Avenew Project Management Fundamental

2014 © Avenew Indonesia Module #01 CAPM Exam Overview

2014 © Avenew Indonesia www.avenew.co.id | [email protected]

•  Project is a temporary endeavor undertaken to create a unique product or services

•  Characteristics of Project: –  Time-limited (it has a definite beginning and end) –  Unique (it has not been attempted before by this

organization). –  Comprised of interrelated activities. –  Undertaken for a purpose (it will yield a specific

product, service, or result).


•  Developing a new product, service, or result; •  Effecting a change in the structure, processes, staffing, or style

of an organization; •  Developing or acquiring a new or modified information system

(hardware or software); •  Conducting a research effort whose outcome will be apply

recorded; •  Constructing a building, industrial plant, or infrastructure; or •  Implementing, improving, or enhancing existing business

processes and procedure


PROJECTS OPERATIONS

Temporary in nature On-going process

Has a definite start and end date Does not have an end date

Progressively elaborated (determined incrementally and continually refined and worked out in detail as the project progresses)

Continous and repetitious


•  Project Management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project

•  ART – intuitive genius is essential •  SCIENCE – all factors can be predicted (status

check), review the plan, move forward!


Constraints

B

F

C

D

A Scope

Quality

Schedule

Resources

Budget

E Risks


•  Programs is defined as a group of related projects, subprograms, and program activities managed in coordinated way to obtain benefits not available from managing individually

•  Program management is the application of knowledge, skills, tools, and techniques to a program in order to meet the program requirements and to obtain benefits and control not available by managing project individually


•  A Portfolio refers to a collection of projects, programs, sub portfolios, and operations managed as a group to achieve strategic objectives


•  Project-Based Organizations refer to various organization forms that create temporary systems for carrying out their work.

Functional

Matrix

Projectized


Functional Weak Balanced Strong

Matrix

Less Formal Authority

More Formal Authority

Functional Manager Stronger

Power Shared Between Project & Functional Manager

Project Manager Stronger


Organization Structure

Project Characteristics

Functional Matrix

Projectized Weak Balanced Strong

Project Manager’s Authority Little or None Low Low to

Moderate Moderate to

High High to Almost

Total

Resource Availability Little or None Low Low to

Moderate Moderate to

High High to Almost

Total

Who manages the project budget

Functional Manager

Functional Manager Mixed Project

Manager Project

Manager

Project Manager’s Role Part-time Part-time Full-time Full-time Full-time

Project Management Administrative Staff

Part-time Part-time Part-time Full-time Full-time


•  Responsible for managing the project •  Must have authority and accountability •  Able to deal with conflicts •  Integrate the project components •  Accountable for the project failure •  Understand professional responsibility •  Lead and direct the project planning efforts •  Assists the team and stakeholders during project execution •  Control the project by measuring performance


•  Is the person paying for the project •  May be internal or external to the company •  In some organizations the sponsor is called the project champion •  The sponsor and the customer may be the same person, although the

usual distinction is that the sponsor is internal to the performing organization and the customer is external

•  May provide valuable input on the project, such as due dates and other milestones, important product features, and constraints and assumptions.


•  In some organizations, Project Manager does not exist and use Project Coordinator

•  Are usually found in weak matrix or functional organizations

•  Are weaker than a Project Manager •  Have power to make some decisions and have some

authority •  Report to a higher-level manager


•  The weakest of the three project management roles •  Act primarily as a staff assistant and communication coordinator •  Have little or no formal authority •  Report to the executive who ultimately has responsibility for the

project •  Cannot personally make or enforce decision •  Are usually found in a functional organization or weak matrix


•  As anyone more senior than the project manager •  Is to help prioritize projects •  Makes sure the project manager has the proper authority

and access to resources •  Issues strategic plans and goals and makes sure that the

company's projects are aligned with them •  May be called upon to resolve conflicts within the

organization


•  Is the departmental manager in most organizational structures, such as the manager of engineering, director of marketing or information technology manager

•  Usually "owns" the resources that are loaned to the project, and has human resources responsibilities for them

•  May be asked to approve the overall project plan


Plans

Processes

Policies

Procedures

Knowledge bases

OPA Specific to and used by the performing

organiza7on


Corporate Knowledge Base §  Configura7on management knowledgebase §  Financial databases §  Historical informa7on & lesson learned

knowledge bases §  Issue & defect management databases §  Process management databases §  Project files from previous projects

Processes and Procedures §  Guidelines & criteria for standard processes &

procedures §  Policies, product & project life cycles, and

quality polices & procedures §  Templates §  Procedures in execu7ng, monitoring &

controlling process, i.e. change control, financial, issue & defect, communica7on, risks, etc.

§  Project closure guidelines or requirements

OPA’s categories


•  Refers to conditions, not under the control of the project team, that influence, constrain, or direct the project

Infrastructure

Government or industry standards

Poli7cal climate

Marketplace condi7on

Exis7ng human resources

Organiza7onal culture, structure, and governance

EFF

Stakeholder risk tolerances


•  Individuals who are involved in the project or whose interest may be positively or negatively affected as a result of the execution or completion of the project.

