3039937-pmp-review-chart-2005

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Chapter 1 – Introduction – Key Points • • • • •

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“Good practice” does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for determining what is appropriate for any given project (PMI Bold) A project is a temporary endeavor undertaken to create a unique product, service or result Progressive elaboration is a characteristic of projects, meaning that it is developed in steps, and continues by increments. For example, items might be described in broad terms at the start of the project but be defined in detailed terms by the conclusion of the project – from the preliminary project scope statement to the verified project scope statement supported by a detailed WBS Projects are different than operations; projects are supposed to complete their objective and then cease to exist; operations continue indefinitely and sustain the business Projects are often conducted to support the organizations’ strategic plan, and to support one or more strategic element: o Market demand o Organizational need o A customer request o A technological advance o A legal requirement Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring & controlling, and closing Managing a project includes 1) identifying requirements 2) establishing objectives 3) balancing scope, timing and cost 4) adapting the plan to different concerns of stakeholders The five areas of expertise in the project management team include o The project management body of knowledge (PMBOK) o Application area knowledge, standards and regulations o Understanding the project environment o General management knowledge and skills o Interpersonal skills Application area knowledge, standards and regulations are usually defined in terms of 1) functional departments (i.e. legal, marketing) 2) technical elements (i.e. software development) 3) management specializations (i.e. government contracting) 4) industry groups (i.e. energy, financial services) Standards are guidelines or a preferred approach (i.e. ISO) and regulations are government-imposed requirements such as laws (i.e. EPA, contract law) The project environment includes cultural and social environment (people demographic, education, organizational accountability), the international and political environment (time zones, different countries) and physical environment (is the team co-located?) General Management Knowledge and Skills including planning, executing and controlling to support the company. Supporting areas include 1) accounting 2) purchasing 3) sales 4) contracting 5) manufacturing & distribution 6) planning 7) HR 8) health and safety 9) IT The management of interpersonal relationships includes 1) communication 2) influence 3) leadership 4) motivation 5) negotiation 6) problem solving Programs vs. Project management – a program is a group of related projects that need to be managed in a coordinated fashion, such as the development of a new product that contains multiple assemblies and includes related activities such as marketing plans A portfolio is a group of projects or programs that are managed together to meet company objectives, such as those to support a line of business or internal process improvement Projects may be broken into subprojects, such as skilled labor (construction) on a larger project A Project Management Office is an organization to manage and coordinate projects that are under its domain. A PMO can oversee programs or projects. PMO’s are of varying forms depending on the organization, where they can coordinate, manage or even execute projects 1

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet • •

Key PMO features may include 1) coordination of resources 2) run PM Methodology 3) document repository 4) monitoring of project managers 5) coordination of overall project standards PMO’s are different from project managers in that the project manager works on their specific project, while the PMO manages resources across multiple projects. The project manager manages scope, schedule, cost and quality while the PMO manages overall risk, opportunity and interdependencies across projects. The project manager reports on one project, while the PMO provides consolidated project reporting

Chapter 2 – Project Life Cycle and Organization – Key Points • • • • • • • •

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The project life cycle includes the phases necessary to work a project from beginning to end. The transition from one phase to another is generally recognized by some kind of a deliverable or handoff. These phases generally define 1) work to be done that phase 2) when deliverables are generated 3) resources used in each phase 4) control of each phase Costs generally are low at the start, are highest during middle phases, and drop off as the project is being completed Uncertainty and risk is highest at the start of the project and likelihood of project completion increases as it moves toward the concluding phases Stakeholders can more easily make changes at the start of the project early on; later the cost of changes grows very high as the project moves towards completion The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a work product that can be viewed and assessed A project phase generally concludes with a review of the deliverable and to determine whether the deliverables are accepted or if more work needs to be done After each phase is completed authorization is generally needed to begin the next phase of the project (i.e. “kill point”) A typical project has the following phases: o Initial – inputs include 1) ideas 2) project management team; outputs include 1) charter 2) scope statement o Intermediate – outputs include 1) plan 2) baseline 3) progress 4) acceptance o Final – outputs include approval, handover and the ultimate project deliverable, the product The reason that projects are initiated are to resolve business problems or to take advantage of opportunities The PRODUCT life cycle is “above” the project life cycle – it includes operations & development (which occur after the project has been completed) and include the business plan, which starts before the project begins Project stakeholders are people involved in the project or impacted by the project. Stakeholders can be defined widely (i.e. the community who is impacted by pollution and congested after the project to build a plant is completed) or narrowly (those working on the project). Negative stakeholders don’t want the project to be completed (i.e. environmentalists). Positive stakeholders want the project to succeed Every project includes the following stakeholders o Project manager – manages the project o Customer / user – the people who use the end product generated by the project o Performing organization – the company that the project team works for o Project team members – doing the work o Project management team – the managers running the project o Sponsor – the group that provides the money and authorizes the project o Influencers – not directly related to the project, but can impact the outcome o Project Management Organization (PMO) 0 if it exists, may have some responsibility for completion Note that stakeholders may have differing objectives – finance may want it done for the lowest price, marketing may want the most features, IT may want the newest technology, and environmentalists may want it to fail outright There are 2 major types of project-based organizations o Organizations that make money by completing projects for other companies, such as consultants, architects, companies that make products for the US Military, etc… o Organizations that chose to adopt “management by projects” and have systems and processes in place to facilitate projects 2

