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Initiating Planning Executing Monitoring&Control. Closing
4.Integration 4.1Develop 4.2DevelopProject 4.3Direct&Manage Project 4.4Monitor&ControlProject 4.6CloseProject or
ProjectManagementProcessGroups
ProjectCharter Management Plan Execution Work
4.5 PerformIntegrated
ChangeControl
Phase
5.Scope 5.1CollectRequirements5.2DefineScope
5.3CreateWBS
5.4VerifyScope
5.5ControlScope
6
5
6.Time 6.1DefineActivities6.2 SequenceActivities
6.3Estimate
Activity
Resources
6.4EstimateActivity
Durations
6.5 DevelopSchedule
6.6ControlSchedule
6
s
7.Cost 7.1EstimateCosts7.2Determine Budget
7.3ControlCosts
8.Quality 8.1PlanQuality 8.2Perform QualityAssurance 8.3Perform QualityControl
9.Human 9.1DevelopHuman 9.2 AcquireProjectTeam
3
edg
eArea
3
Resourcesesources an . eve op ro ec eam
9.4ManageProjectTeam
10.Communication 10.1 IdentifyStakeholders
10.2PlanCommunications 10.3DistributeInformation
10.4ManageStakeholders
Expectations
10.5ReportPerformance
11.Risk 11.1 PlanRisk 11.6 Monitor&ControlRisks
5
4
Knowl
Management11.2IdentifyRisks
11.3PerformQualitative
RiskAnalysis
11.4PerformQuantitative
RiskAnalysis
11.5PlanRiskResponses
6
12. Procurement 12.1PlanProcurements 12.2ConductProcurements 12.3Administer Procurements 12.4CloseProcurements
2
4
20 8 10 2 42
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MaslowsHierarchyofNeeds &
HerzbergsMotivationHygieneTheory
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TheoryX: ManagerswhoaretheExpectancyTheory Theexpectationofa
AchievementTheory Peopleare
proponentsofTheoryXwillALWAYS
assumetheir
workers
are
lazy
and
arereluctanttowardsworking.Thus
managersneedtocontinuously
positiveoutcomedrivesmotivation
motivatedbytheneedofthreethings:
Achievement Power Affiliation
enforce,monitorandcracktheir
whipontheseworkers.
Inthemiddle:ContingencyTheory
TheoryY: managersarethe
completeopposite.Theywillalways
assumethebestoutoftheir
employees,seeing
these
people
as
independent,reliableandself
drivenemployees.Encouragement
andmotivationisthewaytogo.
PunishmentPower ExpertPower LegitimatePower
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1.3 Structure of the Code
The Code of Ethics and Professional Conduct is divided into sections that contain standards of conduct which are aligned with the four values thatwere identified as most important to the project management community. Some sections of this Code include comments. Comments are notmandatory parts of the Code, but provide examples and other clarification. Finally, a glossary can be found at the end of the standard. The glossarydefines words and phrases used in the Code. For convenience, those terms defined in the glossary are underlined in the text of the Code.
1.4 Values that Support this Code
Practitioners from the global project management community were asked to identify the values that formed the basis of their decision making andguided their actions. The values that the global project management community defined as most important were: responsibility, respect, fairness,and honesty. This Code affirms these four values as its foundation.1.5 Aspirational and Mandatory Conduct
Each section of the Code of Ethics and Professional Conduct includes both as irational standards and mandator standards. The as irational.standards describe the conduct that we strive to uphold as practitioners. Although adherence to the aspirational standards is not easily measured,conducting ourselves in accordance with these is an expectation that we have of ourselves as professionalsit is not optional.
The mandatory standards establish firm requirements, and in some cases, limit or prohibit practitioner behavior. Practitioners who do not conductthemselves in accordance with these standards will be subject to disciplinary procedures before PMIs Ethics Review Committee.
Comment: The conduct covered under the aspirational standards and conduct covered under the mandatory standards are not mutually exclusive;that is, one specific act or omission could violate both aspirational and mandatory standards.
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EthicsComplaints
2.3.3
Webring
violations
of
this
Code
to
the
attention
of
the
appropriate
body
for
resolution.
