Mind Map Gallery PMP Exam Rita 9th Edition
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PMP Exam Rita 9th Edition
This is very helpful for people who want to refresh their PMP knowledge with mind maps. The PMP exam is a lengthy and comprehensive test to become certified by the Project Management Institute (PMI) as a project manager. It's the best way to make sure you'll meet industrywide standards when you start your project management career.
Edited at 2023-01-04 06:32:52
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- Outline
PMP Exam Rita 9th Edition
Integration Management
Before Integration Management
Project Selection Methods
Benefit Measurement Methods
Constrained Optimization Methods
Economic Measures for Project Selection
Return on Investment (ROI)
Present Value
Net Present Value (NPY)
Internal Rate of Return (IRR)
Payback Period
Cost Benefit Analysis
Economic Value Added (EVA)
Oppertunity Cost
Sunk Cost
Law of Diminishing Returns
Working Capital
Depreciation
Straight Line Depreciation
Accelerated Depreciation
Develop Project Charter
Business Case
Benefits Management Plan
Constraints and Assumptions
Agrrements / Contracts
EXAMPLE: Contents of Project Charter
Project Title and Description
Project Manager Assigned and Authority Level
Business Case
Resources Assigned
Key Stakeholder List
Stakeholder Requirements as Known
High Level Product Description / Key Deliverable
High Level Assumptions
High Level Constraints
Measureable Project Objectives
Project Approval Requirements
Overall Project Risks
Project Exit Criteria
Project Sponsors - Authorizing the project.
Assupmtions Log
Develop Project Management Plan
Management Plans
Project Management Plan
Key Components
Project Life Cycle
Development Approach
Management Reviews
Project Management Processes That will be Used on the Project
Knowledge Area Management Plans
Baselines (Performance Measurement Baseline)
Requirements Management Plan
Change Management Plan
Change Control System
Configuration Management System
Putting the Project Management Plan Together
Project Documents
Project Management Plan Approval
Kickoff Meeting
Direct and Manage Project Work
Manage Project Knowledge
Two Disctince Types of Knowledge
Explicit Knowledge
Tacit Knowledge
Knowledge Management
Information Management
Monitor and Control Project Work
Some Important Concepts
Change Requests
Corrective Action
Preventive Action
Defect Repair
Perform Integrated Change Control
Change Control Board
Process for Making Changes
Detail Process for Making Changes
1- Prevent the root cause of changes
2- Identify the need for a changes
3- Evaluate the impact of the change within the knowledge area
4- Create a change request
5- Perform Integrated Change Control
a- access the change
b- identify options
c- Change is approved, rejected or deferred.
d- Update the status of change in change log
e- Adjust the project management plan, project documents and baselines as necessary.
6- Manage Stakeholders' expectations by communicating the change to stakeholders affected by the change.
7- Manage the project to the revised project management plan and project documents.
Close Project or Phase
* Refer to PMP BOK page 121
Subtopic
Scope Management
Know The Scope
Plan to Determine and Control the Scope
Clearly Defined and formally approved
Requirement from all Stakeholders
Requirements, evaluated against business case.
WBS used.
ONLY work done in PMP Plan
NO Gold Plating
Changes are evaluated for effect on Time, Cost, Quality, resources and customer satisfaction
Change to Scope - require approved change request.
NO scope change approved, if out of proecy charter
Continuous check if activities /work are not in the project.
Acceptance of deliverable throughout the project.
Exam Concepts
Product Scope
Project Scope
Scope Management Process
Develop a plan to plan, validate and control scope and requirements
Determine Requirements which support project business case as in project charter.
Sort and balance needs of stakeholders
Create WBS and WBS Dictionary
Obtain Validation / Completed scope of work is acceptable to the customer.
Measure scope performance and adjust as needed
Plan Scope Management
Scope Management Plan
How to achieve the scope
Which tools to use to achieve scope
How to create WBS
Controlling the scope according to pmp
How to manage acceptance of deliverables
Requirement Management Plan
Collect Requirements
Rquirement should be taken from Project Charter and further can be induced from:
Quality
Compliance
Project Management
Business Processes
INPUTS
Project Charter
Assumption Log
Stakeholder Register
Agreements
Organizational Process Assets
Brainstorming
Interviews
Focus Groups
Questionnaires and Surveys
Benchmarking
Voting
Multicriteria Decision Analysis
Affinity Diagram
Organizaed by Requirements Categories, Example
Business Requirements
Stakeholder Requirements
Solution Requirements
Transition Requirements
Project Requirements
Quality Requirements
Technical Requirements
Mind Maps
Nominal Group Technique
Observation
Facilitation
Joint application design (JAD) sessions
Quality functional deployment (QFD) alse referred as, Voice of Customer (VOC)
Context Diagrams
Prototypes
Balancing Stakeholder Requirements
Resolving Competing Requirements
Best Compliance Criteria:
Business Case
Project Charter
Project Scope Statement
Project Constraints
Requirements Documentation
Requirements Traceability Matrix
Define Scope
Process of Scope Definition is throughout the project.