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet • • • • • • • •

Non project based organizations often lack tools and systems for project management, making a successful completion less likely Organizational cultures impact projects – entrepreneurial companies may accept high risk projects, and rigid hierarchy companies may challenge project managers who seek authority There are 3 major types of organizations – 1) functional 2) matrix (with weak, balanced or strong types) and 3) projectized Functional organizations are traditional organizations with work “silos” like HR, accounting, production, marketing, etc… In these organizations the project manager has little (formal) authority, finds it hard to obtain resources, reports to a functional manager, and is part time w/part time admin staff The projectized organization has most employees engaged in project work, and project managers have high authority and visilibity The “matrix” organization has elements of project and functional organization, where the project manager may report to 2 bosses (functional and project), and the weak vs. strong shows the degree of autonomy and resources that the manager has available A PMO can exist in any organization type. The role may vary from advisor to having project managers report to the PMO The Project Management System consists of the tools, techniques, methodologies, resources, and procedures used to manage a project

Chapter 3 – Project Management Processes for a Project – Key Points •

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In order for a project to be successful, the team must o Select correct processes o Use a defined approach to meet requirements o Comply with requirements to meet stakeholder needs o Balance 1) scope 2) time 3) cost 4) quality 5) resources 6) risk to complete the project The project manager is always responsible for determining what processes are appropriate for that project. This is known as “tailoring” the project Project team processes generally fall into one of the following categories: o Project processes generally initiate, plan, execute, monitor, control and close a project o Product-oriented processes create the product and vary by area The five process groups are 1) initiating 2) planning 3) executing 4) monitoring & controlling 5) closing Plan – Do – Check – Act is another way to accomplish this The Process Groups are not Project Phases! Initiating group for formal authorization of a project or a project phase. The basic scope, duration, deliverables and resources for the project are determined at this time. The relationship of the project to the organization’s strategic initiatives is also identified. The project manager is also assigned during this phase. The project charter is written, and when the charter is approved, the project becomes officially authorized. It is critical to involve stakeholders during the initiation phase The planning process group is used to plan and manage the project. These processes identify, define and mature the project scope, cost and schedule. Significant changes during the life of the project will trigger the need to revisit planning process items. Key deliverables of the planning process include the project management plan, scope planning, the WBS, activities, sequencing and scheduling, cost estimating & budgeting, and planning for risk, HR, communications and quality The executing process group contains the steps necessary to perform the work laid out in the project plan to meet the project’s objectives. The vast majority of the project’s budget will be spent in this phase The monitoring and controlling process group contains steps and processes needed to watch project execution to identify potential problems and corrective action can be taken to keep the project on track. This group also influences the factors that could thwart change control to ensure only approved changes get made (i.e. stop scope creep) The closing process group includes the processes needed to formally conclude the project and hand off the completed product to the end customer All of the steps below (44) are mapped into the five groups listed above

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations. Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 4.1 Develop Project Charter Initiating Sponsor initiates the charter; charter ♦ Contract ♦ Project selection ♦ Project Charter which formally authorizes a includes 1) requirements to satisfy needs methods ♦ SOW (includes business project (“what”) 2) business needs that the project need, scope description, ♦ Project mgmt addresses (“why”) 3) justification 4) methodology strategic plan) named project manager 5) milestones 6) ♦ EEF ♦ PMIS assumptions 7) constraints (“fixed dates”) ♦ OPA (templates, ♦ Expert judgment 8) business case 9) summary budget procedures) 4.2 Develop Preliminary Initiating Scope includes 1) objectives 2) product ♦ Project charter ♦ Project mgmt ♦ Preliminary project Project Scope Statement requirements 3) acceptance criteria 4) methodology scope statement ♦ SOW which provides a high level project deliverables 5) constraints & ♦ PMIS ♦ EEF scope description assumptions 6) project organization 7) ♦ Expert judgment ♦ OPA initial risks 8) milestones 9) initial WBS 10) high level cost estimate 11) project configuration mgmt requirements 12) approval requirements 4.3 Develop Project Planning Plan includes 1) processes selected 2) level ♦ Preliminary project ♦ Project mgmt ♦ Project management Management Plan that of implementation 3) tools to be used 4) scope statement methodology plan documents what is needed to ♦ Project management interactions 5) how to execute work 6) ♦ PMIS includes config define, prepare, integrate & how to control changes 7) how to do processes mgmt system to identify coordinate all subsidiary configuration mgmt 8) baselines use 9) changes to product and ♦ EEF plans communication needs 10) project phases control changes ♦ OPA 11) key mgmt issues ♦ Expert judgment 4.4 Direct & Manage Project ♦ Project management Executing Actions include 1) perform activities 2) ♦ Project mgmt ♦ Deliverables Execution by executing the spend money 3) train staff 4) manage plan methodology ♦ Requested changes work defined in the project vendors 5) implement standards 6) create, ♦ Approved corrective ♦ PMIS ♦ Implemented change management plan to meet control & validate deliverables 7) manage actions requests requirements defined in the risk & risk response activities 8) adapt ♦ Approved preventive ♦ Implemented scope statement scope changes as needed 9) manage actions corrective actions communications 10) collect project data ♦ Approved change ♦ Implemented including cost & milestones 11) collect & requests preventative actions document lessons learned and process ♦ Approved defect repair ♦ Implemented defect improvement actions ♦ Validated defect report repair ♦ Administrative closure ♦ Work performance procedure information (status, budget, % complete)