Sponsor

Customers & users

Sellers

Business partners

Organiza7onal groups

Func7onal managers

Project team

Other stakeholders


•  Project can be divided into phases to provide better management control with appropriate links to the on-going operation

•  Characteristic –  Phases are generally sequential and are usually defined by some

form of technical information transfer or technical component hands-off

–  Cost and staffing levels are low at start, peak during the intermediate phases, and drop rapidly as the project is closing

•  The phases of project life cycle are not the same as the Project Management process group


•  A project life cycle is a collection of project phases •  Project phases are a collection of logically related

project activities, usually culminating in the completion of a major deliverable.

•  Project phases are mainly completed sequentially, but can overlap in some project situations.

Conceptual Planning Construction Testing Implementation Closure


Project life cycle:

§  Phases within one project may be overlapping

§  Typically one project phase does not last more than 6 months

§  Project phases may be repeated during project

§  Project phases may not be sequential

Product life cycle:

§  Phases are non-overlapping

§  May last for several years §  Each phase occurs only

once §  Phases are sequential



•  Initiating Process –  Processes performed to define a new project or a new phase of an

existing project by obtaining authorization to start the project or phase

•  Planning Process –  Processes required to establish the project scope, refine the

objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve

•  Executing Process –  Processes performed to complete the work defined in the Project

Management Plan to satisfy the project specification


•  Monitoring and Controlling Process –  Processes required to track, review, and regulate the project

progress and preformance; identify any areas in which changes to the plan are required; and initiate to corresponding changes (corrective action)

•  Closing Process –  Processes performed to finalize all activies across all Project

Management Process Group to formally close the project or phase


• COMPLETE THE WORK

• POST IMPLEMEN-TATION REVIEW

• DETAILED PLANNING

• PROJECT DEFINITION

INITIATING PLANNING

EXECUTING CLOSING

MONITORING & CONTROLLING



Time Cost

Scope

Qua

lity

Ris

k

Hum

an R

esou

rce

Com

mun

icat

ion

Procurement

Integration

Stak

ehol

der


Knowledge Areas

Project Management Process Group

Ini9a9on Planning Execu9ng Monitoring & Controlling Closing

Project Integra9on Management

§  Develop Project Charter

§  Develop Project Management Plan

§  Direct and Manage Project Execu9on

§  Monitor and Control Project Work

§  Perform Integrated Change Control

§  Close Project or Phase

Project Scope Management

§  Plan Scope Management

§  Collect Requirements

§  Define Scope §  Create WBS

§  `Validate Scope §  Control Scope

Project Time Management

§  Plan Schedule Management

§  Define Ac9vi9es §  Sequence Ac9vi9es §  Es9mate Ac9vity

Resources §  Es9mate Ac9vity

Dura9ons §  Develop Schedule

§  Control Schedule


Knowledge Area Project Management Process Group


Project Cost Management

§  Plan Cost Management

§  Es9mate Costs §  Determine Budget

§  Control Costs

Project Quality Management

§  Plan Quality Management

§  Perform Quality Assurance

§  Control Quality

Project Human Resources Management

§  Plan Human Resource Management

§  Acquire Project Team

§  Develop Project Team

§  Manage Project Team

Project Communica9on Management

§  Plan Communica9ons Management

§  Manage Communica9ons

§  Control Communica9ons


Knowledge Area Project Management Process Group


Project Risk Management

§  Plan Risk Management

§  Iden9fy Risks §  Perform Qualita9ve

Risk Analysis §  Perform

Quan9ta9ve Risk Analysis

§  Plan Risk Responses

§  Control Risks

Project Procurement Management

§  Plan Procurement Management

§  Conduct Procurements

§  Control Procurements

§  Close Procurements

Project Stakeholder Management

§  Iden9fy Stakeholders

§  Plan Stakeholder Management

§  Manage Stakeholders Engagement

§  Control Stakeholders Engagement



Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and Project Management activities within Project Management Process Groups

Integration includes characteristics of unification, consolidation, communication, and integrative actions that crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements


Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and Project Management activities within Project Management Process Groups


Develop Project Charter The process of developing a document that formally authorizes a project or a phase and documenting intial requirements that satisfy the stakeholders need and expectation

The Key Benefit: A well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project


•  Constraint – Factor that will limit the Project Team’s option – Applicable restriction that will affect project

performance •  Assumption

– Factors that, for planning purposes, are considered to be true, real, or certain

– Assumption generally involves a degree of risk


•  Project Charter is a document that formally recognizes the existance the existance of a project.