2.3.4Weonlyfileethicscomplaintswhentheyaresubstantiatedbyfacts.
Comment:Theseprovisionshaveseveralimplications.WecooperatewithPMIconcerningethicsviolationsandthecollectionofrelatedinformationwhetherwe
areacomplainantorarespondent.Wealsoabstainfromaccusingothersofethicalmisconductwhenwedonothaveallthefacts. Further,wepursuedisciplinary
actionagainstindividualswhoknowinglymakefalseallegationsagainstothers.
2.3.5Wepursuedisciplinaryactionagainstanindividualwhoretaliatesagainstapersonraisingethicsconcerns.
CHAPTER3. RESPECT
3.1 DescriptionofRespect
Respectisourdutytoshowahighregardforourselves,others,andtheresourcesentrustedtous.Resourcesentrustedtous mayinclude people,money,
re utation,thesafet ofothers,andnaturalorenvironmentalresources.
Anenvironmentofrespectengenderstrust,confidence,andperformanceexcellencebyfosteringmutualcooperation anenvironmentwherediverse
perspectivesandviewsareencouragedandvalued.
3.2Respect:
Aspirational Standards
Aspractitioners int eg o a projectmanagementcommunity:
3.2.1Weinformourselvesaboutthenormsandcustomsofothersandavoidengaginginbehaviorstheymightconsiderdisrespectful.
3.2.2Welistentootherspointsofview,seekingtounderstandthem.
3.2.3Weapproachdirectlythosepersonswithwhomwehaveaconflictordisagreement.
3.2.4Weconductourselvesinaprofessionalmanner,evenwhenitisnotreciprocated.
Comment: Animplicationoftheseprovisionsisthat weavoidengagingingossipandavoidmakingnegativeremarkstoundermineanotherpersonsreputation.
We also have a dut under this Code to con ront others who en a e in these t es o behaviors.
3.3Respect:MandatoryStandards
Aspractitioners intheglobalprojectmanagementcommunity,werequirethefollowingofourselvesandourfellowpractitioners:
3.3.1Wenegotiateingoodfaith.
3.3.2Wedonotexercisethepowerofourexpertiseorpositiontoinfluencethedecisionsoractionsofothersinordertobenefitpersonallyattheirexpense.
3.3.3Wedonotactinanabusivemanner towardothers.
3.3.4Werespectthepropertyrightsofothers.
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APPENDIXB
.
AbusiveManner.
Conduct
that
results
in
physical
harm
or
creates
intense
feelings
of
fear,
humiliation,
manipulation,
or
exploitation
in
another
person.
ConflictofInterest. Asituationthatariseswhenapractitionerofprojectmanagementisfacedwithmakingadecisionordoingsomeactthatwill benefitthe
practitioneroranotherpersonororganizationtowhichthepractitionerowesadutyofloyalty andatthesametimewillharmanotherpersonororganizationto
whichthepractitionerowesasimilardutyofloyalty.Theonlywaypractitionerscanresolveconflictingdutiesistodisclosetheconflicttothoseaffectedand
allowthemtomakethedecisionabouthowthepractitionershouldproceed.
DutyofLoyalty. Apersonsresponsibility,legalormoral,topromotethebestinterestofanorganizationorotherpersonwithwhomtheyare affiliated.
ProjectManagement
Institute
[PMI]. The
totality
of
the
Project
Management
Institute,
including
its
committees,
groups,
and
chartered
components
such
as
chapters,colleges,andspecificinterestgroups.
PMIMember. ApersonwhohasjoinedtheProjectManagementInstituteasamember.
PMISponsoredActivities. Activitiesthatinclude,butarenotlimitedto,participationonaPMIMemberAdvisoryGroup,PMIstandarddevelopmentteam, or
anotherPMIworkinggrouporcommittee.ThisalsoincludesactivitiesengagedinundertheauspicesofacharteredPMIcomponent organizationwhetheritis
inaleadershiproleinthecomponentoranothertypeofcomponenteducationalactivityorevent.