Project Managers complaining about unrealistic schedule
Project Managers spending more time in Monitoring and Control
Product Analysis
Project Scope Statement, may include:
Product Scope
Project Scope, including a description
Deliverables of the Project
Acceptance Criterion
What is NOT part of the project
Assumptions and Constraints
Create WBS
Trick
Task: is used to further breakdown an activity into smaller components of work.
Guidelines for Creating WBS
Developed by Project Manager using inputs from team and other stakeholders
Each WBS level is breakdown of previous level
Entire project should be included in the highest levels of WBS
A WBS includes only project deliverable that are required
Guidelines for Deliverables: Achieve the WORK PACKAGE LEVEL by project management team and matter experts
They can be realistically and confidentaly estimated
Can be completed quickly
Can be completed without interruption and more information
May be outsourced
WBS Exam Trick
Is a graphical picture of the hierarchy of a project
identifies all deliverables to be completed
is the foundation upon which a project is built
is very important and should exist for every project
Ensures that project manager thinks through all aspects of project
Can be reused for other projects
Doesnot show dependencies
WBS Exam Trick
You DECOMPOSE a project using WBS. DECONSTRUCTION is same as of DECOMPOSING
WBS Dictionary
Scope Baseline
Validate Scope
Exam Trick
Validate scope process actually invloves frequent, planned meetings with the customer or sponsor to gain formal acceptance of deliverables during project monitoring and controlling.
Inputs of Validate Scope and other proceses
Outputs of Validate Scope
How validate scope relates to Control Quality Process
Control Scope
Control scope invloves measuring and assessing work performance data against the scope baseline.
Schedule Management
Unrealistic Schedule is Project Manager's FAULT
Plan Schedule Management
Schedule Management Plan
Schedule Methodology / Software
Rules for Estimating, (Duration in Hours, Days / Labor Calculation Mechanisms / Work hours in a Day)
Schedule Baseline
Threshold of Acceptable Variance
Performance Measures
Plan, to manage schedule variance
Schedule Change Control Procedures
Types of Schedule Reports
Formats and Frequency of Reporting
Lenght of Relaease and Iterations (in Adaptive Life Cycle)
Define Activities
Decomposition of WBS 'or' Activities
Rolling Wave Planning
Too many unknowns, Do not make a entire plan. "Plan at higher level and when time comes, make detailed plan for specific WBS"
Used for both: "Change Driven" and "Plan Driven" Projects.
Milestones
Sequence Activities
Methods to Draw Network Diagrams
Past
Arrow Diagraming Method (ADM)
Graphical Evaluation and Review Technique (GERT)
Present
Precedence Diagramming Method (PDM)
Relationship Types
FS
SS
FF
SF
Types of Dependencies
Mandatory Dependency (Hard Logic)
Discretionary Dependency (Preferred, preferential, or soft logic)
External Dependency
Internal Dependency
Project Schedule Network Diagram
Benefits
Justify your time estimate
Helps effective plan, organize and control the project
Show interdependencies
Show workflow and elaborate sequence
Identify oppertunities to compress the schedule
Show progress Percentage
Estimate Activity Duration
Important Points for Exam
Management Plans provide approach for estimating
May use one or many techniques (PM / Team Members)
Estimating should be based on WBS for accuracy
Duration, cost and resources are interrelated
Identified risks must be considered when estimating duration, cost or resources
Estimating may uncover additional, previously unidentified risks
Estimating should be done by the direct Worker or Expert
Key is to use Historical information from Past Projects
Estimates are more accurate when done at smaller-size work components
PM should not accept constraints from management 'rather' work with team for estimates and reconcile differences
PM to periodically calculate the 'Estimate to Complete' - ETC
Plans to be revised as per approved changes
Process for creating the most accurate estimate possible
PM must achieve "any agreed-upon estimates"
Estimates must be reviewed when received from Team Members or Sellers for padding and risks
Padding is extra time or cost added to estimate
Reesitmate and Review, periodically
PM is responsible to provide accurate estimate throughout the project life.