•  It is signed by the performing organization’s senior management

•  It clearly establishes the Project Manage’s right to make decisions, lead the projects and allocate resources in project activities


•  It should include a high-level milestone view of the project schedule

•  It is high-level document that does not include project details

•  It includes a summary-level preliminary project budget


•  Develop Project Management Plan - the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

INPUTS

•  Project Charter •  Outputs from

Planning Processes •  Enterprise

Enviromental Factors

•  Organizational Process Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Facilitation

techniques

OUTPUTS

•  Project Management Plan


•  A formal and approved document that defines how the project is executed, monitored and controlled. It may be in a form of an executive summary or a detailed document, and it may compose one or more subsidiary management plans and other planning documents

•  Baseline: the original Project Plan with approved changes. It is used to monitor project progress and forecast the project final cost and schedule


Project plan is used to: •  Guide project execution •  Document project planning assumption •  Document project planning decision based on the selected

alternatives •  Facilitate communication among stakeholders •  Define key management review •  Provide a baseline for progress measurement and project

control


•  Direct & Manage Project Work - the process of leading and performing the work defined in the Project Management Plan to achieve project’s objectives.

INPUTS


•  Approved Change Requests

•  Enterprise Enviromental Factors


TOOLS & TECHNIQUES

•  Expert judgment •  Project

Management Information Systems

•  Meetings

OUTPUTS

•  Deliverables •  Work Performance

Data •  Change Request •  Project

Management Plan Updates

•  Project Document Updates


•  These activities include, but are not limited to: –  Perform acitivites to accomplish project requirements –  Create project deliverables –  Staff, train and manage the team members assigned to the project –  Obtain, manage, and use resources including materials, tools,

equipment, and facilities –  Implement the planned methods and standards –  Generate project data (cost, schedule, technical & quality process,

status to facilitate forecasting)


•  Deliverables –  The most important output –  Any product, service, or result that must be completed

in order to finish the project •  Work Performance Information

–  The second most important –  The information on the status of deliverables –  Is used by several other process –  Report on how far along a deliverable is and how it is

tracking against the plan


•  Monitor & Control Project Work - the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the Project Management Plan

INPUTS

•  Project Management Plan •  Schedule Forecasts •  Cost Forecasts •  Validated Changes •  Work Performance Information •  Enterprise Enviromental Factors •  Organizational Process Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Analytical

Techniques •  Project

Management Information System

•  Meetings

OUTPUTS

•  Change Request •  Work Performance

Reports •  Project




•  All monitoring and controlling processes fulfill a sort of oversight role on the project.

•  Comparing the work results to the plan and make whatever adjustments are necessary to ensure that they match and that any necessary changes in the work or the plan are identified and made.

•  Monitoring all project information to ensure that risks are being identified and managed properly and to make sure that performance is on track.


•  Perform Integrated Change Control – The process of reviewing all change request, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and project Management Plan

INPUTS


•  Work Performance Reports

•  Change Requests •  Enterprise

Enviromental Factors •  Organizational

Process Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Change Control

Tools •  Meetings

OUTPUTS

•  Approved Change Requests

•  Change Log •  Project




•  The process of finalizing all activities across Project Management Process Groups to formally complete the project or phase

INPUTS


•  Accepted Deliverables


TOOLS & TECHNIQUES

•  Expert judgment •  Analytical

Techniques •  Meetings

OUTPUTS

•  Final products, services or result transition

•  Organizational Process Assets Updates


•  Includes all administrative closure activities necessary to close the project or phase: –  To confirm that the project or phase has met all stakeholders’

requirements –  To verify that all deliverables have been achieved and accepted –  To satisfy the project or phase completion or exit criteria –  To transfer the products or services to the next phase (production

and/or operation) –  To collect project or phase record –  To audit project success or failure –  To gather project Lesson Learned –  To archive project information for future use



Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully

Collect Requirements

Define Scope

Create WBS Validate Scope Control Scope

PLANNING

MONITORING & CONTROLING

Plan Scope Management


•  Plan Scope Management – Creating a scope management plan that documents how the project scope will be defined, validated, and controlled

INPUTS

•  Project management plan

•  Project Charter •  Enterprise

environmental factors •  Organizational process

assets

TOOLS & TECHNIQUES

•  Expert judgement •  Meetings

OUTPUTS

•  Scope management plan

•  Requirements management plan


•  Collect Requirement – the process of determining, documenting, and managing stakeholders’ needs and requirements to meet project objectives

INPUTS

•  Scope management plan

•  Requirements management plan

•  Stakeholder management plan

•  Project Charter •  Stakeholder Register

TOOLS & TECHNIQUES

•  Interviews •  Focus Groups •  Facilitated Workshops •  Group Creativity Techniques •  Group Desicion Making Techniques •  Questionnaires and Surveys •  Observations •  Prototypes •  Benchmaring •  Context Diagram •  Document Analysis

OUTPUTS

•  Requirements Documentation

•  Requirements Traceability Matrix


•  Define Scope – the process of developing a detailed description of project and product

INPUTS

•  Scope Management Plan

•  Project Charter •  Requirements

Documentation •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Product Analysis •  Alternatives generation •  Facilitated Workshops

OUTPUTS

•  Project Scope Statement



•  Contains many details pertaining to the project and product deliverables, including: –  The goals of the project –  The product description –  The requirements for the project –  The constrains and assumptions –  The identified risks related to the scope