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Integration Management – Processes & activities required to ensure that the various elements of the project are properly coordinated to meet stakeholder expectations. Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 4.5 Monitor & Control Monitor & Actions include 1) compare actual vs. plan ♦ Project management ♦ Project mgmt ♦ Recommended Project Work through the Control 2) determine corrective actions needed 3) plan methodology corrective actions processes required to initiate, ♦ Work performance analyze risks & ensure corrective actions ♦ PMIS ♦ Recommended plan, execute & close a taken 4) maintain information base 5) information preventative actions ♦ Earned Value technique project to meet performance status reporting 6) forecasting ♦ Rejected change ♦ Forecasts ♦ Expert judgment objectives defined in the requests ♦ Recommended defect project management plan repair ♦ Requested changes 4.6 Integrated Change Monitor & Change control is needed because projects ♦ Project management ♦ Project mgmt ♦ Approved change Control by reviewing all Control seldom run according to plan. Changes plan methodology requests change requests, approving must be managed; also includes ♦ Requested changes ♦ PMIS ♦ Rejected change changes & controlling documenting changes and only releasing requests ♦ Work performance ♦ Expert judgment changes to the deliverables approved changes. Defect repair must be information ♦ Project management & organizational process validated and quality controlled. plan (updates) ♦ Recommended documents preventative actions ♦ Project scope Configuration management also occurs – management (updates) ♦ Recommended identify changes, determine if changes corrective actions ♦ Approved corrective have been implemented, and verify actions ♦ Recommended defect changes after complete. repair ♦ Approved preventative actions ♦ Deliverables Every documented change must either be ♦ Approved defect repair accepted or rejected by some authority. ♦ Validated defect repair ♦ Deliverables 4.7 Close Project by Closing Updates after project completion include ♦ Project management ♦ Project mgmt ♦ Administrative closure finalizing all activities across 1) formal acceptance documentation plan methodology procedure all of the project process (written) 2) project files updated 3) project ♦ Contract documentation ♦ PMIS ♦ Contract closure groups to formally close the closure documents prepared (even for procedure ♦ EEF ♦ Expert judgment project projects halted before completion) 4) ♦ Final product, service ♦ OPA historical information is used to update the or result ♦ Work performance “lessons learned” database ♦ OPA (updates) information ♦ Deliverables

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Scope Management – Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully; focus on what is and what is not included in the project Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 5.1 Scope Planning by Planning Project scope management plan includes ♦ EEF ♦ Expert judgment ♦ Project scope creating a project scope 1) process to prepare detailed scope based management plan ♦ OPA ♦ Templates, forms, management plan which on preliminary scope 2) process to create standards ♦ Project charter includes how the WBS will WBS from scope 3) process to specify ♦ Preliminary project be created & defined verification of deliverables 4) process to scope statement control scope changes ♦ Project management plan 5.2 Scope Definition by Preparation of a detailed scope statement ♦ OPA ♦ Product analysis ♦ Project scope statement Planning developing a detailed is critical to the project success. Includes ♦ Project charter ♦ Alternatives ♦ Requested changes project scope statement 1) objectives 2) scope description 3) identification ♦ Preliminary project ♦ Project scope requirements 4) boundaries (excluded ♦ Expert judgment scope statement management plan items) 5) deliverables 6) acceptance (updates) ♦ Project scope ♦ Stakeholder analysis criteria 7) constraints 8) assumptions 9) management plan organization 10) risks 11) milestones 12) ♦ Approved change funding 13) cost estimate 14) requests configuration management requirements 15) project specifications 16) approval requirements 5.3 Create Work Breakdown ♦ OPA Planning Decomposition divides work into smaller ♦ WBS templates ♦ Project scope statement Structure (WBS) by elements by 1) identify deliverables 2) (updates) ♦ Project scope statement ♦ Decomposition subdividing the deliverables ♦ Project scope structure and organize WBS 3) ♦ WBS & work into smaller, more decomposing upper WBS into lower level ♦ WBS dictionary management plan manageable components detailed components 4) assign ID codes to ♦ Approved change ♦ Scope baseline WBS components 5) verifying that degree requests ♦ Project scope of decomposition is sufficient. management plan (updates) Each component must be assigned, and ♦ Requested changes defined in terms of how the project will actually be executed and controlled. 5.4 Scope Verification Monitor & Scope verification is primarily concerned ♦ Project scope statement ♦ Inspection ♦ Accepted deliverables through formal acceptance Control with acceptance of the scope by ♦ WBS dictionary ♦ Requested changes of the completed project stakeholders ♦ Project scope ♦ Recommended deliverables management plan corrective actions ♦ Deliverables