Realistic Estimates, Inputs
Activity List and Activity Attributes
Attributes: Lead / Lags
Assumption Log
Lesson Learned Register
Resource Breakdown Structure
Resource Requirements
Project Team Assignments
Resource Calendars
Risk Register
How is Estimating Done
Role of PM
Provide the Team with enough information
Tell team: how refind their esitmate must be
Complete a sanity check of estimates
Prevent padding
Formulate a "reserve"
Make sure: Assumptions made during estimating are recorded
One Point Estimating
Estimator Submit One Estimate per activity.
Negative Effects
Encourage people to 'pad' their estimates
does not provide information about risks and uncertainties
Can result in schedule that no one believes
unrealistic estimates make estimator unreliable
Analogus Estimating (Top-Down)
It uses 'expert judgement' and 'historical information' to predict the future.
Parametric Estimating
It involves creating a mathematical equation using historical data or other sources such as industry requirements or standard metrics
Regression Analysis (Scatter Diagram)
Learning Curve
Heuristics
Generally accepted rule or best practice
Threepoint Estimating
With this, estimator give an optimistic (O), pessimistic (P) and most likely (M) estimate of each activity.
Triangular Distribution (Simple Average) Exam Term: 'Simple' or 'Straight'
(P+O+M)/ 3
Beta Distribution (Weighted Average) Exam Term: 'Beta'
(P+4M+O)/ 6
Bottom-up Estimating
Detailed estimates for each part of an activity or work package
Data Analysis
Alternatives Analysis
When activity estimates are not acceptable within constriants of the project.
Reserve Analysis
PM has a professional responsibility to establish a reserve to accomodate the risks that remain after the risk management planning processes are completed
Decision Making
Voting
Process for Achieving a Realistic Schedule or Budget
Develop Schedule
Requirement to Develop a schedule
Historical Records
Schedule Management Plan and Scope baseline
Defined Activities
Milestone List
Assumption Log
Network Diagram: Order inwhich work will be done.
Basis of Estimates
Activity Duration Estimates
Resource Requirements
Resource Calendars
Resource Breakdown Structure
Company Calendar
List of resources already assigned to specific project activities (Project Team Assignments)
Risk Register
Additional Important Check Points for "Develop Schedule"
Stakeholder Priorities
ALternative way to complete the work
Impact on other projects
Skill Level and availibility of resources assigned
Apply Leads and Lags
Compress Schedule by: Crashing, Fast Tracking, Re-estimating
Adjust PMP if necessary
Use of a Scheduling Tool
Use MonteCarlo or other analysis techniques to determine project completion
Optimize resources
Team should approve / review the final schedule
meetings with stakeholders for their buy-in and management approval.
Schedule Network Analysis
Critical Path Method
Critical Path
Near Critical Path
Float (Schedule Flexibility)
Total Float
Free Float
Project Float
Advantages of CPM:
How Long project will take
Delaying the Activities without delaying the project
Information needed to compress the schedule
Focus project management efforts
which activities have more risks
determine, if a delayed activity needs immediate attention
Schedule Compression
Fast Tracking
Activities in series are planned in parallel, wherever possible. It ofter result in rework, increases risk and more attention to communication
Crashing
Adding or adjusting resources in order to compress the schedule with original scope It results in increased cost and may increase risk.
What-if / Monte Carlo Analysis Data Analysis / Simulation
Software Based "Three Point Estimate"
Probability of completing a project on specific day
Probability of completing a project for any specific cost
Probability of any activity actually being on critical path
An indication of overall project risk.
Resource Optimization
Resource Levelling
A resource limited schedule, lengthen the schedule
Resource Smoothing
Modified form of resource levelling. Resources are levelled within the limits of the float of their activities
Agile Release Planning
Agile release planning provide a hihg level schedule that includes the frequency of releases and the number of iterations that will be completed as a part of each release.