Practitioner. Aperson
engaged
in
an
activity
that
contributes
to
the
management
of
aproject,
portfolio,
or
program,
as
part
of
the
project
management
profession.
PMIVolunteer. ApersonwhoparticipatesinPMIsponsoredactivities,whetheramemberoftheProjectManagementInstitute ornot.
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PhaseEndingReviews:PhaseExits,PhaseGates,KillPoints
ProjectPhasesnot equaltoProjectManagementProcessGroups
Tailorin : PM & Pro ect Team are res onsible for determinin which rocesses within each rocess rou are a ro riate for the
projectyouareworkingon.
IterativeProcess:Goingbackthroughtheprocessgroups.
Tool&Techniques Usuallyrequireactionofsomesort.
Outputs Usuallyintheformofadeliverable,measured,tangibleorprovable.
ThePlanDoCheckActcycleisanunderlyingconceptthatshowstheintegrativenatureoftheprocessgroups.
SteeringCommittee:Groupoffolkscomprisingseniormanagersandsometimesmiddlemanagerswhorepresenteachofthe
functionalareasoftheorganization.
MathematicalModels=ConstrainedOptimizationMethods Uselinear,dynamic,integer,nonlinear,and/ormultiobjectiveprogrammingintheformofalgorithms.
DevelopProjectManagementPlan:
S Specific
M Measureable
A Accurate
R Realistic
&
Tangible
T Timebound
PurposeofPMPlan:Howtheprojectisexecuted,monitored&controlandclosed
DesignofExperiments(DOE) Statisticaltechniquethatidentifiestheelementsorvariablesthatwillhavethegreatesteffect on
overallprojectoutcomes.Itgivesyoureastatisticalframeworkthatallowsyoutochangealltheimportantvariablesatonce
insteadofchangingoneatthetime.
Crosby=Zerodefects&preventionorreworkresults.Doitrightthefirsttime.
Juran =Fitnessforuse,conformance.Stakeholders&customersexpectationsaremetorexceeded.
Deming=Qualityisamanagementproblem.
TQM=Qualitymustbemanagedinandmustbeacontinuousprocess.
SixSigma=Measurementbasedonstrategy;nomorethan3.4defectsperMillion.
Keizen =Continuousimprovement,improvequalityofpeoplefirst.
.
QualityMetrics=Describeswhat&how isbeingmeasuredbythePQC(PerformQualityControl)process.
ProgressiveElaboration=Projectdevelopedonsteps.
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PMO=Dependingofthecompany,providesconsolidatedreportingacrossthecompany.
PMSystem=Setoftools,methodology,techniques,resourcesandprocedurestomanagetheproject.
, .
ReserveAnalysis. Reservetime=buffer=contingencytime
1StandardDeviation=68.26%
2StandardDeviation=95.44%
3StandardDeviation=99.73%
6StandardDeviation=99.99%
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CPM mana es the total float of schedule networks aths whereas critical chain mana es buffer activit durations & resources.
Projectcalendars concernalltheresourcesinvolvedintheproject&specifytheworkingperiodfortheseresources. Theylookata
particularresourceorgroupsofresourcesandtheiravailability.
ScheduleModel Usetocreateprojectschedulemodel.
CostAggregation Theprocessoftallyingthescheduleactivitycostestimatesattheworkpackagelevel&thentotalingthework
packagelevelstohigherlevelWBScomponentlevels.
FundingLimitReconciliation Involvesreconciliationoftheamountoffundsspentwiththeamountoffundsbudgetedforthe
project.
CostBaseline Theexpectedcostoftheprojectanditisusedtomeasureperformance.
Resolvingconflict:
Forcing winlosesituation Doitmyway
omprom se now nno ose n m egroun ose ose
Confrontation winwinsituation lookatthefacts,analyzethemandfindsolution
Withdrawal/Avoidance loselosesituation
Smoothing Emphasizetheagreements loselose
FaitAccompli
an
irreversible
accomplishment
Force Ma eure A owerful & unex ected event such as hurricane or other disaster
Depreciation:
Straightlinedepreciation
Double decliningbalance
Sumofyeardepreciation
WBS nolessthan8,nomorethan80
Perform
Quality
Assurance
Quality
management
process
you
use
to
make
certain
the
project
satisfies
the
quality
standards
laid
out
intheprojectmanagementplan.
