resource availability period
Requested Changes
Tools
Expert Judgement
Alternatives Analysis
Published Estimating Data
e.g. production rates and unit costs
Project Management Software
Bottomup Estimating
decompose activity into more detail
decompose activity into more detail
aggregate estimates into a total
Objectives
what resources (people, material,equipment) are needed and in whatquantity?
Activity Duration Estimating
Input
Enterprise Environmental Factors
duration estimating databaseavailable?
Organizational Process Assets
historical information ondurations avalaible?
Activity List
Activity Attributes
Project Scope Statement
constraints and assumptions areconsidered
Activity Resource Requirements
resources assigned and availability ofthose resources will affect theduration
Resource Calendar
availability of resourcescould influence the duration
Project Management Plan
contains
risk register: adjust duration for risks
cost estimates: if available canprovide resource quantity
activity cost estimates:
Output
Activity Duration Estimates
Activity Duration Estimates
assessment of the likely numberof work periods required tocomplete an activity
include some indication of the range
e.g. 2 weeks +/ 2 days
Activity Attributes (Updates)
now include
durations
assumptions made when estimating
contingency reserves
Tools
Expert Judgement
can be used whenever possible
Analogous Estimating
using the duration of a previoussimilar activity as a basis forestimating
Parametric Estimating
mathematical model based onthe quantity of work
ThreePointEstimates
three estimates
most likely
optimistic
pessimistic
estimate = (opt + 4*lik + pes) / 6
Reserve Analysis
aka
contingency reserves
time reserves
buffers
calculated as
percentage of estimated duration
fixed number of work periods
developed by quantitative risk analysis
contingency reserve must bedocumented
Objectives
how long will the individualactivities take?
Schedule Development
Input
Organizational Process Assets
e.g. project calendar
Project Scope Statement
Imposed dates on activity startsor finishes
Key events or major milestones
Activity List
Activity Attributes
Project Schedule Network Diagram
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Management Plan
Output
Project Schedule
includes at least a planned startand finish date for each activity
created not later thancompletion of the PMP
presented in one of these formats
network diagram
possible forms
time scaled schedule network diagram
activityonnode diagram
bar chart
like network diagram, butwithout dependencies
milestone chart
similar to network diagram, butonly showing major events
Schedule Model Data
schedule milestones
schedule activities
activity attributes
documentation of assumptionsand constraints
supporting detail
resource requirements by time period
alternative schedules (bestcase/worst case)
documentation of contingencyreserves
Schedule Baseline
project baseline start and finish dates
Resource Requirements (Updates)
Activity Attributes (Updates)
Project Calendar (Updates)
Requested Changes
Project Management Plan (Updates)
Tools
Schedule Network Analysis
technique that generates theproject schedule
employs
Schedule Model
various analytical techniques
critical path method
critical chain method
WhatIf scenario analysis
resource leveling
early and late start and finishdates are calculated for eachactivity
Critical Path Method
calculate "float" for tasks
forward and backward pass tocalculate early finish and latefinish
float=late finish early finish
tasks with zero float are criticalactivities
definition
sequence of critical activities iscalled critical path
Schedule Compression
shorten the schedule withoutchanging scope
techniques
crashing
cost and schedule tradeoff
e.g. assigning more resources
increases cost
fast tracking
parallel execution of activities thatnormally would be donesequentially
increases risk
WhatIf Scenario Analysis
used to assess feasability ofproject schedule under adverseconditions
objective: prepare contingencyand response plans
most common technique isMonte Carlo Analysis
Resource Leveling
objectives
adapt schedule to the resourceconstraints
add resources to meet delivery dates
techniques
reallocate resources fromcritical to noncritical activities
utilize extended hours
improve productivity
result is aka
"resource limited schedule"
"resource constrained schedule"
Critical Chain Method
adds duration buffers
utilizes nonconservative estimates
manages the buffer durations,not float
Project Management Software
Applying Calendars
Adjusting Leads and Lags
Schedule Model
Objectives
How long will it take tocomplete the project?
which are my critical activities?