Outputs of Develop Schedule
Project Schedule
Network Diagram
Milestone Chart
Bar Chart
Schedule Baseline
Schedule Data
Change Requests
Project Documents Update
Control Schedule
Additional Activities to Control the schedule
Compare Actual to Planned
Reestimate remaining components of the project
Conduct performance reviews - Earned Value Management
Perform Data Analysis - Earned Value, Trend Analysis, Variance Analysis
Confirm critical path activities are progressing as per baseline, otherwise take action
Adjust future part of the project to deal with delays
Optimize resources assigned to activities
Continue efforts to optimize the schedule
Adjust metrics that are not properly giving information
Adjust the format or required contents of reports as needed
Corrective and Preventive actions
Follow change control process
Additional Activities to Control the Change-Driven schedule
Work completed compared to prediction with in work cycle "Iteration Burndown Chart"
Holding "Retrospectives" to address possible process improvement
Reprioritizing the backlog of Work
Identify and Manage the changes as they rise.
Reestimating
Reestimate the remaining work at least once during the life of the project.
Cost Management
Cost Management Concepts
Life Cycle Costing
Value Analysis
Cost Risk
Plan Cost Management
Cost Management Plan
Estimate Costs
Types of Costs
Variable Costs
Fixed Costs
Direct Cost
Indirect Cost
How Estimating is Done? (refer to schedule management)
One Point Estimating
Analogus Estimating (Top Down)
Advantages / Disadvantages
Parametric Estimating
Bottom-up Estimating
Advantages / Disadvantages
Three Point Estimating
General Approach
Accuracy of Estimates
Project Management Information System
Determining Resource Cost Rates
Alternative Analysis
Reserve Analysis
Cost of Quality
Decision Making
Estimate Ranges
Rough Order of Magnitude (ROM)
Budget Estimate
Definitive Estimate
Determine Budget
Control Cost
Reserve Analysis
Earned Value Measurement - Formulae
Quality Management
General Quality Discussion Points
Definition of Quality
Definition of Quality Management
Quality Related PMI-isms
Quality Management in Real World
Gold Plating
Prevention over Inspection
Continuous Improvement
Just in Time (JIT)
Responsibility of Quality
Understanding the difference between, Plan Quality Management, Manage Quality and Control Quality.
Plan Quality Management
Tools and Techniques
Interviews, Brainstorming and Benchmarking
Decision Making
Cost Benefit Analysis
Cost of Quality (COQ)
Philips Crosby (Marginal Analysis) Cost of Confirmance Cost of Nonconfirmance
Logical Data Models
Matrix Diagrams
Mind Mapping
Flowcharts
Test and Inspection Planning
Meetings
Outputs of Plan Quality Management
Quality Management Plan
Quality Metrics
Project Management Plan and Project Documents Updates
Manage Quality
Manage Quality Tools and Techniques
Checklists
Cause and Effect (Fishbone, Ishkawa,or Why-Why) Diagrams
Histograms
Scatter Diagram
Document Analysis
Alternative Analysis
Design of Experiments (DOE)
Process Analysis
Root Cause Analysis
Multicriteria Decision Analysis
Flow Charts
Affinity Diagrams
Audits
Design for X
Problem Solving
Outputs of Manage Quality
Test and Evaluation Documents
Quality Reports
Change Requests and Project Management Plan Updates
Project Documents Updates
Control Quality
Terms
Mutual Exclusivity
Probability
Normal Distribution
Statistical Independance
Standard Deviation (or Sigma)
Control Quality Tools and Techniques
Checklists
Checksheets
Statistical Sampling
Questionnaires and Surveys
Performance Reviews
Rootcause Analysis
Inspection
Control Charts
Upper and Lower Control Limits
Mean (Averege)
Specification Limits
Out of Control
Rule of Seven
Assignable Cause / Special Cause Variations
Cause and Effect (Fishbone, Ishkawa,or Why-Why) Diagrams
Histograms
Pareto Chart
Scatter Diagram
Meetings
Lesson Learned
Outputs of Control Quality
Resource Management
Common Knowledge Gaps
Materials, Supplies, Equipments are aslo resources
Create a Recognition and Reward system
PM to improve competencies of Team members
PM resource management activities and Formal and require documentation
Clear Role and Responsibilities
EXAM assumes: Project is operating in a Matrix Environment
Projects are planned by team and coordinated by project manager
PM must continually confirm resource availibility
Project Management Team: Team members helping with project management activities
PM formally plans team-building activities
Resource Management is a continual activity
Geographically and culturally diverse teams require additional attention
PM is responsible for controlling physical resources, along with other direct departments like procurement,
Role and Responsibilities
Solve Rita Example
Read Project Management Frame of Work
Role, Responsibilities for Project Managers
Determine human and physical resources
Negotiate with resource managers
Work with procurement department
Confirm availibility of assigned resources
Create project team directory
Create project job descriptions
clear assignment of role and responsibilities
Training Needs Analysis
Create formal resource management plan
Send letter of commendations to team members and their managers
Make sure all team members are acknowledged
Create recognition and reward system
Use emotional intelligence
Change driven environment, encourage self-organizing teams
Plan and manage virtual communications challenge
Tailor the resource management plan
Encourage collaboration among team members
Determine, What and When, physical resource requirement
Plan ahead to assure, physical resources are available
Use resources efficiently
Improve resource utilization
Evaluate and select appropriate methods of managing physical resources.