•  Output from Scope Planning •  A basis to keep the project on track


•  Create Work Breakdown Structure – the process of subdividing project deliverables and project work into smaller and more manageable components. WBS provides a structured vision of what has to be delivered

INPUTS

•  Scope Management Plan •  Project Scope Statement •  Requirements

Documentation •  Enterprise

Environmental Factors •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Decomposition •  Expert Judgment

OUTPUTS

•  Scope Baseline •  Project Document

Updates


•  “deliverable-oriented hierarchical decomposition of the total scope of work to be carried out by project team to accomplish project objectives and create required deliverables”

•  Work not included in WBS is not within project scope


•  A baseline (whether for scope, schedule, cost, or quality) is the original plan plus all approved changes

•  The approved version of scope statement, WBS, and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison à original plan + approved changes

•  Represents the combination of the project scope statement, the WBS, and the WBS dictionary

•  It is placed under control •  Changes to the scope are made according to the

scope management plan


•  Is a deliverable-oriented groups of project components that organize and define the total project scope

•  Work that are not in the WBS is outside the project scope •  Normally presented in a chart form •  The item at the lowest level of WBS is referred to as work

packages •  It is a communication tool among stakeholders

WBS is used for staffing, estimating, identifying risk, network diagramming (schedule)


•  The work package can not be easily decomposed any further

•  The work package is small enough to be estimated for time (effort)

•  The work package is small enough to be estimated for cost

•  The work package may be assigned to a single person


•  Validate Scope – the process of formalizing acceptance of the completed project deliverables. It brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each variable

INPUTS

•  Project Mangement Plan


•  Requirement Traceability Matrix

•  Verified Deliverables •  Work Performance

Data

TOOLS & TECHNIQUES

•  Inspection •  Group Decision-Making

Techniques

OUTPUTS

•  Accepted Deliverables •  Change Requests •  Work Performance

Information •  Project Document

Updates


•  Control Scope – the process of monitoring project status, product scope, and managing changes to the scope baseline

INPUTS



•  Requirements Traceability Matrix

•  Work Performance Data


TOOLS & TECHNIQUES

•  Variance Analysis

OUTPUTS

•  Work Performance Information

•  Change Requests •  Project Management

Plan Updates •  Project Document

Updates •  Organizational Process

Assets Updates



Project Time Management includes the processes required to accomplish timely completion of the project.

Define Activities

Control Schedule

Planning

Sequence Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop Schedule

Plan Schedule Management

Monitoring & Controlling


•  Plan Schedule Management – the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing and controlling the projet schedule.

INPUTS


•  Project Charter •  Enterprise


Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Analytical Techniques •  Meetings

OUTPUTS

•  Schedule Management Plan


•  Define Activities – the process of identifying spesific actions to be performed to result project deliverables

INPUTS


•  Scope Baseline •  Enterprise


Assets

TOOLS & TECHNIQUES

•  Decomposition •  Rolling Wave Planning •  Expert judgment

OUTPUTS

•  Activity List •  Activity Attributes •  Milestone List


•  Sequence Activities – the process of identifying and documenting relationship among activities

INPUTS


•  Activity List •  Activity Attributes •  Milestone List •  Project Scope

Statement •  Enterprise


Assets

TOOLS & TECHNIQUES

•  Precendence Diagramming Method (PDM)

•  Dependency Determination

•  Leeds and Lags

OUTPUTS

•  Project Schedule Network Diagrams



•  Creates a graphical representation of the schedule activities in the order in which they must be performed on the project

•  Activit ies are represented by the nodes (rectangles), with arrows representing the dependencies that exist between the activities

121 Ini9al Design 10 days

A120 DraQ Drawing 20 days

A130 Run Simula9on 15 days

121 Finish Design 10 days


•  Activities are represented by the nodes (rectangles), with arrows representing the dependencies that exist between the activities.

•  Four types of relantionship between task: –  FS = Finish to Start The initiation of successor work depends upon the completion of predecessor work

–  SS = Start to Start The initiation of successor work depends upon the initiation of predecessor work

–  FF = Finish to Finish The completion of successor work depends upon the completion of predecessor work

–  SF = Start to Finish The completion of successor work depends upon the initiation of predecessor work


•  The activities are represented on the arrows, with the nodes being connecting points

A 10

A 20

A 50

A 30

A 40

A 60

Ini9al Design

DraQ Drawing

Run Simula9on

Final Design 10 Days

20 Days

15 Days

10 Days

NODE 1 NODE 2 DUMMY

NO DURATION

NODE 1 NODE 2 ACTIVITY

DURATION


•  Estimate Activity Resources – the process of estimating the type and quantities of material, people, equipment, and supplies required to perform each schedulled activity

INPUTS

•  Schedule Management Plan •  Activity List •  Activity Attributes •  Resource Calendars •  Risk Register •  Activity Cost Estimates •  Enterprise Environmental