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet 5.5 Scope Control by controlling changes to the project scope

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Project scope statement WBS WBS dictionary Project scope management plan ♦ Performance reports ♦ Approved change requests ♦ Work performance information

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♦ Project scope statement (updates) ♦ WBS (updates) ♦ WBS dictionary (updates) ♦ Scope baseline (updates) ♦ Requested changes ♦ Recommended corrective action ♦ OPA (updates) ♦ Project Management Plan (updates)

Change control system Variance analysis Replanning Configuration management system

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Monitor & Control

Uncontrolled changes called “scope creep”. Change is inevitable, thus this process is needed

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Time Management - Processes required to ensure timely completion of the project Area Process Inputs Tools and Techniques 6.1 Activity Definition by identifying the specific activities that must be performed to produce the various project deliverables

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6.2 Activity Sequencing by identifying and documenting dependencies among schedule activities

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EEF OPA Project scope statement WBS WBS dictionary Project management plan Project scope statement Activity list Activity attributes Milestone list Approved change requests

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6.3 Activity Resource Estimating through estimating the type & quantity of resources needed to complete each activity

6.4 Activity Duration Estimating by estimating the number of work periods which will be needed to complete individual activities

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EEF OPA Activity list Activity attributes Resource availability Project management plan

EEF OPA Project scope statement Activity list Activity attributes Activity resource requirements ♦ Resource calendars ♦ Project management plan (risk register, activity cost estimates)

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Outputs / Deliverables ♦ ♦ ♦ ♦

Decomposition Templates Rolling Wave planning Expert judgment Planning component (control account, planning package) Precedence diagramming method (PDM) Arrow diagramming method (ADM) Schedule network templates Dependency determination Applying leads and lags Expert judgment Alternatives analysis Published estimating data Project management software Bottom-up estimating

Activity list Activity attributes Milestone list Requested changes

♦ Project schedule network diagrams ♦ Activity list (updates) ♦ Activity attributes (updates) ♦ Requested changes

Process Group Planning

Planning

Other Notes The activity list does not include any schedule activities that are not required as part of the project scope.

PDM (a.k.a Activity on Node) uses 4 types of dependencies (F-S, F-F, S-S, S-F). ADM (a.k.a. Activity on Arrow) uses only F-S dependencies. Allows dummy activities to show logical relationships. (Usually shown as a dashed line.) 3 types of dependencies - mandatory, discretionary (best practices) and external.

♦ Activity resource requirements ♦ Activity attributes (updates) ♦ Resource breakdown structure ♦ Resource calendars (updates) ♦ Requested changes ♦ Activity duration estimates ♦ Activity attributes (updates)

♦ Expert judgment ♦ Analogous estimating (use actual duration of similar activity from past) ♦ Parametric estimating (hours per meter) ♦ Three-point estimates (average of most likely, optimistic & pessimistic) ♦ Reserve analysis 8

Planning

Planning

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Time Management - Processes required to ensure timely completion of the project Area Process Inputs Tools and Techniques 6.5 Schedule Development by analyzing activity sequences, activity durations, and resource requirements to create the project schedule

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6.6 Schedule Control – controlling changes to the project schedule including 1) determining current status of project schedule 2) influencing factors that cause changes 3) determining that the schedule has changed 4) managing changes as they occur

OPA Project scope statement Activity list Activity attributes Project schedule network diagrams Activity resource requirements Resource calendars Activity duration estimates Project management plan (risk register)

♦ Schedule management plan ♦ Schedule baseline ♦ Performance reports ♦ Approved change requests

Outputs / Deliverables

♦ Schedule network analysis ♦ Critical path method ♦ Schedule compression ♦ What-if scenario analysis ♦ Resource leveling ♦ Critical chain method ♦ Project management software ♦ Applying calendars ♦ Adjusting leads and lags ♦ Schedule model

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♦ Progress reporting ♦ Schedule change control system ♦ Performance measurement ♦ Project management software ♦ Variance analysis ♦ Schedule comparison bar charts

♦ Schedule model data (updates) ♦ Schedule baseline (updates) ♦ Performance measurements ♦ Requested changes ♦ Recommended corrective actions ♦ OPA ♦ Activity list (updates) ♦ Activity attributes (updates) ♦ Project management plan (updates)

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Project schedule Schedule model data Schedule baseline Resource requirements (updates) Activity attributes (updates) Project calendar (updates) Requested changes Project management plan (updates, including schedule management plan)

Process Group Planning

Other Notes Critical Path is the longest path through a network diagram and shows earliest completion of a project. CPM uses the most likely estimate to calculate the float to determine project duration and scheduling flexibility. Critical chain modifies schedule to account for limited resources. Define critical path, then apply resources – often path changes.

Monitor & Control

Schedule can be showed as a network diagram, bar chart (gantt), or milestone chart. Key measures include Schedule Variance (SV) and Schedule Performance Index (SPI). Progress reporting includes actual start and finished dates, and remaining durations for unfinished activities.. Schedule revisions are a special category of schedule updates – generally incorporated in response to approved change requests. The original schedule baseline and model are saved to prevent loss of data.