Plan Resource Management
Questions?
What resources are required?
What Quality is needed?
When and for how long?
Available internally? Involvement of procurement department?
Cost of resources?
Resources available / required for a limited time?
Management of resources throughout the project?
Change-Driven Projects Resource Management Techniques
Lean
Kaizen
Just in Time (JIT)
Project Manager Tools for Plan Resource Management
Project Charter
Project Management Plan
Scope baseline
Quality Management Plan
Stakeholder engagement plan
Procurement Management plan
Project Documents
Enterprise Environmental Factors
What organizationas will be involved?
Are their hidden agendas
Any one, not wanting the project?
Geo-location of team members?
Availibility of contract help?
Availibility of training for project team member?
Organizational Process Assets
Plan resource management tools and techniques
Responsibility Assignment Matrix (RAM)
RACI Chart (Responsible, Accountable, Consult and Inform)
Organizational Breakdown Structure
Resource breakdown structure
Position Descriptions
Physical resource documentation
Organizational Theory
Resource Management Plan
Human Resource
Who, When, How many, What skills, What level of expertise)
Role and Responsibilities
Project Organizational Charts
Process of acquiring human resource
Training, team Development and Recognition
Project Team Management
Compliance
Safety
Release of Human Resources
Physical Resource
Who, When, How many, What skills, What level of expertise)
Process of acquiring physical resource
Inventory Management
Release of Resources
Team Charter
Resolution of conflict within team members
Notification by Team member to PM about any activity difficulty
Rules for Meetings
Authorization for communication with contractors
Decision of Work assignments
Status updates to PM, When and How?
Methods of coordinating and approving changes to team members
Project Documents Updates.
Estimate Activity Resources
Estimating Techniques
Bottom-up estimating
Analogus estimating
Parametric estimating
ALternatives analysis
Softwares
Resource Histograms
Acquire Resources
NO IDEA: what initial discussion is about
Types of Teams
Dedicated
Part Time
Partnership
Virtual
Preassignment
Negotiation
Know need of the Project and priority within organization
How resource manager will benefit from assisting the project manager
Resource manager may not benefit from supporting the project
Do not ask for best resources if the project doesnot need them
Use of project schedules to justify quantity and quality of resources
Requirement of resource manager from Project Manager
PM to Build a relationship with resource manager to address later requirements
Work with resource manager to deal with future situations
Virtual Teams
Multicriteria Decision Analysis
Halo Effect
Output of Acquire Resources
Change of plans submitted to Integrated change control
Resource management plan may change
Project schedule may need to be adjusted
Project documents will need to be updated or changed
Newly identified risks related to human and physical resources are added
Lessons Learned
Develop Team
PM "Needs" to develop a team
The PM works to lead, empower and motivate the team to achieve high performance and to meet project objectives
Use of soft skills: mentoring, leadership, empathy, communication
Communicate: honestly, effectively, in timely manner
Assess: Team member strengths, weaknesses, preferances
Trust: Establish and Mantain with and between team members
Collabrate: with team members to make good, bought into decisions, find mutually beneficial sollutions
Captilizing on cultural differences
Holding: Team building activities
Training: of members as needed
Uphold the agrrements documented in team charter
Conflict resolution
Recognition and Reward
Colocation
Facilitating communication
Evaluate and improve team performance
Improve team knowledge
Encourage positive team culture.