ProcessAnalysis Looksatprocessimprovementfromanorganizational&technicalperspective.
ConfigurationManagement Involvesidentifyingthephysicalcharacteristicsoftheproductoftheproject,controllingchangesto
thesecharacteristics, &documentingchangestoverifythatrequirementsaremet.
,
performancebaseline.
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nanc a
a cu at ons
FuturevalueFuturevalue(FV)referstotheamountofmoneythataninitialamount(PV)willgrowtooversomeperiodoftime(n)atagiven
interestrate(i).
Therearetwoalternativemethodsofcalculatin interestontheinitialamount.Thesearesim leinterestandcom oundinterest.
SimpleinterestThe
borrower
pays
the
lender
interest
at
regular
periods
within
the
term
of
the
loan
plus
the
principal
and
asingle
interest period
paymentattheendoftheterm.Inthiscaseinterestaccruesonlyontheoriginalprincipalsumanddoesnotcompound.
Thesimpleinterestformulacanbeexpressedas:
=wherePVistheamountofthepresentorcurrentvalue
i istheinterestrate
tisthenumberofperiods
Compoundinterest
Theborrowerpaysthelenderasinglesumattheendoftheloanterm.Thissumincludestheoriginalprincipalplusinterest on
accumulatedinterestfrompreviousperiods.
Itshouldbenotedthatcompoundinterestissimplyarepeatedapplicationofsimpleinteresttothenewprincipalamount.In orderto
makeacompoundinterestcalculationreasonablyquicklyitisnecessarytousethefollowingformulawhichconsiderablyreducesthe
calculationsinvolvedintheprecedingexample:
FV
=
PV 1+WhereFVisthefuturevaluePVisthepresent/currentvalue
i =interestrate
t=numberofperiods
Presentvalue
PV=FV/(1+i)
t
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Netpresentvalue (NPV)isastandardmethodforfinancialevaluationoflongtermprojects.Usedforcapitalbudgeting,andwidely
, , , .
definition:
NPV=Present
value
of
cash
inflows
Present
value
of
cash
outflows
(or
minus
initial
investment
in
most
of
the
cases
AlternativeCapitalBudgetingMethods
paybackperiodwhichmeasuresthetimerequiredforthecashinflowstoequaltheoriginaloutlay.Itmeasuresrisk,notreturn.
costbenefitanalysiswhichtriestoincludeissuesotherthancash.
realoptionmethodwhichattemptstovaluemanagerialflexibilitythatisassumedawayinNPV.
InternalRateofReturn (IRR):whichcalculatestherateofreturnofaprojectwithoutmakingassumptionsaboutthereinvestmentofthe
cashflows(henceinternal)
ModifiedInternalRateofReturn similartoInternalRateofReturn,butitmakesexplicitassumptionsaboutthereinvestmentofthecash
flows.Sometimes
called
Growth
Rate
of
Return
Formula
Eachcashinflow/outflowisdiscountedbacktoitsPV.Thentheyaresummed.Therefore
Where
t thetimeofthecashflow
n thetotaltimeoftheproject
r e scoun ra e
Ct thenetcashflow(theamountofcash)atthatpointintime.
C0 thecapitaloutlayatthebeginningoftheinvestmenttime(t=0)
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InternalRateofReturn
Theinternalrateofreturn (IRR)isacapitalbudgetingmethodusedbyfirmstodecidewhethertheyshouldmakelongterminvestments.
e s ere urnra ew c can eearne on e nves e cap a , .e. ey e on e nves men .
AprojectisagoodinvestmentpropositionifitsIRRisgreaterthantherateofinterestthatcouldbeearnedbyalternativeinvestments
(investingin
other
projects,
buying
bonds,
even
putting
the
money
in
abank
account).
The
IRR
should
include
an
appropriate
risk
premium.