Factors •  Organizational Process Assets

TOOLS & TECHNIQUES

•  Expert Judgment •  Alternatives Analysis •  Published Estimating

Data •  Bottom-up Estimating •  Project Management

Software

OUTPUTS

•  Activity Resources Requirements

•  Resource Breakdown Structure



•  Estimate Activity Duration – the process of estimating number of work periods to complete individual activity with estimated resources

INPUTS

•  Schedule Management Plan •  Activity List •  Activity Attributes •  Activity Resource Requirements •  Resource Calendars •  Project Scope Statement •  Risk Register •  Resource Breakdown Structure •  Enterprise Environmental

Factors •  Organizational Process Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Analogous Estimating •  Parametric Estimating •  Three-point Estimates •  Reserve Analysis

OUTPUTS

•  Activity Duration Estimates



•  Develop Schedule – the process of analyzing activity sequences, duration, resource requirements, and schedule constraints to create project schedule

INPUTS

•  Schedule Management Plan •  Activity List •  Activity Attributes •  Project Schedule Network Diagrams •  Activity Resources Requirements •  Resource Calendars •  Activity Duratin Estimates •  Project Scope Statement •  Risk Register •  Project Staff Assignments •  Resource Breakdown Structure •  Enterprise Environmental Factors •  Organizational Process Assets

TOOLS & TECHNIQUES

•  Schedule Network Analysis •  Critical Path Method •  Critical Chain Mathod •  Resource Levelling • What-if Scenario Analysis •  Applying leads and legs •  Schedule Compression •  Scheduling Tool

OUTPUTS

•  Project Schedule •  Schedule Baseline •  Schedule Date •  Project Document Updates


•  A project’s critical path is the combination of activities that, if any are delayed, will delay the project’s finish

•  Has three main purposes: –  To calculate the project’s finish date –  To identify how much individual activities in the

schedule can slip (or “float”) without delaying the project

–  To identify the activities with the highest risk that cannot slip without changing the project finish date


•  Control Schedule – the process of monitoring project status, updating project progress, and managing schedule changes

INPUTS

•  Project Management Plan •  Project Schedule • Work Performance Data •  Project Calendars •  Schedule Dtaa •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Performance Reviews •  Project Management

Software •  Resource Optimization

Techniques •  Modeling Techniques •  Leads and legs •  Schedule Compression •  Scheduling Tool

OUTPUTS

• Work Performance Information

•  Schedule Forecasts •  Change Requests •  Project Management Plan

Updates •  Project Documents Updates •  Organizational Process

Assets Updates



Project Cost Management includes the processes involved in estimating, budgeting, and controlling costs so that the project can be

completed within the approved budget

Estimate Costs Control Cost

Planning Monitoring & Controlling

Plan Cost Management

Determine Budget


•  Plan Cost Management – the process that establishes the policies, procedures, and documenting for planning, managing, expending, and controlling project costs.

INPUTS

• Project Management Plan

• Project Charter • Enterprise Environmental Factors

• Organizational Process Assets

TOOLS & TECHNIQUES

• Expert judgment • Analytical Techniques • Meetings

OUTPUTS

• Cost Management Plan


•  Estimate Costs – the process of developing an estimate of monetary resources needed to complete project activities

INPUTS

•  Cost Management Plan •  Human Resource Plan •  Scope Baseline •  Project Schedule •  Risk Register •  Enterprise Environmental

Factors •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Expert judgment •  Analogous Estimating •  Parametric Estimating •  Bottom-up Estimating •  Three-point Estimates •  Reserve Analysis •  Cost of Quality •  Project Management

Software •  Vendor Bid Analysis •  Group decision-making

techniques

OUTPUTS

•  Activity Cost Estimates •  Basis of Estimates •  Project Document Updates


•  Determine Budget – the process of aggregating the estimated cost of individual activities or work packages to establish an authorized cost baseline

INPUTS

•  Cost Management Plan •  Scope Baseline •  Activity Cost Estimates •  Basis of Estimates •  Project Schedule •  Resource Calendars •  Agreements •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Cost Aggregation •  Reserve Analysis •  Expert judgment •  Historical Relationships •  Funding Limit

Reconciliation

OUTPUTS

•  Cost Baseline •  Project Funding

Requirements •  Project Document Updates


•  The cost performance baseline is an authorized time-phase budget used to measure, monitor, and control overall project cost performance

•  It is the summary of approved budget by time period and is typically displayed in the S-Curve form


100%

0% Report Date

Cost Baseline

Under Budget

Actual Curve

Over Budget


•  Control Cost – the process of developing an estimate of monetary resources needed to complete project activities

INPUTS

•  Project Management Plan •  Project Funding

Requirements • Work Performance Data •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Earned Value Management •  Forecasting •  To Complete Performance

Index (TCPI) •  Performance Reviews •  Project Management

Software •  Reserve Analysis

OUTPUTS

• Work Performance Information

•  Cost Forecasts •  Change Requests •  Project Management Plan

Updates •  Project Document Updates •  Organizational Process

Assets Updates



Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy t h e n e e d s f o r w h i c h i t w a s u n d e r t a k e n