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Cost Management – processes in planning and controlling costs so that the project can be completed within budget Area Process Inputs Tools and Techniques Outputs / Deliverables Process Group 7.1 Cost Estimating through ♦ EEF Planning ♦ Analogous estimating ♦ Activity cost estimates approximating the costs of ♦ OPA ♦ Determine resource cost ♦ Activity cost estimate the resources needed to rates supporting detail ♦ Project scope statement complete project activities (description, basis of ♦ Bottom-up estimating ♦ WBS estimate, assumptions, ♦ Parametric estimating ♦ WBS dictionary constraints, ROM) ♦ Project management ♦ Project management ♦ Requested changes software plan (schedule & ♦ Cost management plan staffing mgmt plan, risk ♦ Vendor bid analysis (updates) register) ♦ Reserve analysis ♦ Cost of quality 7.2 Cost Budgeting by Planning ♦ Project scope statement ♦ Cost aggregation ♦ Cost baseline aggregating estimated costs ♦ WBS ♦ Reserve analysis ♦ Project funding of individual activities or requirements ♦ WBS dictionary ♦ Parametric estimating work packages to establish a ♦ Activity cost estimates ♦ Cost management plan ♦ Funding limit cost baseline (updates) reconciliation ♦ Activity cost estimate ♦ Requested changes supporting detail ♦ Project schedule ♦ Resource calendars ♦ Contract ♦ Cost management plan 7.3 Cost Control by ♦ Cost baseline ♦ Cost change control ♦ Cost estimate (updates) Monitor & influencing factors that Control system ♦ Project funding ♦ Cost baseline (updates) create cost variances & ♦ Performance requirements ♦ Performance controlling changes to the measurement analysis ♦ Performance reports measurements project budget ♦ Forecasting ♦ Approved change ♦ Forecasted completion ♦ Project management requests ♦ Requested changes reviews ♦ Project management ♦ Recommended ♦ Project management plan corrective actions software ♦ Organizational process ♦ Variance management assets (updates) ♦ Project management plan (updates)

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Other Notes Top down / analogous estimating is generally less costly and less accurate than other techniques. Bottom-up estimating accuracy is driven by size of work items being estimated. Reserve analysis includes “known unknowns”. Project in initiation phase as rough order of Magnitude (ROM) of –50/+100%, later could go to –10%/+15% Cost baseline is a time-phased budget to measure and monitor cost performance. Reserve are budgeted for unplanned, but potentially required, changes to project scope and cost – not part of the project cost baseline or earned value. Project funding requirements are derived from the cost baseline. ♦ PV - Planned Value (also Budget at Completion BAC) ♦ EV - Earned Value ♦ AC - Actual Cost ♦ ETC – Estimate to Complete ♦ EAC – Estimate at Completion Formulas to remember: ♦ Schedule Variance = EV-PV ♦ Cost Variance = EV-AC ♦ Schedule Performance Index = EV/PV ♦ Cost Performance Index = EV/AC (<1.0 overrun, 1.0 on budget, > 1.0 underrun) ♦ SPI, CPI used to forecast completion date and project cost projection

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Quality Management – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 8.1 Quality Planning by Planning Quality is “the degree to which a set of ♦ EEF ♦ Cost-benefit analysis ♦ Quality management identifying which quality inherent characteristics fulfill plan ♦ OPA ♦ Benchmarking standards are relevant to the ♦ Project scope statement requirements” ♦ Quality metrics ♦ Design of experiments project and determining how ♦ Project management ♦ Quality checklists ♦ Cost of quality (COQ) Customer Satisfaction: Conformance to to satisfy them ♦ Process improvement plan ♦ Additional quality requirements, specifications, and fitness plan (steps to analyze planning tools for use. processes to identify Quality is planned in, not inspected in. waste & non-value added items Cost of quality is total cost of all efforts ♦ Quality baseline related to quality. Project may not reap ♦ Project management benefits since they are later in product plan (updates) lifecycle (i.e. lower returns) 8.2 Perform Quality Executing Deming: Plan, Do, Check, Act ♦ Quality management ♦ Quality planning tools ♦ Requested changes Assurance by employing plan and techniques ♦ Recommended Kaizen (Continuous Improvement): Small activities to ensure the ♦ Quality metrics ♦ Quality audits corrective actions improvements in products or processes to project employs all ♦ Process improvement ♦ Process analysis ♦ Process analysis reduce costs and ensure consistency of processes needed to meet plan ♦ Quality control tools ♦ Quality control tools products or services. requirements ♦ Work performance and techniques and techniques ISO 9000: An international standard that information describes a recommended quality system. ♦ Approved change Does not include quality procedures or requests forms. ♦ Quality control measurements Heuristic is a rule of thumb (e.g. Rule of ♦ Implemented change Seven) requests ♦ Implemented corrective actions ♦ Implemented defect repair ♦ Implemented preventative actions