Interpersonal and Team Skills
Motivation Theory
McGregor's Theory of X and Y
Maslow's Hierarchy of Needs
McClelland's Theory of Needs (or Acquired Needs Theory)
Primary Need
Behavioral Style
Herzberg's Two-Factor Theory of Motivation
Hygiene Factor
Motivating Agents
Team Building
Key Points for PM
Guide, Manage and improve interaction
work to improve trust and cohesiveness among team
incorporate team building activities
concerted effort and continued attention
WBS creation is a team building activity
Team building should start in early project life
Tuckman Ladder Moder
Forming
Storming
Norming
Performing
Adjourning
Further ingredients
Involve team members in project planning
Take classes together
Retrospectives by the team to improve their processes
Collabrative problem solving
Milestone Parties
Holiday and Birthday celebrations
Skill assessment and Development
Negotiation
Conflict Management
Influencing
Subtopic
Individual and Team Assessment
Individual Assessment
Team Assessment
Training
Project Performance Appraisals
Colocation
Virtual Teams
Communications Technology
Recognition and Rewards
Outputs of Develop Team
Manage Team
Inputs to Manage Team
Tracking and Evaluating Team Performance
Providing Leadership
Dealing with Team Issues
Facilitating conflict resolution
Negotiating and Influencing
Adjusting Plans based on performance data
Managing Risks to team success
Use of issue log to track resolution*
Help team to resolve conflicts
Management and Leadership Styles
Situational Leadership
Directing
Facilitating
Coaching
Supporting
Influencing
Delegating
Leadership invloving issues and conflict resolution
Consultative
Bottom-up approach
Consensus
Problem solving in a group
Democratic or participative
Team members own decision made in group
Bureaucratic
Following procedures exactly
Analytical
Manager's own tecnical knowledge and ability
Charismatic
AUtocratic
Consultative-Autocratic
Laissez-faire
Driver
Powers of the Project Manager
Formal (legitimate)
Reward
Penalty (coercive)
Expert
Referant
Conflict Management
Challenging Views of Conflict
Old
New
Conflict Resolution Techniques
Collaborating - Problem Solving
Compromising - Rencnciling
Withdrawl - Avoidance
Smoothing - Accommodating
Forcing - Directing
Emotional Intelligence
Important Terms
Expectancy Theory
Arbitration
Perquisites - perks
Fringe Benefits
Outputs of Manage Team
Control Resources
Project Documents
Issue Log
Lesson Learned Register
Resource Assignemnts
Project Schedule
Resource Breakdown Structure
Resource Requirements
Risk Register
Agreements / Contracts
Work Performance Data
Performance Reviews
Alternatives Analysis
Project Management Information System (PMIS)
Problem-Solving Method
OUTPUTS of Control Resources
Work Performance Information
Project Documents
Project Management Plan
Communication Management
Plan Communication Management
Manage Communications
Monitor Communications
Procurement Management
Plan Procurement Management
Conduct Procurements
Control Procurements
Risk Management
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Implement Risk Response
Monitor Risks
Stakeholder Management
Identify Stakeholders
Plan Stakeholder Engagement
Manage Stakeholder Engagement
Monitor Stakeholder Engagement
Professional and Social Responsibility
Main Topic
Floating Topic
Project Management Framework
Definition of a Project
It is a temporary endeavor - with a brginning and an End
It creates a unique product, service or result
Why Projects Exists
Deliver Business Values 'and' deliver benefits defined in 1- business case and 2- benefits management plan.
Operations and Projects
Governance
What is Portfolio Management?
What is Program Management?
What is Program Management? Why it is important?
What is Organizational Project Management (OPM)
Project Management Office (PMO)
Forms of PMO
Supportive
Controlling
Directive
Roles of PMO
Manage interdependencies among projects, programs and portfolios
Integrate iformation from all projects to see strategic objectives achievements
Help provide resources
Recommend termination of projects when appropriate
Monitor compliance with organizational processes
Help gather lessons learned into a repository
Provide templates for documents such as WBS
Provide guidence and project governance
Provide centralized communication about the project.
Heavily involved during project initiating
Representation on the change control board
Be a stakeholder
Prioritize projects
Organizational Structure
Functional
Common Organizational Structure: Functional organizations are grouped by areas of specialization within functional areas, such as, accounting, manufacturing etc. Term - 'SILO'
Project-Oriented 'Projectized'
Entire company is organized by projects and project manager has control of the project.
Matrix
An attempt to strengthen. Combination of Functional and Projectized structure. Reporting to 2 managers. Strong Matrix - Power is with Project Manager Weak Matrix - Power is with Functional Manager Project Manager in a Weak Matrix: Project Expeditor - Staff Assistant, Coordinator Project Coordinator - have some added authority in addition to expeditor.