Plan Quality Management

Perform Quality Assurance

(Process Focus)

Control Quality (Product Focus)

Planning

Executing

Monitoring & Controlling


•  QUALITY is the totality of characteristic of an entity that bear the ability to satisfy the stated and implied needs

•  GRADE is a category or rank given to entities that have similar functional use but in different requirement for quality

•  LOW QUALITY is always a problem, but LOW GRADE is no necessary a problem


•  Plan Quality Management – the process of identifying quality requirement and/or standards for the project and product, and documenting the project compliance

INPUTS

•  Project Management Plan •  Stakeholder Register •  Risk Register •  Requirements

Documentation •  Enterprise Environmental

Factors •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Cost-Benefit Analysis •  Cost of Quality •  Seven Basic Quality Tools •  Benchmarking •  Design of Experiments •  Statistical Sampling •  Additional Quality Planning

Tools •  Meetings

OUTPUTS

•  Quality Management Plan •  Process Improvement Plan •  Quality Metrics •  Quality Checklists •  Project Document Updates


•  Perform Quality Assurance – the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standars and operational definitions are used

INPUTS


•  Process Improvement Plan

•  Quality Metrics •  Quality Control

Measurement •  Project Documents

TOOLS & TECHNIQUES

•  Quality Management and Control Tools

•  Quality Audits •  Process Analysis

OUTPUTS



Updates Organizational Process Assets Updates


•  Perform Quality Control - the process of monitoring and recording results of executing quality management plan activities to asess performance and recommend necessary changes

INPUTS

•  Project Management Plan •  Quality Metrics •  Quality Checklists • Work Performance Data •  Approved Change Requests •  Deliverables •  Project Documents •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  SevenBasic Quality Tools •  Statistical Sampling •  Inspection •  Approved Changes

Requests Review

OUTPUTS

•  Quality Control Measurements

•  Validated Changes •  Verified Deliverables • Work Performance

Information •  Change Requests •  Project Management Plan

Updates •  Project Document Updates •  Organizational Process

Assets Updates



Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is

comprised of people with assigned roles and responsibilities to complete the project.

Plan Human Resources

Management

Acquire Project Team

Develop Project Team

Planning Executing

Manage Project Team


•  Plan Human Resource Management – the process of identifying and documenting project roles, responsibilities, requires skills, reporting relationship, and creating the staffing management plan

INPUTS


•  Activity Resources Requirements

•  Enterprise Environmental Factors


TOOLS & TECHNIQUES

•  Organizational Charts and Position Descriptions

•  Networking •  Organizational

Theory •  Expert Judgement •  Meetings

OUTPUTS

•  Human Resource Management Plan


•  Acquire Project Team - the process of confirming human resource availability and obtaining the team required to complete project assignment

INPUTS




TOOLS & TECHNIQUES

•  Pre-assignment •  Negotiation •  Acquisition •  Virtual Teams •  Multi-criteria

Decision Analysis

OUTPUTS

•  Project Staff Assignments

•  Resource Calendars •  Project



•  Develop Project Team - the process of improving the competencies, team interaction, and the overall team environment to enhance project performance

INPUTS



•  Resource Calendars

TOOLS & TECHNIQUES

•  Interpersonal Skills •  Training •  Team-Building Activities •  Ground Rules •  Co-location •  Recognition and

Rewards •  Personnel Assessment

Tools

OUTPUTS

•  Team Performance Assignments

•  Enterprise Environmental Factors Updates


•  Manage Project Team - the process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance

•  Is performed as long as there is a team on the project INPUTS



•  Team Performance Assessments

•  Issue Log •  Work Performance

Reports •  Organizational

Process Assets

TOOLS & TECHNIQUES

•  Observation and Conversation

•  Project Performance Appraisals

•  Conflict Management •  Interpersonal Skills

OUTPUTS


Plan Updates •  Project Documents

Updates •  Enterprise

Environmental Factors Updates

•  Organizational Process Assests Updates



Project Communication Management includes the processes required to ensure timely and appropriate generation, collection, distribution,

storage, retrieval, and ultimate disposition of project information

Plan Communications

Manageent

Manage Communications

Control Communications

Planning Executing Monitoring & Controlling


•  Plan Communication Management - the process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.

INPUTS


•  Stakeholder Register



TOOLS & TECHNIQUES

•  Communication Requirements Analysis

•  Communication Technology

•  Communication Models

•  Communication Methods

•  Meetings

OUTPUTS

•  Communications Management Plan



•  Manage Communications - the process of creating, collecting, distributing, storing, retrieving, and the ultimate disposition of project information in accordance to the communications management plan.

INPUTS


•  Work Performance Reports



TOOLS & TECHNIQUES

•  Communication Technology

•  Communication Models •  Communication

Methods •  Information

Management Systems •  Performance

Reporting

OUTPUTS

•  Project Communications

•  Project Management Plan Updates

•  Project Documents Updates



•  Control Communications - the process of monitoring and controlling communications throughout the entire project life cycle to ensure the information needs of the project stakeholders are met.