Cost Estimating
Input
Enterprise Environmental Factors
considers
marketplace conditions
whar products are available andunder what conditions?
commercial DB
contain resource cost information
Organizational Process Assets
cost estimating policies
cost estimating templates
historical information
info about the product caninfluence the cost estimation
project files
info about previous projectscan influence the costestimation
project team knowledge
lessons learned
Project Scope Statement
WBS
WBS Dictionary
PMP
Schedule Management Plan
Schedule Management Plan
Staffing Management Plan
project staffing attributes
personnel rates
Risk Register
risk responses influence costs
risk responses influence costs
Output
Activity Cost Estimates
Activity Cost EstimateSupporting Detail
documentation of the basis of estimate
documentation ofassumptions/constraints
documentation of the range
Requested Changes
Cost Management Plan (Updates)
Tools
Analogous Estimating
estimates based on previous,similar projects
Determine Resource Cost Rates
Bottom Up Estimating
Parametric Estimating
Project Management Software
examples
spreadsheet
simulations
statistical tools
Vendor Bid Analysis
derive cost from vendor bids
Reserve Analysis
as more info becomes available,use, reduce or eliminatereserves
Cost Of Quality
Objectives
How much will the resources cost that areneeded to complete each specifiedactivity?
How much will it cost tomaintain and use the project'sproduct?
Cost Budgeting
Inputs
Project Scope Statement
WBS
WBS
WBS Dictionary
Activity Cost Estimates
cost estimates for each activityare aggregated
Activity Cost EstimateSupporting Detail
basis for estimation
constraints/assumptions
Project Schedule
Resource Calendars
Contract
cost information for purchasedproducts
Cost Management Plan
Outputs
Cost Baseline
authorized timephased budgetat completion
typically displayed in the form ofan Scurve
a component of the PMP
used to measure, monitor andcontrol overall cost performance
Project Funding Requirements
derived from the cost baseline
cost baseline + margin
Cost Management Plan (Updates)
Requested Changes
Tools
Cost Aggregation
cost estimates are aggregatedby work packages according tothe WBS
Reserve Analysis
create reserves
contingency reserves: knownunknowns
management reserves:unknown unknowns
Parametric Estimating
Funding Limit Reconciliation
reconcile expenditure withfunding limits
Objectives
what will be the total cost ofresources required to complete theproject?
what will be the project fundingrequirements?
Quality Planning
Inputs
Enterprise Environmental Factors
Organizational Process Assets
quality policy of the performingorganization may be adopted
if an organizational quality policy does notexists, the project needs to create its ownpolicy
Project Scope Statement
Project Management Plan
Outputs
Quality Management Plan
definition
describes how to implementthe organization's qualitypolicy
must address
quality control
quality assurance
continuous process improvement
Quality Metrics
describes what something is andhow the quality control processmeasures it
Quality Checklist
Process Improvement Plan
Subsidiary of the PMP
steps for identifyingactivities that do not add anyvalue
areas to consider
process boundaries
purpose
start/end
inputs/outputs
owner, stakeholder
process configuration
a graphic depiction of processeswith interfaces identified
process metrics
along with control limits, allowsanalysis of process efficiency
targets for improved performance
Quality Baseline
records the quality objectives
basis for measuring andreporting quality performance
Project Management Plan (Updates)
additions
Quality Management Plan
Process Improvement Plan
requested changes
Tools
Cost Benefit Analysis
Consider CostBenefits Tradeoffs
benefits of meeting quality standards
less rework
higher productivity
New node
lower costs
increased stakeholder satisfaction
costs of meeting quality standards
expense associated with qualitymanagement activities
Benchmarking
comparing actual or plannedproject practices to those of otherprojects
generate ideas for improvement
find basis for measuring performance
Design of Experiments
Determine the type and numberof tests
Detemine the impact of tests oncost of quality
definition
method for identifying whichfactors influence certain productvariables
various factors are changedsimultaneously, not one at atime
Cost of Quality
two types of costs
cost incurred by preventing thenonconformance ofrequirements
costs by failure to meet requirements
aka "cost of poor quality"
Additional Quality Tools
purpose
better define the situation
plan effective qualitymanagement activities
examples
brain storming
affinity diagrams
force field analysis
nominal group techniques
matrix diagrams
flow charts
prioritization matrices
Objectives
How will we deliver a productthat will delight our customers?