MathematicallytheIRRisdefinedasanydiscountratethatresultsinanetpresentvalueofzeroofaseriesofcashflows.
In eneral if the IRR is reater than the ro ects cost of ca ital or hurdle rate the ro ect will add value for the com an .
Methodology
Tofindtheinternalrateofreturn,findtheIRRthatsatisfiesthefollowingequation:
Example:
YearCashflow
0 100
1+120
i =interest
rate
in
percent
NPV= 100+120/[(1+i)^1]
CalculationofIRR:
NPV=0
100+120/[(1+IRR)^1]=0
IRR
=
20%
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Workaround=Unplannedresponsetoanegativeriskevent.
ConfigurationManagementSystems=Documentedproceduresthatdescribetheprocessforsubmittingchangerequests,the
processes or rac ngc anges e r spos on processes or e n ng eapprova eve s oraccep ng eny ngc anges.
CCB=ConfigurationControlBoard
RunCharts
=Show
Variations
Threetypesofvariations:Random,Knownorpredictable&alwayspresent.
Whenaprocessisincontrol,itshouldnotbeadjusted. Itisoktochangetheprocesstobringaboutimprovement,butitshould
not be ad usted.
ScopeVerification:Formalizestheacceptanceoftheprojectscope&itisprimarilyconcernedwiththeacceptanceofworkresults.
ScopeVerification=Acceptingworkresults
PerformQualityControl=Checkingforcorrectworkresults.
Warranty
not
part
of
the
projectWBSdeliverableoftheScope DevelopmentPhase
ProjectCharterdeliverableoftheConceptPhase
RollingWavePlanning=Progressivedetailing
PM&PMteamresponsiblefortheProjectPlan.
TheProjectPlanisnotaPerformancemeasurementbaseline
Constrains=Factorsthatmaylimittheprojectoptionsorimpactotheraspectsoftheprojectperformance.
.
Execution most
of
the
budget
and
time
spent
there.
WorkAuthorizationSystem Authorizestheworkandisformal.
TherecanbemorethanoneScopeChangeControlBoard.
OpportunityCost=Thecostofgivingsomethingtogainanother.
Whenevaluatin anew ro ectincludeO ortunit Cost,notincludeSunkcost mone alread s ent .
ProductAnalysis=Productbreakdownanalysisengineering(breakdownintocomponentparts).
ValueEngineering=Findlessexpensiveways.
Value
Analysis
=
focus
on
cost
performanceContractualWBS(CWBS)=Usedtodefinethelevelofreportingthatthesellerwillprovidetothebuyer.Includelessdetail
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OrganizationalBreakdownStructure(OBS)=Usedtoshowwhichworkcomponenthavebeenassignedtowhichorganizationalunits.
ResourceBreakdownStructure(RBS)=Workcomponentsareassignedtoindividuals.
, .
CostAccount=Onelevelabovetheworkpackage.
ScopeVerification
=Everybody
agrees
and
it
should
be
done
continuously.
EVthebesttoverifytheprojectstatus.
Asleveloftechnologyincreasesalsoriskincreases.
Verification=customeracceptance Quality=conformancetospecs.
Outputofscopeverification=Formalacceptance.
Criticalpathcanhaveslack.
Negativeslack youarebehindschedule.
Dummyactivity=interdependencywithzeroduration,butitcanchangethecriticalpath.
Slackorfloat=Amountoftimebeforeprojectisdelayed.
Lag=mandatorywaittime.
LeadTime=howcanweaccelerateasuccessortask.
DiminishingReturns=Asyouaddresourcesyougetlessofreturns.
ResourceLevelingtypicallyincreasesscheduleduration.
UsuallyResourceLevelingaddstime,reverseresourceallocation.
= . .
schedulerisk.
Add
activity
buffers
for
random
risk.
Networks: PERT,CPM,PDM IDcriticalpath,projectduration,activitysequences,etc.showhowtoprotectactivities&howevents
relate.
Barchart weakplanningtool,goodforprojectprogressreporting,nologicalrelationships,easytoread.
Milestonechart showsignificantevents,zeroduration,communicatesstatus.