Project Roles
The Role of Project Sponsor / Initiator
Project Initiating Process
Has requirements that must be met
is project stakeholder
Participates in developing business case
Helps to define project measureable objectives
Advocates / Champions the project especially when project concept is put together
Serves as voice of the project, for those who dont know including senior management
Gathers appropriate support for the project
Ensures Buy-in throughout the project
Provides funding
Provides high level requirements
Provides information regarding 'initial scope' of the project
May dictate milestones, key events and project End date (along with customer)
Determine priorities between the constraints (if not done by customer)
Provide information to develop project charter
Give authority to project manager as outlined in project charter
Set priorities between projects
Encourage finalization of high level requirements and scope by stakeholders
Guides the process to get project approved, assisted by project manager if necessary
Project Planning Process
Provide project team with time to plan
May review the WBS
Identifies Risks
Determine project reports needed by management
Helps evaluate trade-offs during crashing, fast tracking and reestimating
Approved final PMP
Executing / Monitoring and Control
Support the efforts of Project Manager
Protects the project from outside influences and changes
Enforces Quality Policies
Provides Expert Judgement
Helps evaluate trade-offs during crashing, fast tracking and reestimating
Resolves conflicts, byond Project Manager Control
Approves, rejects or defers changes or authorizes a change control board to do so.
May direct that a quality review be performed
Clarifies scope questions
Works with project manager to monitor progress
Project Closing
Provides formal acceptance of deliverables (if they are the customer)
Enables efficient and integrated transfer of deliverables to the customer
Supports the collection of historical records from the project
The Role of Project Team (Includes PM also)
Identify and Involve stakeholders
Identify requirements
Identify constraints and asumptions
Create the WBS
Decompress the work packages into schedule activities - workpackage responsibles
Identify dependencies between activities
Provide schedule and cost estimates
Participate in risk management process
Comply with quality and communication plans
Enforce ground rules
Execute PMP to accomplish Project scope statement
Attend project team meetings
Recommend changes to the project including corrective actions
Implement approved changes
Share new knowledge
Contribute to lesson learned knowledge base
The Role of Stakeholders
Stakeholders Involvement
Creating project charter and scope statement
Develop PMP
Approve Project changes / being on change control board
Identify constraints and assumptions
Identify Requirements
Managing Risks
Project Owner Agile Environment Agile Team
Attend reviews and accept deliverables presented
Be a Risk owner
Participate in phase gate reviews
Be involved with governance
Identify issues
Document lessons learned
Provide expert judgement
The Role of Functional or Resource Manager
- Assigning specific individuals to teams - Negotiating with PM about teams and physical resources
Letting PM know about other projects or departmental works that may impact the project
Participating in initial plannin, until work packages or activities are assigned
Provide subject matter expertise
Approve final schedule during schedule development when teams or physical resources are under their control
Approve final PMP during PMP development when teams or physical resources are under their control
Recommending changes to the project, including corrective actions
Managing activities within their functional areas
Assisting problems related to their teams / physical resources
Improving resource utilization
Participating and rewards and recognition of team members
Participating in risk identification
Participating in quality management
Sitting on the change control board
The Role of Project Manager
Assigned to Project no later than initiating
Helps write the project Charter
Incharge of project, not necessarily the resource incharge
Dose not have to be technical expert
Identifies and analyse constraints and assumptions
Leads and directs project planning efforts
Select appropriate processes for the project
Identifies dependencies between activities
- Analyse unrealistic shcedule requirements - take action to produce a realistic schedule
Develops time and costs reserves for the project
Has authority and accountability
Says NO when necessary
Integrates the project components into a chhesive whole as per customer requirements
Finalize and Gain approval of PMP
Influence project team and atmosphere: - Team works by promoting good communication - Insulating team from politics (internal and external to project) - Enhancing positive aspects of cultural difference - Resolving Team Issue
Spend more time being proctive, than dealing with problems (reactive)
Understand impact of cultural differences
Global Teams
Virtual Teams
Multiple organizations invlovement
Ensure professional interaction between project team and other stakeholder
Coordinate interaction between project team and key stakeholders
Understands and enforce professional and social responsibility
Assists team and other stakeholders during project executing
Communicates
Develops the Team
Uses rewards and recognition
Identifies and delivers required level of quality
Identify Stakeholder supports stakeholder engagement manage stakeholder expectations
Manages project knowledge, including sharing lessons learned
Demonstrates Ethics and Leadership
Manages and control resources
Maintains control by measuring performance and determining variances from plan
Monitor Risks Communications stakeholder engagement, in conformance with expectations
Determine need for 1- change request, 2- recommended corrective and preventive actions and 3- defects repair.