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Quality Management – processes to ensure that the project will satisfy the needs for which it was undertaken & implements the quality management system Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 8.3 Perform Quality Control ♦ Quality management Monitor & ♦ +/- 1 sigma = 68.26% ♦ Cause and effect ♦ Quality control by monitoring specific Control plan diagram measurements ♦ +/- 2 sigma = 95.46% project results to determine ♦ Quality metrics ♦ Control charts ♦ Validated defect repair ♦ +/- 3 sigma = 99.73% if they comply with relevant ♦ Quality checklists ♦ Flowcharting ♦ Quality baseline ♦ +/- 6 sigma = 99.99 % quality standards and (updates) ♦ OPA ♦ Histogram Variable: Characteristic to be measured identifying ways to ♦ Recommended ♦ Work performance ♦ Pareto chart (e.g. size, shape) eliminate causes of corrective actions information ♦ Run chart Attribute: The measurement (e.g. inches, unsatisfactory performance ♦ Recommended ♦ Approved change ♦ Scatter diagram pounds) preventative actions requests ♦ Statistical sampling Statistical Independence: The probability ♦ Requested changes ♦ Deliverables ♦ Inspection of 1 event occurring does not affect the ♦ Recommended defect ♦ Defect repair review probability of another event occurring. repair ♦ OPA ♦ Validated deliverables ♦ Project management plan (updates)

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Human Resource Management – process the organize & manage the project team Area Process Inputs Tools and Techniques Outputs / Deliverables 9.1 Human Resources Planning by identifying, documenting project roles, responsibilities & reporting relationships as well as creating the staffing management plan

♦ EEF (organizational, technical, interpersonal, logistical & political) ♦ OPA (templates, checklists) ♦ Project management plan (activity resource requirements)

9.2 Acquire Project Team by getting the human resources needed to complete the project

♦ EEF ♦ OPA ♦ Roles and responsibilities ♦ Project organization charts ♦ Staffing management plan

9.3 Develop Project Team by improving competencies & interactions to enhance project performance

♦ Project staff assignments ♦ Staffing management plan ♦ Resource availability

♦ Organization charts and position descriptions (hierarchical charts, matrix charts, text formats) – responsibility assignment matrix (RAM) ♦ Networking ♦ Organizational theory ♦ Pre-assignment ♦ Negotiation ♦ Acquisition ♦ Virtual teams

♦ General management skills ♦ Training ♦ Team-building activities ♦ Ground rules ♦ Co-location ♦ Recognition and rewards

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♦ Roles and responsibilities (role, authority, responsibility, competencies required) ♦ Project organization charts ♦ Staffing management plan ♦ Project staff assignments ♦ Resource availability ♦ Staffing management plan (updates)

♦ Team performance assessment includes 1) improvements in skills for individuals 2) improvements in competencies for the group as a whole 3) reduce staff turnover rate

Process Group Planning

Executing

Executing

Other Notes Staff management plan includes 1) staff acquisition 2) timetable 3) release criteria 4) training needs 5) recognition & rewards 6) compliance 7) safety

Conflict Resolution Techniques: ♦ Problem Solving (Address interests) ♦ Compromising (Middle ground) ♦ Forcing (Impose judgement) ♦ Withdrawal (Avoidance) ♦ Smoothing (Peace keeping) PMI recommends Problem Solving as best choice followed by compromising. Forcing is last. Maslow’s Hierarchy of Needs (in order): ♦ Physiological (Lowest) ♦ Safety ♦ Social ♦ Esteem ♦ Self-Actualization (Highest) MacGregor’s Theory X – People must be constantly watched. They are incapable, avoid responsibility, and avoid work. MacGregor’s Theory Y – People are willing to work without supervision and want to achieve. Ouchi's Theory Z - People work effectively when secure, consulted and held collectively responsible.

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Human Resource Management – process the organize & manage the project team Area Process Inputs Tools and Techniques Outputs / Deliverables 9.4 Manage Project Team by tracking member performance, providing feedback, resolving issues and coordinating changes to enhance project performance

♦ OPA ♦ Project staff assignments ♦ Roles and responsibilities ♦ Project organizational charts ♦ Staffing management plan ♦ Team performance assessment ♦ Work performance information ♦ Performance reports

♦ Observation and conversation ♦ Project performance appraisals ♦ Conflict management ♦ Issue log

♦ Requested changes ♦ Recommended corrective actions ♦ Recommended preventative actions ♦ OPA (updates) ♦ Project management plan (updates)

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Process Group Monitor & Control

Other Notes Lessons learned documentation can include 1) org charts as templates 2) rules or techniques that were particularly successful 3) virtual teams, location items that were successful 4) special skills discovered during the project