Human Resource Planning
Inputs
enterprise environmental factors
organizational culture and structure
existing human resources
personnel administration policies
marketplace conditions
organizational assets
standard processes, policiesand role descriptions
standard policies, processesand role descriptions
templates for org charts andposition descriptions
historical information on organizationalstructures that have worked in previousprojects
project management plan
Activity Resource Requirements
Tools
organizational charts andposition descriptions
document team member rolesand responsibilities
objectives
each work package has anunambiguous owner
all team members have a clearunderstanding of their roles andresponsibilities
three types
hierarchichal type charts
example: organizationalbreakdown structure (OBS)
example: organizationalbreakdown structure(OBS)
matrix based charts
example: RACI matrix
text oriented formats
responsibilities that requiredetailed descriptions
networking
definition
formal an informal interactionwith others
constructive way to understand human factorsthat influence the effectiveness of staffingmanagement options
organizational theory
Organizational theory provides information regarding the ways that people, teams,
and organizational units behave
Outputs
roles and responsibilities
role
responsibility
authority
the right to apply projectresources, make decisions or signapprovals
competency
skill and capacity required
project organizational charts
A project organization chart is a graphic display of project team members and their
reporting relationships
staffing management plan
describes when and howhuman resource requirementswill be met
items to consider
staff aquisition
external or internal resources?
work at central location orremote location?
what are the costs associatedwith each level or expertise?
timetable
resource histogram
when should recruiting start?
release criteria
when should team members bereleased ?
training needs
recognition and rewards
compliance
safety
Objectives
how will we aquire and manage thepeople required to complete thisproject
Communications Planning
Inputs
enterprise environmental factors
organizational process assets
especially historicalinformation and lessonslearned
project scope statement
stakeholder analysis is part ofthe project scope
project management plan
constraints
factors that can limit available options
examples
team members in different locations
incompatible communication software
limited communications capabilities
assumptions
Tools
communications requirements analysis
results in the sum of theinformation needs of the projectstakeholders
communicate only when necessary toavoid overwhelming stakeholders withminutiae
who will communicate with whom
communications technology
Outputs
communications management plan
stakeholder communicationrequirements
information to be communicated
including
format
content
level of detail
person sending the info
person receiving the info
method of sending the info
frequency of communication
escalation process
time frame and persons for escalating thoseissues that cannot be resolved on the workinglevel
methods of updating and refiningthe communications managementplan
glossary of common technology
Objectives
how can we ensure that all information ofinterest to each stakeholder is provided in atimely manner and in a meaningful form?
Risk Management Planning
Inputs
Enterprise Environmental Factors
Risk attitudes and risk tolerance
Organizational Process Assets
risk categories
concepts and terms
standard templates
roles and responsibilities
authority levels
Project Scope Statement
Project Management Plan
Tools
Planning Meetings and Analysis
basic plans for conducting therisk management activities aredefined
risk cost elements and scheduleactivities will be developed
risk responsibilities will be assigned
general organizationaltemplates will be tailored
Outputs
Risk Management Plan
describes how risk managementwill be structured andperformed
includes
methodology
roles and responsibility
budgeting
timing
risk categories
definitions of risk probabilityand impact
probability and impact matrix
revised stakeholders' risk tolerance
reporting formats
tracking
Objectives
What is needed to manage riskon this project?
Risk Identification
Inputs
Enterprise Environmental Factors
Organizational Process Assets
information on prior projects
Project Scope Statement
project assumptions are foundin the scope statement
project assumptions are foundin the scope statement
uncertainty in assumptions shouldbe evaluated as potential cause forrisks
Risk Management Plan
Project Management Plan
understanding of schedule, costand quality
Tools
Documentation Review
a structured review of projectdocumentation
include plans and assumptions
Information Gathering Techniques
brainstorming
goal: obtain comprehensive listof project risks
delphi
goal: reach consensus of experts
experts participate anonymously
facilitator uses questionnaire
responses are summarized andthen recirculated to the experts
responses are summarized andthen recirculated to the experts
technique helps to reduce bias in the data andkeeps one person from having undueinfluence
interviewing
interviewing exprienced projectparticipants, stakeholders or subject matterexperts
interviewing is one of the mainrisk identifying techniques
root cause identification
inquiry into the essential causesof the project's risks
SWOT analysis
strength, weaknesses,opportunities, threats
define an objective
analyze attributes of the org that may behelpful ("strength") or harmful ("weakness") to achieving the objective
analyze external conditions that may be helpful("opportunity") or harmful ("threat") inachieving the objective
Checklist Analysis
based on historical info and knowledge
the lowest level of the RBS canbe used as a checklist
Assumptions Analysis
Diagramming Techniques
causeandeffect diagrams
aka
Ishikawa or fishbone diagrams
usefule for identifying causes of risks
system or process flowcharts
show how various elements ofthe system interrelate
influence diagrams
graphical representation ofsituations show causal influenceand time ordering of events
Outputs
risk register
list of identified risks
list of potential responses
root causes of risk
updated risk categories
Objectives
what risks might affect my project?