INPUTS


•  Project Communications

•  Work Performance Data

•  Issue Log •  Organizational

Process Assets

TOOLS & TECHNIQUES

•  Information Management Systems

•  Expert Judgement •  Meetings

OUTPUTS





Assets Updates


Risks


•  Risk has two characteristics: – Risk is related to an uncertain event – A risk may affect the project for good or

for bad •  Project risk includes both threats to the

projects objectives and opportunities those objectives


Plan Risk Management How to approach & plan risk management ac9vi9es

Identify Risks What could go wrong and what could be opportuni9es

Evaluate Risks Assessment & analysis the

consequences Respond Risks What can we do about it?

Control Risks How effec9ve risk responses and are there new risks occurred?


•  Plan Risk Management – the process of deciding how to approach and plan risk management activities in the project

INPUTS


•  Project Charter •  Stakeholder Register •  Enterprise


Assets

TOOLS & TECHNIQUES

•  Analytical Techniques •  Expert Judgement •  Meetings

OUTPUTS

•  Risk Management Plan


•  Identify Risk - the process of determining which risks may affect the project and documenting their

INPUTS

•  Risk Management Plan •  Cost Management Plan •  Schedule Management Plan •  Quality Management Plan •  Human Resource Management Plan •  Scope Baseline •  Activity Cost Estimates •  Activity Durations Estimates •  Stakeholder Register •  Project Documents •  Procurement Documents •  Enterprise Environmental Factors •  Organizational Process Assets

TOOLS & TECHNIQUES

•  Documentation Reviews •  Information Gathering

Techniques •  Checklist Analysis •  Assumption Analysis •  Diagramming Techniques •  SWOT Analysis •  Expert judgment

OUTPUTS

•  Risk Register


•  A document containing the results of qualitative risk analysis, quantitative risk analysis, and risk response planning

•  Contains all details of identified risks, including descr ipt ion, category, cause, proposed responses, owners, and current status.

•  Is a component of Project Management Plan


•  Perform Qualitative Risk Analysis – the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurence and impact

INPUTS

•  Risk Management Plan •  Scope Baseline •  Risk Register •  Enterprise Environmen •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Risk Probability and Impact Assessment

•  Probability and Impact Matrix

•  Risk Data Quality Assessment

•  Risk Categorization •  Risk Urgency

Assessment •  Expert judgment

OUTPUTS



•  Perform Quantitative Risk Analysis – the process of numerically analyzing the effect of identified risks on overall project objectives

INPUTS

•  Risk Management Plan •  Cost Management Plan •  Schedule Management

Plan •  Risk Register •  Enterprise


Assets

TOOLS & TECHNIQUES

•  Data Gathering and Representation Techniques

•  Quantitative Risk Analysis and Modeling Techniques

•  Expert judgment

OUTPUTS



•  Plan Risk Response – the process of developing options and actions to enhance or exploit opportunities and to reduce or eliminate threats to project objectives

INPUTS

•  Risk Management Plan

•  Risk Register

TOOLS & TECHNIQUES

•  Strategies for Negative Risks or Threats

•  Strategies for Positive Risks or Opportunities

•  Contingent Response Strategies

•  Expert judgment

OUTPUTS

•  Project Management Plan Updates



Negative Risk Response Strategies Positive Risk Response Strategies

AVOID (Eliminate the Cause)

TRANSFER (Find 3rd party to be

accountable or do work)

MITIGATE (Reduce probability and/or

impact)

EXPLOIT (Enable the Cause) CAUSE

OUTSOURCE

PROBABILITY & IMPACT

Negative or Positive Risk Response Strategies

ACCEPT (No actionable response)

Remove ac9vi9es or people

Ex: Insurance Fixed Price Contract

Ex: Training Prototype

Add ac9vi9es or people

Investors Partnering

Ex: Incen9ves

SHARE (Find 3rd party to support and

share in gain)

ENHANCE (Increase probability and/or

impact)


INPUTS


•  Risk Register •  Work Performance

Data •  Work Performance

Reports

TOOLS & TECHNIQUES

•  Risk Reassessment •  Risk Audits •  Variance and Trend

Analysis •  Technical Performance

Measurement •  Reserve Analysis •  Meetings

OUTPUTS





Assets Updates

• Monitor & Control Risk – the process of execu9ng risk response plan, tracking iden9fied risk, monitoring residual risks, iden9fying new risks, and evalua9ng risk process effec9veness throughout the project



Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results

needed from outside the project team to perform the work

Plan Procurement Management

Conduct Procurements

Planning

Control Procurements

Close Procurements

Executing Closing Monitoring & Controlling


•  Plan Procurement – the process of documenting project purchase decision, the approach, and identifying potential sellers

INPUTS

• Project Management Plan • Requirements Documentation • Risk Register • Activity Resource Requirements

• Project Schedule • Activitiy Cost Estimates • Stakeholder Register • Enterprise Environmental Factors