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 10.1 Communication Planning Communication Methods: ♦ EEF ♦ Communications ♦ Communications Planning by determining the ♦ OPA ♦ Formal Written – Project Plans/Charters requirements analysis management plan information and (provides 1) ♦ Communications ♦ Formal Verbal – Presentations, ♦ Project scope statement communications needs of stakeholder technology Speeches ♦ Project management the stakeholders requirements 2) info to ♦ Informal Written – Memos, e-mail plan (constraints, be communicated 3) ♦ Informal Verbal – Meetings, assumptions) responsibility 4) Conversations methods & frequency Comm. Channels: N(N-1)/2 where N is 5) escalation 6) equal to the number of people. updating ) ♦ 10.2 Information Executing ♦ Communications ♦ Communications skills ♦ OPA PM should spend 70 - 90% of their time Distribution through making management plan ♦ Information gathering ♦ Requested changes communicating. needed information and retrieval systems available to project Basic elements of communication: ♦ Information distribution stakeholders in a timely ♦ Sender (or encoder) methods manner ♦ Message. ♦ Lessons learned process ♦ Receiver (or decoder) 10.3 Performance Reporting ♦ Work performance Monitor & Performance Reporting Tools: ♦ Information presentation ♦ Performance reports by collecting and Control information tools ♦ Status Report ♦ Forecasts disseminating performance ♦ Performance ♦ Performance ♦ Progress Report ♦ Requested changes information including status measurements information gathering ♦ Trend Report ♦ Recommended reporting, progress and compilation ♦ Forecasted completion ♦ Forecasting Report corrective actions measurement & forecasting ♦ Status review meetings ♦ Quality control ♦ OPA ♦ Variance Report ♦ Time reporting systems measurements ♦ Earned Value** ♦ Project management ♦ Cost reporting systems plan (performance measurement baseline) ♦ Approved change requests ♦ Deliverables

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Communications Management – Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information; provide the critical links among people & information that are needed for successful communications Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 10.4 Manage Stakeholders Monitor & ♦ Communications ♦ Communications ♦ Resolved issues by managing Control management plan methods ♦ Approved change communications to satisfy requests ♦ OPA ♦ Issue logs he requirements of, and ♦ Approved corrective resolve issues with, project actions stakeholders ♦ OPA ♦ Project management plans (updates)

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of positive events and to decrease the probability and impact of adverse events Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 11.1 Risk Management Planning Risk management plan includes ♦ EEF ♦ Planning Meetings and ♦ Risk Management Plan Planning by deciding how to ♦ OPA methodology, roles, responsibilities, analysis approach, plan & execute budget, timing, scoring / interpretation, ♦ Project scope statement the risk management thresholds, reporting, tracking, etc. ♦ Project management activities for a project plan Risk Categories: ♦ Technical ♦ Project management ♦ Organizational ♦ External 11.2 Risk Identification by Planning Risk Components: ♦ EEF ♦ Documentation reviews ♦ Risk register (includes determining which risks ♦ Risk event list of risks, potential ♦ OPA ♦ Information gathering might affect the project and responses, root causes, ♦ Risk event probability techniques ♦ Project scope statement documenting their and updated risk ♦ Checklist analysis ♦ Risk event consequence ♦ Risk management plan characteristics categories) ♦ Assumptions analysis ♦ Risk event status ♦ Project management ♦ Diagramming plan techniques 11.3 Qualitative Risk Planning Use of low precision data may lead to ♦ OPA ♦ Risk probability and ♦ Risk register (updates) Analysis by prioritizing faulty analysis. impact assessment ♦ Project scope statement risks for further analysis or ♦ Probability and impact ♦ Risk management plan Risks calculated as high or moderate action by assessing & matrix ♦ Risk register would be prime candidates for further combining their probability ♦ Risk data quality analysis. of occurrence & impact assessment ♦ Risk categorization ♦ Risk urgency assessment 11.4 Quantitative Risk Planning Quantitative analysis follows qualitative ♦ OPA ♦ Data gathering and ♦ Risk register (updates) Analysis through analysis. representation including 1) ♦ Project scope statement numerically analyzing the techniques probabilistic analysis ♦ Risk management plan Objectives include: effect on overall project of the project for ♦ Quantitative risk ♦ Risk register ♦ Determine probability of reaching objectives of identified risks ♦ Project management schedule & cost analysis and modeling project objectives outcomes 2) prioritized techniques (sensitivity plan (schedule ♦ Determine size of contingency needed list of quantified risks analysis, expected management plan, cost ♦ Identify risks requiring most attention 3) trends in monetary value analysis, management plan) based on their priority quantitative risk and decision tree ♦ Identify realistic cost and scope targets results) analysis, modeling & simulation) 17

Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Risk Management – processes concerned with planning, identifying, analyzing and responding to project risk; objective is to increase the probability & impact of positive events and to decrease the probability and impact of adverse events Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 11.5 Risk Response Planning Contingency Plan is a management plan ♦ Risk management plan ♦ Strategies for negative ♦ Risk register (updates) Planning by developing that identifies alternative strategies to be risk or threats (avoid, ♦ Risk register ♦ Project management options & actions to used to ensure project success if specified transfer or mitigate) plan (updates) enhance opportunities & risk events occur. ♦ Strategies for positive ♦ Risk-related reduce threats to project risks or opportunities contractual agreements Fallback plan is a management plan that objectives (exploit, share or identifies alternative project approaches if enhance) the risk has high impact, or if the strategy ♦ Strategy for both risks might not be fully effective. and opportunities Contingency Reserve accounts for known (acceptance) risks that have been accepted. ♦ Contingency response strategy Secondary risks arise from implementing the contingency plan. 11.6 Risk Monitoring and ♦ Risk management plan ♦ Risk reassessment ♦ Risk register (updates) Monitor & Purpose of Risk Monitoring is to Control by keeping track of Control determine if: ♦ Risk register ♦ Risk audits ♦ Requested changes identified risks, monitoring ♦ Risk responses implemented as planned ♦ Approved change ♦ Variance and trend ♦ Recommended residual risks and ♦ Risk response actions were as effective requests analysis corrective actions identifying new risks, as planned ♦ Work performance ♦ Technical performance ♦ Recommended executing risk response ♦ Project assumptions are still valid information measurement preventative actions plans and evaluating their ♦ Risk trigger has occurred ♦ Performance reports ♦ Reserve analysis ♦ OPA effectiveness throughout the ♦ Risk exposure has changed ♦ Status meetings ♦ Project management project life cycle plan (updates)