- Approves or rejects changes as authorized - manages the change control board - frequently sits on change control board
Use metrics to identify variances and trends in project work responsible for analysing the impact of these variances and trends
work with team members to resolve variances from pmp
keep team members focussed on risk management and possible responses
Project closing at end of each phase and for project as whole.
Perform or delegate most of the activities in PM-BOK
Applies project management knowledge and use personal and leadership skills to achieve project success
Accountable for project success or failure
The Role of Portfolio Manager - Governance at an executive level of projects / programs
Managing various projects or programs that may be largely unrelated to each other
Ensuring selected projects provide value to organization
Working with senior executives to gather support for individual projects
Getting the best return from resources invested
The Role of Program Manager - Managing a group of related projects
Managing related projects to achieve results not obtainable by managing each projects separately
Ensuring projects selected support the strategic goals of the organization
Providing oversight to adjust projects for the programs' benefit.
Guiding and supporting individual projects manager's efforts
Organizational Process Assets (OPAs)
Processes, Procedures and Policies
Organizational Knowledge Repositories
Activities, WBS, Benchmarks, Reports, Risks and Risk Response Plan, Estimates Resources used, Project Management Plans, Project Documents, Baselines, Correspondence
Configuration Management: File Structure, File naming convention, baselines of organizationsl standards, templates of project documents Financial Data: budget and actual costs of completed projects Issue Logs: regarding defects on project Metrics: may be useful for other projects, PMP's and baselines, Project Documents: Network Diagrams, risk registers, stakeholder register.
Enterprise Environmental Factors Key Points
Similar to process assets
generally outside the control of project teams
External Factors: Govt effecting rules
Internal Factors: structure, culture, systems and geopraphic locations
EEF related to project management may include: Resource Management System, Procurement System, Quality Management System
Assupmtion Log repository
Assumptions
Assumptions are comparable to expectations
Incorrect assumptions introduce risk to the project.
Assumption log is frequent input to planning process Updates to log are outputs of many planning and control process
Constraints
Easier to identify, clearly imposed by management or sponsor
Constraints on: schedule, cost, scope, quality, customer satisfaction, risks, resources
Management sets priority of each constraint
Stakeholder and Stakeholder Management
Work Performance Data, Information and Reports
Frequently Used Tools and Techniques
Data Gathering
Benchmarking, Brainstorming, Prompt Lists, Checklists, Interviews, Market research, Questionaires and Surveys
Data Analysis
Alternatives analysis, Assumptions and Constraints, Cost-benefit analysis, Document Analysis, Earned Value Analysis, Performance Reviews, Reserve Analysis, Root cause analysis, Simulation, SWOT, Trend Analysis, Variance Analysis, What-If Analysis
Data Representation
Affinity Diagrams, Cause and Effect diagram, Control charts, Flow charts, Hierarchal charts, Histograms, Logical data models, Matrix diagrams / charts, Mind Mapping, Probability and impact matrices, Scatter diagrams, Stakeholder engagement assessment matrices, Stakeholder Maping / representations, Text-oriented formats
Decision Making
Multicriteria decision analysis, Voting
Communication
Active listening, Feedback, Presentations, Meeting Management, Communication Methods, Communication Technology.
Interpersonal and Team SKills
Conflict Management, Cultural awareness, Decision-Making, Emotional Intelligence, Facilitation, Influencing, Leadership, Meeting Management, Motivation, Negotiation, Networking, Observation / Conversation, Political Awareness, Team Building
Estimating
Estimating, Analogus, Bottom-up, Top-Down, Expert Judgment
Project Management Information System
Expert Judgement
Meetings
Process Groups
Project Life Cycles and the Project Management Process - Project Life Cycle: what you need to do to DO a project - Project Management Process: what you need to do to MANAGE the work
Project Life Cycles - development life cycles
Plan-Driven Project Life Cycle - predective development life cycles
Scope, Time and cost of delivery are determined as early as possible and detailed.
Change-Driven Project Life Cycle - Varying level of early planning of scope, schedule and cost
Iterative
Incremental
Adaptive (Agile)
Hybrid Development Life Cycle
Project Management Process
Rita's Process Chart
Refer to RITA Chart
Initiating
Planning
Exexuting
Monitoring and Control
Closing