• Organizational Process Assets

TOOLS & TECHNIQUES

• Make-or-buy Analysis • Expert judgment • Market Research • Meetings

OUTPUTS

• Procurement Management Plan

• Procurement Statement of Work

• Procurement Documents • Source Selection Criteria • Make-or-buy Decision • Change Requests • Project Documents Updates


•  Fixed Price Contracts – A fixed total price for a well defined product – The risk is on the seller since any cost overruns

may not be passed to the buyer –  Is very popular when the scope of works

thoroughly defined and completely known – Can be more expensive than cost reimbursable – Example: Building a house at a fixed price


•  Cost Reimbursable Contracts – Payment to the seller for its actual cost – The risk is on the buyer – Often used when the buyer can only describe

what they need rather than what it can do – Simpler scope of work – Example: Building a house at cost reimbursable

price


•  Time & Material –  Hybrid type of contractual arrangement that contains

aspect of cost reimbursable and fixed price –  The seller charges for time plus the cost of any

materials needed to complete the work –  Form: contract is priced based on hourly or per item

basis and has an element of fixed price contract (price per hour) and cost reimbursable (material used and total cost is unknown)


Type of contract Who bears the risk Explanation

Fixed Price Seller Since the price is fixed, cost overruns may not be passed on to the buyer and must be borne by the seller

Cost Plus Fixed Fee Buyer

Since all costs must be reimbursed to the seller, the buyer bears the risk of cost overruns

Time and Materials Buyer

The buyer pays the seller for all time and materials the seller applies to the project. The buyer bears the most risk of cost overruns


•  Conduct Procurements – the process of obtaining seller responses, selecting a seller, and awarding a contract

INPUTS

•  Procurement Management Plan

•  Procurement Documents

•  Source Selection Criteria

•  Seller Proposals •  Project Documents •  Make-or-buy Decisions •  Procurement

Statement of Work •  Organizational Process

Assets

TOOLS & TECHNIQUES

•  Bidder Conferences •  Proposal Evaluation

Techniques •  Independent Estimates •  Expert judgment •  Advertising •  Analytical Techniques •  Procurement

Negotiations

OUTPUTS

•  Sellected Sellers •  Agreements •  Resource Calendars •  Change Requests •  Project Management


Updates


•  Control Procurements – the process of managing procurement relat ionships, monitor ing contract performance, and making changes and corrections as needed

INPUTS


•  Procurement Documents

•  Agreements •  Approved Change

Request •  Work Performance

Reports •  Work Performance

Data

TOOLS & TECHNIQUES

•  Contract Change Control System

•  Procurement Performance Reviews

•  Inspections and Audits •  Performance

Reporting •  Payment Systems •  Claim Administration •  Records Management

System

OUTPUTS



Plan Updates •  Procurement

Documents Updates •  Organizational Process

Assets Updates


•  Close Procurement - the process of completing each project procurement and accepted work (contract closure)

INPUTS


•  Project Documents

TOOLS & TECHNIQUES

•  Procurement Audits •  Procurement

Negotiations •  Records

Management System

OUTPUTS

•  Closed Procurements




Project Stakeholder Management includes the processes required to: •  identify the people, groups, or organizations that could

impact or be impacted by the project; •  analyze stakeholder expectations and their impact on the

project, and; •  develop appropriate management strategies for effectively

engaging stakeholders in project decisions and execution.

Identify Stakeholders

Plan Stakeholder Management

Initiating

Manage Stakeholder Engagement

Control Stakeholder Engagement

Planning Executing Monitoring & Controlling


•  Identify Stakeholder - the process of identifying all people or organization impacted by the project, and documenting relevant information regarding their interest, involvement and impact on project success

INPUTS

•  Project Charter •  Procurement

Documents •  Enterprise

Environmental Factors


TOOLS & TECHNIQUES

•  Stakeholder Analysis

•  Expert judgment •  Meetings

OUTPUTS



Keep Sa9sfied

Manage Closely

Monitor Keep Informed


•  Plan Stakeholder Management - the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests and potential impat on project success

INPUTS





TOOLS & TECHNIQUES

•  Expert Judgement •  Meetings •  Analytical

Techniques

OUTPUTS

•  Stakeholder Management Plan



•  Manage Stakeholder Engagement - the process of communicating and working with stakeholders to meet their needs/expectations, address issues and foster engagement in project activities.

INPUTS

•  Stakeholder Management Plan


•  Change Log •  Organizational

Process Assets

TOOLS & TECHNIQUES

•  Communication Methods

•  Interpersonal Skills •  Management Skills

OUTPUTS

•  Issue Log •  Change Requests •  Project Management Plan

Updates •  Project Documents


Assets Updates


Control Stakeholder Engagement – the process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.

INPUTS


•  Issue Log •  Work Performance

Data •  Project Documents

TOOLS & TECHNIQUES

•  Information Management Systems

•  Expert Judgement •  Meetings

OUTPUTS





Assets Updates

Date post:	15-Jul-2015
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Avenew Project Management Fundamental

Education