Qualitative Risk Analysis
Inputs
Organizational Process Assets
Data about risks on pastprojects and lessons learned
Project Scope Statement
projects of a recurrent type tendto have more wellunderstoodrisks
Risk Management Plan
Risk Register
Tools
Risk Propability and ImpactAssessment
investigate the likelihood thateach specific risk will occur
investigate the effect on aproject objective such astime, cost, scope, quality
Propability and Impact Matrix
Risk Data Quality Assessment
The use of low quality risk data maylead to a qualitative risk analysis oflittle use
Risk Categorization
Risk Urgency Assessment
Outputs
Risk Register (Updates)
Objectives
Which risks are so severe that Imust deal with themproactively?
Quantitative Risk Analysis
Inputs
Organizational Process Assets
Information on prior, similar projects
studies of similar projects byrisk specialists
risk databases that may beavailable from industry orproprietary sources
Project Scope Statement
Risk Management Plan
roles and responsibilities forconducting risk management
budgets
activities for risk management
risk categories
RBS
risk tolerances of stakeholders
Risk Register
list of identified risks
ranking or priority list of risks
risks grouped by category
Project Management Plan
Project Schedule Management Plan
Project Cost Management Plan
Tools
Data Gathering andRepresentation Techniques
Interviewing
quantify the probability andimpact of risks
Probability Distributions
Expert Judgement
Quantitative Risk Analysis andModeling Techniques
Sensitivity Analysis
Used with simulations
vary the element of interest overit's probability range
determine consequences for theproject objectives
Used to identify the risks which havethe largest potential impact on theproject
Expected Monetary Value Analysis
calculated by multiplying the value of eachpossible outcome by its probability ofoccurence and adding them all together
modeling and simulation arerecommended for use in scheduling andcost risk analysis because they are morepowerful than EMV
Decision Tree Analysis
Decision points represented as squares
propabilistic outcomes represented as circleswith a single line connected to the decisionsquare and lines corresponding to each possibleoutcome
Ensure that the sum of propabilitiesfor each single circle always adds toone
Modeling and Simulation
typically performed using theMonte Carlo technique in orderto
assess contingency budgets
assess schedule contingency
Outputs
Risk Register (Updates)
Objectives
How do we deal with risks whose impacts areto complicated to assess using qualitativetools?
Risk Response Planning
Inputs
Risk Management Plan
Risk Register
Tools
Strategies for negative risks or threats
avoid
change the PMP to eliminate the threat
transfer
shift the negative impact to athird party
insurance
mitigate
reduce the probability and/orimpact of a threat
Strategies for positive risks oropportunities
exploit
assign more talented resources
provide better quality
share
form risk sharing partnerships
enhance
increase probability and/or impact
Strategies for both threats andopportunities
acceptance
Contingent Response Strategy
make a response plan that will onlybe executed under certainconditions
trigger events must be definedand tracked
Outputs
Risk Register (Updates)
adds agreed upon responsestrategies to each risk
budgets and schedule activitiesrequired to implement the chosenresponses
Project Management Plan (Updates)
Risk Related Contractual Agreements
specify each party'sresponsibility for specific risks
insurance
services
Objectives
What will we do proactively to minimize theimpact of high severity risks on ourprojects?