Heuristicscheduling(RuleofThumb) Investigativetechnique,i.e.neverput3peopleinajob.
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ResourceGanttChart Wheneachresourceisscheduledpertask
LearningCurveisaparametrictool.
OrderofMagnitude:+50%to 50%
BudgetEstimate:
+25
%
to
10
%
DefinitiveEstimate:+10%to 10%
LawofDiminishingReturns Extracostvs.extrarevenue moreresourceslessresults
ContingencyReserves Reduceriskofoverrunsinmeetingobjectives.
ManagementReserves Forunknowns
Depreciationofcapital awayofspreadingthecostofanassetoverthetimeisbeingused.
CostManagement Howwearegoingtomanagevariances(scopechanges).
EarnedValue Measurescostvs.scheduleperformancewithmoney.Awaytomeasurethestatusoftheproject.
EarnedValue Usedwhenahighdegreeofaccuracyisrequired. Whenmilestonesaretooinfrequenttousescheduleevaluation.Onprojectswithoverlappingprojectphaseswheretherearefewconvenientplaceswheremilestonescanbeplaced.
TheScurvetellsyouatglancethestatusoftheproject.
GoldPlating Givingthecustomermorethantheywant.
QualityControl Somebodyislookingoverourshoulders.
QualityAssurance Weareresponsible Selfcontrol Takeresponsibilityforourownwork.
. . . , , , .
Standard A
guideline
that
has
the
authority
of
sanction
body.
Benchmarking Ithastwostepprocess 1.Identifywhatotherpeopleisdoing.2.Wecopiedthem&implemented.
Workflowdiagram howphysicalmaterialflow.
QualityAudits Formalevaluationhowqualityisdoing.
Everyoneperformingtheworkisresponsibleforquality.
Sampling Lessexpensive,smallerstaff,quickdecisions.Maybewrong,Itcouldbedestructive.
StandardDeviation Itgetssmallerassamplesizeincreases.
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SixSigma Zerodefects
Thetemporarynatureofprojects thepersonalandorganizationalrelationshipsaretemporaryandnew.
.
Deadlinesandtechnicalissuescauseconflicts.
Thestrongest
motivation
its
recognition.
Communications Barriers Unclearcomm.Channels,Physicaldistance,technicallanguage.Badattitudes,blockers.
Contractclosurecomesbeforetheadministrationclosure.
Thesponsorowntheprojectrisk.
ThePMmanage&informabouttherisk.
Wedonotmitigateallrisk. Riskishighestatthebeginningoftheproject.
Specification Theprecisedescriptionoftheproductorservice.
Projectteamcreatesthespecs.
Unilateralcontract purchaseorder
Bilateralcontract Ithasbids,quotes,RFP.
Statementofwork Describesthework. Astatementthatletscontractorsknowiftheycansatisfythebid.
ThebenefitsofmultipleiterationsinthePMare:Revalidationofproject,replantheproject,introduceimprovements.
QualitativeAnalysis Focusontherightrisks
QuantitativeAnalysis Reservedforhighrisks.Usesnumericrating.i.e.MonteCarloSimulation,DecisionTree.
IntroductionBusinessobjective
Preliminarycost/benefit
Getformalapproval
PreliminaryScopeStatement:
Currentsituation
Projectrequirements
Projectschedule
Assumptions/constrains
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Assumption Availabilityofakeyproduct
ThemostdifficultofDirect&manageexecution coordinateandintegrateallprojectelements.
Topdownestimate=analogousestimate
Reserveanalysis
=considers
schedule
risk.
Attributes measurementsthatdetermineiftheresultsareeitherconformingornonconforming.
Decisionmodels=mathematicalmodels.
Mandatorydependency Hardlogic
Discretionarydependency usuallybaseonbestpractices&aredefinedbytheprojectteam.
PerformQualityAssurance Provideafoundationforbringingaboutcontinuousimprovements.
PERTusesweightedaveragedurations CPMusesmostlikelyduration.
ContractAdministrationProcess monitorthevendor&ensureallrequirementsaremet.
TrendAnalysis
Mathematical
technique
used
to
forecast
the
projects
outcome
based
on
historical
info.