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the project team by the contract Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 12.1 Plan Purchases and Planning Contract Type: ♦ EEF ♦ Make or buy analysis ♦ Procurement Acquisitions by determining ♦ OPA ♦ FP – Fixed Price or Lump sum. management plan ♦ Expert judgment what to purchase or acquire (Simplest form is PO) – risk on seller ♦ Contract statement of ♦ Project scope statement ♦ Contract types and when to do it ♦ CR – Cost Reimbursable (cost plus fee, work – needs to be ♦ WBS cost plus fixed fee or cost plus incentive clear, complete and ♦ WBS dictionary fee) – place risk on buyer concise ♦ Project management ♦ Make or buy decisions ♦ T&M – Time and Materials (aspects of plan (risk register, riskFP and CR contracts) - Moderate cost ♦ Requested changes related contractual risk to buyer.) agreements, resource requirements, project schedule, activity cost estimates, cost baseline) 12.2 Plan Contracting by Planning ♦ Procurement ♦ Standard forms ♦ Procurement Procurement management plan can include documenting products, management plan documents ♦ Expert judgment 1) type of contract 2) independent services & results ♦ Contract statement of ♦ Evaluation criteria (can estimates 3) standardized procurement requirements and identifying work include cost, technical documents 4) constraints & assumptions potential sellers capability, financial ♦ Make or buy decisions 5) lead times for contracting coordination capacity, business type, ♦ Project management 6) make-or-buy documentation 7) references, etc…) plan (risk register, riskscheduled dates in contracts 8) ♦ Contract statement of related contractual performance metrics for managing work (updates) agreements, resource contracts requirements, project schedule, activity cost estimates, cost baseline) 12.3 Request Seller Executing All bidders conference Q&A should be put ♦ OPA ♦ Bidder conferences ♦ Qualified sellers list Responses by obtaining in writing and issued to all potential sellers ♦ Procurement ♦ Advertising ♦ Procurement document information, quotations, bids as an addendum to the procurement docs. management plan package ♦ Develop qualified offers or proposals ♦ Procurement documents ♦ Proposals sellers list

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Project Management Institute (PMBOK 2004 3rd Edition) – PMP Preparation Worksheet Project Procurement Management – processes required to acquire goods and services from outside the performing team; administering contractual obligations placed on the project team by the contract Area Process Inputs Tools and Techniques Outputs / Deliverables Process Other Notes Group 12.4 Select Sellers by Executing Objectives of Negotiation: ♦ OPA ♦ Weighting system ♦ Selected sellers reviewing offers, choosing ♦ Obtain a fair and reasonable price ♦ Procurement ♦ Independent estimates ♦ Contract among potential sellers, and management plan ♦ Develop a good relationship with the ♦ Screening system ♦ Contract management negotiating a written seller (should be a win-win situation) ♦ Evaluation criteria plan ♦ Contract negotiation contract ♦ Procurement document ♦ Resource availability ♦ Seller rating systems Items to negotiate include: package ♦ Procurement ♦ Expert judgment Responsibilities, authority, applicable law, ♦ Proposals management plan ♦ Proposal evaluation technical and business mgmt approaches, (updates) ♦ Qualified sellers list techniques contract financing, and price. ♦ Requested changes ♦ Project management plan (risk register, riskrelated contractual agreements, resource requirements, project schedule, activity cost estimates, cost baseline) 12.5 Contract Monitor & Contracts are often managed by a contract ♦ Contract ♦ Contract change control ♦ Contract Administration by managing ♦ Contract management Control department who have authority and system documentation contract & relationship responsibility for contracts. The PM must ♦ Buyer-conducted plan ♦ Requested changes between the buyer & seller; work closely with this group to ensure that performance review ♦ Selected sellers ♦ Recommended documenting performance to ♦ Performance reports project objectives are met. ♦ Inspections and audits corrective actions establish corrective actions, ♦ Performance reporting ♦ OPA ♦ Approved change and manage contract change requests ♦ Payment system ♦ Project management plan (updates) ♦ Work performance ♦ Claims administration information ♦ Records management system ♦ Information technology 12.6 Contract Closure Closing Centralized Contracting – A separate ♦ Procurement ♦ Procurement audits ♦ Closed contracts through completing and contracting office handles contracts for all management plan ♦ Records management ♦ OPA (update contract settling each contract, projects. ♦ Contract management system file, deliverable including resolution of any plan acceptance, and lessons Decentralized Contracting – A contract open items learned documentation) ♦ Contract documentation administrator is assigned to each project. ♦ Contract closure procedure

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