Plan Purchases and Aquisitions
Inputs
Enterprise Environmental Factors
Conditions of the Marketplace
What products, services andresults are available in themarketplace
where and from whom are theyavailable
What terms and conditions
Organizational Process Assets
Procurement related
Policies
Procedures
Guidelines
Management Systems
Organizational policiesfrequently constrainprocurement decisions
Limiting the use of simplepurchase orders
Requiring all purchases above acertain value to use a longer form acontract
Requiring specific forms of contract
Limiting the ability to makespecific makeorbuy decisions
Project Scope Statement
Requirements withcontractualand legal implications
Work Breakdown Structure
WBS Dictionary
Project Management Plan
Risk Register
Risk Related Contractual Agreements
Resource Requirements
Project Schedule
Activity Cost Estimates
Cost Baseline
Tools
MakeorBuy Analysis
used to determine whether a product orservice should be produced orpurchased
A buy decision may meanpurchase or rent
The analysis includes directand indirect costs
Decision also reflects theperspective of the organization
Ongoing need beyond the project
The long range strategy
Expert Judgement
Contract Types
Fixed Price Contracts
aka
LumpSum Contract
a fixed total price for awelldefined product
firm fixed price
fixed price with economic priceadjustment
fixed price with incentive
Cost Reimbursable Contracts
Payment for a seller's actual cost, plusa fee typically representing sellerprofit
Cost Reimbursement
Buyer agrees to reimbruse contractuallyallowed costs with no allowance forprofit
Buyer assumes a majorityportion of the cost risk
Cost Sharing
Buyer agrees to provide only partialreimbursement of the seller's cost. The sellerenjoys some benefit from the result of theproject
Cost plus % of cost (CPPC)
Buyer agrees to reimburse costs andto pay a percentage of the costs as afee
No incentive for seller to control costs
Buyer assumes all of the cost risk
Cost plus fixed fee (CPFF)
similar to CPPC, but fee is fixed,not a percentage
Cost plus incentive fee (CPIF)
Costs may be figured accordingto any of the other methods.
An incentive fee for specificperformance is also paid
Cost plus Fee
Synonym for CPPC
Time And Material (T&M) Contracts
Unit rates are preset by the buyerand seller for a specific resourcecategory
Number of units needed tocomplete the project is open
Outputs
Procurement Management Plan
describes how the procurementprocesses will be managed
can include guidance for
type of contract to be used
risk management issues
whether independent estimates will be usedand whether they will be necessary asevaluation criteria
those actions the project managementteam can take unilaterally if theorganization has a prescribedprocurement, contract or purchasingdepartment
standardized procurement documents
managing multiple suppliers
coordinating procurement with other projectaspects such as scheduling and performancereporting
constraints and assumptionsthat could affect procurement
Contract Statement of Work
describes the procurement item in sufficientdetail to allow the prospective sellers if theyare capable of providing the service or product
MakeorBuy Decisions
documents the decisions. This may alsoinclude insurance policies to address some ofthe identified risks.
Requested Changes
Objectives
Should we use outside skills andresources?
How can we best managerelationship with our suppliers?
Plan Contracting
Inputs
Procurement Management Plan
Contract Statement of Work
MakeorBuy decisions
Project Management Plan
Risk Register
Risk Related Contractual Agreements
Activity Resource Requirements
Project Schedule
Activity Cost Estimates
Cost Baseline
Tools
Standard Forms
Standard Contracts
Standard Description ofProcurement Items
Nondisclosure Agreements
Proposal Evaluation Criteria Checklists
Standardized Versions of BidDocuments
Expert Judgement
Types of Offers
Bid, Tender or Quotation
selection will be based primarilyon price
Proposal
a proposal is solicited when thedesign is part of the services
technical competence andapproach are more important thanprice
Outputs
Procurement Documents
they should be
rigorous enough to ensureconsistent, comparableresponses
Flexible enough to allow sellerinput and suggestions
they should include
a description of the desiredform of the response
The relevant SOW
Examples of any requiredcontractual provisions
terms and conditions
Nondisclosure provisions
Objectives
seek proposals fromprospective sellers
facilitate an accurate and completeresponse from each prospectiveseller
facilitate easy evaluation of the bids
Minimal Content
description of the desired formof the response
the relevant contract statementof work
any required contractual provisions
model contract
Nondisclosure provisions
Published in
Newspapers
Magazines
Public Registries
Internet
Evaluation Criteria
Developed to rate or score proposals
Often included as part of theprocurement documents
common selection criteria
Understanding of need
Overall or lifecycle cost
Technical capability
Management approach
Financial capacity
Production capacity and interest
Business size and type
References
Intellectual property rights
Proprietary rights
Objectives
How should we solicit offers?
How can we ensure that theoffers will be useful?
How will we evaluate the offers?