Qualitymetrics=anoperationaldefinitionthatdescribeswhatisbeingmeasured&howitwillbemeasuredbythePerformQuality
controlprocess.
ConstrainsintheHRPlanningProcess OrganizationalStructures,CollectiveBargainsAgreements&economicconditions
Readerfiltermessagesusingculture,knowledge,language,geographicallocation,emotion&attitudes.
Objectives arequantifiablecriteriausedtomeasureprojectsuccess.
Designof
Experiments
(DOE)
it
equips
you
with
astatistical
framework
that
allows
you
to
change
all
the
important
variablesatonceinsteadofchangingonevariableatatime.
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ProjectManagementistheapplicationofknowledge,skills,tools,andtechniquestoprojectactivitiestomeetheprojectrequirements.
accurateestimatesbecomeavailable.Itallowsaprojectmanagementteamtomanagetoagreatlevelofdetailastheprojectevolves.
Portfoliois
acollection
of
projects
or
programs
and
other
work
that
are
grouped
together
to
facilitate
effective
management
of
thatworktomeetstrategicbusinessobjectives. PortfolioManagementisthecentralizedmanagementofonemoreportfolios,whichincludesidentifying,prioritizing,
authorizing,managing,andcontrollingprojects,programs,andotherrelatedworktoachievespecificstrategicbusiness.
Programisdefinedasagroupofrelatedprojectsmanagedinacoordinatedwaytoobtainbenefitsandcontrolnotavailableformmanagingthemindividually.
ProgramManagementisdefinedasthecentralizedcoordinatedmanagementofaprogramtoachievetheprogramsstrategicobjectivesandbenefits.
Projectsaretypicallyauthorizedasresultof:
MarketDemand
StrategicOpportunity/BusinessNeed
CustomerRequest
TechnologicalAdvance
LegalRequirements
BusinessCase(inputto4.1DevelopProjectCharter):
Marketdemand
Organizationalneed
Customerrequest
Technologicaladvance
Legalrequirements
Ecologicalimpacts
Socialneed
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AProjectManagementOffice(PMO)isanorganizationbodyorentityassignedvariousresponsibilitiesrelatedtothecentralized
andcoordinatedmanagementofthoseprojectsunderitsdomain.
Operationsareanorganizationalfunctionperformingtheongoingexecutionofactivitiesthatproducethesameproductofprovide
arepetitiveservice.
ProjectManager
characteristics:
Knowledge,
Performance
and
Personal
AProjectLifeCycleisacollectionofgenerallysequentialandsometimesoverlappingprojectsphaseswhosenameandnumberare
determinedbythemanagementandcontrolneedsoftheorganizationororganizationsinvolvedintheproject.Itprovidesthe
.
Impactof
Variable
Based
on
Project
Time
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AProductLifeCycleconsistsofgenerallysequential,nonoverlappingproductphasesdeterminedbythemanufacturingand
controlneedoftheorganization.
ProjectPhasesaredivisionswithinaprojectwhereextracontrolisneededtoeffectivelymanagethecompletionofamajor
deliverable. Aprojectphaseisnot aProjectManagementProcessgroup.
Tailoring Determiningwhichprocesswithineachprocessgroupareappropriatefortheprojectyouareworkingon.
ProjectGovernanceprovidesacomprehensive,consistentmethodofcontrollingtheprojectandensuringitssuccess.
PhasetoPhaseRelationships:
SequentialRelationship
OverlappingRelationship
IterativeRelationship Usefulinlargely,undefined,uncertain,orrapidlychangingenvironmentssuchresearch.
Influenceson
Projects
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AProcessisasetofinterrelatedactionsandactivitiesperformedtoachieveaprespecifiedproduct,result,or
service.
ProjectProcesses:ProjectManagementProcesses&ProductOrientedProcesses.
ProjectManagement
Process
Groups
StatementofWork(SOW)isanarrativedescriptionofproductsorservicestobedeliveredbytheproject.
TheSOWreferences:
BusinessNee
ProductScopeDescription
StrategicPlan