Resumen Pmp

Project Management Framework Project Management Process Groups Knowledge Area Processes

Project Management Integration

Initiating Process Group Develop Project Charter Develop Preliminary Project Scope Statement

Planning Process Group Develop Project Management Plan

Project Scope Management

Scope Planning Scope Definition Create WBS

Project Time Management

Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development

Project Cost Management

Cost Estimating Cost Budgeting

Project Quality Management

Quality Planning

Executing Process Group

Direct and Manage Project Execution

Monitoring & Controlling Process Group Monitor and Control Project Work Integrated Change Control

Scope Verification Scope Control

Schedule Control

Cost Control

Perform Quality Assurance

Perform Quality Control

Closing Process Group Close Project

Project Management Framework Project Management Process Groups Knowledge Area Processes

Project Human Resource Management

Project Communications Management

Initiating Process Group

Planning Process Group

Executing Process Group

Human Resource Planning

Acquire Project Team Develop Project Team

Communications Planning

Information Distribution

Project Risk Management

Risk Management Planning Risk Identification Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning

Project Procurement Management

Plan Purchases and Acquisitions Plan Contracting

Monitoring & Controlling Process Group

Closing Process Group

Manage Project Team

Performance Reporting Manage Stakeholders

Risk Monitoring and Control

Request Seller Responses Select Sellers

Contract Administration

Contract Closure

Project Stakeholders

Project Selection Decision Models System

Description

Decision tree

In a decision tree model, selection criteria are arranged along the branches of a tree flowchart. The project is evaluated against criterion. If the project fails to meet any criterion, it is removed from consideration.

Criteria profiling

This is similar to the decision tree in that the project is evaluated using one criterion at a time. However, in this model the project continues to be considered even if it fails to meet some of the criteria.

Weighted factor

This type of model is similar to criteria profiling, but different criteria may be weighted and factored into the scoring.

Q-sorting

In a Q-sorting model, groups of people rate the relative priority of a number of projects.

Delphi technique

In the Delphi technique, individuals can be located remotely and may remain anonymous, yet still participate in group decision making. People participating in a Delphi process are given criteria, asked to rate a project on a zero-to-ten scale, and provide reasons for their ratings.

Create Project Charter  Include the project and authority identification information.  Include a clear, concise description of the business need, opportunity, or threat that the project is intended to address.  Include summary descriptions of the product or service of the project.  Include a description of the project's relationship to the business need it is intended to address.  Consider any known constraints and/or assumptions.  Ensure the person with the required knowledge and authority signs the project charter.  Distribute the signed charter to the appropriate project stakeholders.

Product Analysis Technique

Description

Functional analysis

Analyzing all of the things that a product does, including primary and related functions, to identify unnecessary functions that might drive up cost on a product.

Value engineering and value analysis

Identifying and developing the cost versus benefits ratio for each function of a product. A method for controlling costs while maintaining performance and quality standards. Very common in military and construction contracts.

Quality function deployment Systems engineering

Identifying what the customer's needs are, and translating those needs into technical requirements. Appropriate for each stage of the product development cycle. Analyzing products holistically, integrating factors such as users, usage environment, and related hardware or software with which the product must function.

Alternatives Identification

Technique

Description

Lateral thinking

A creative approach to problem solving in which the team attempts to think about a problem in new ways and generate a fresh solution.

Brainstorming

A general creativity technique for generating possible alternatives. Brainstorming methods can be structured or unstructured in approach. The goal is to generate as many ideas as possible from as many team members as possible.

Delphi technique

A group technique that extracts and summarizes anonymous group input to choose among various alternatives. Often used to arrive at an estimate or forecast.

Create A Scope Statement  Refine the project objectives, deliverables, and product scope description.  Reexamine the project requirements.  Review the project boundaries.  Update the preliminary project constraints, risks, and assumptions.  Create schedule milestones.  Include a revised overall cost estimate and define any cost limitations.  Identify and document known risks.  Map out the internal organization.  Document project specifications and approval requirements.  Finalize the procedure for accepting completed products.

Work Breakdown Structure This is a technique to analyse the content of work and cost by breaking it down into its component parts. It is produced by :• Identifying the key elements • Breaking each element down into component parts • Continuing to breakdown until manageable work packages have been identified. These can then be allocated to the appropriate person. Below is a work breakdown structure for the recruitment of a new person to fill a vacant post.

PERT Program Evaluation and Review Techniqueplanificación de duración de actividades. Se asignan valores a las condiciones: • Optimista • Pesimista • Lo más probable La distribución de las 3 posibilidades se multiplica por el valor dado a la condición, y se divide entre 6.

Project Evaluation Review Technique (PERT) Network analysis or PERT is used to analyse the inter-relationships between the tasks identified by the work breakdown structure and to define the dependencies of each task. Whilst laying out a PERT chart it is often possible to see that assumptions for the order of work are not logical or could be achieved more cost effectively by re-ordering them. This is particularly true whilst allocating resources; it may become self evident that two tasks cannot be completed at the same time by the same person due to lack of working hours or, conversely, that by adding an extra person to the project team several tasks can be done in parallel thus shortening the length of the project. Below is the PERT chart of the WBS shown above after network analysis as been applied.

Activity An element of project work that requires an action to produce a deliverable. Typically has an expected duration. Usually consumes costs and resources. Examples of activities: Revise user manual Dig footers Reserve conference room

Create Activity List Gather inputs and resource materials. Decompose each work package in the WBS into activities required to produce the deliverable. Consult records of similar projects to identify possible activities. Consult subject matter experts about unfamiliar activity. Ensure activities listed are necessary and sufficient to successfully complete. the work package.

Finish-to-Start (FS) Example

A 10 days

B can’t start until A is finished

B 4 days

B (4 days)

A (10 days) 14 days

Finish-to-Finish (FF) Example FF

A 10 days

B can’t finish until A finishes

B 4 days

A (10 days)

B (4 days) 10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

Start-to-Start (SS) Example A 10 days

B can’t start until A starts

SS

B 4 days

A (10 days)

B (4 days) 10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

Start-to-Finish (SF) Example A 10 days

A must start before B can finish

SF B 4 days

A (10 days)

B (4 days) 10 days (Best Case)

A (10 days)

B (4 days)

14 days (Worst Case)

Arrow Diagramming Method

B

C

A

E

D Start

Finish F

G

H

J I

Project Network Diagram

A

B

Start

C

E Finish

D F

G

H

I

J

Hammock Activity

A

B

Start

C

E Finish

D F

G

H Hammock

I

J

GERT Network Diagram with Loop Example Design Logo

Sponsor Approval?

no

Loops yes Demo for Focus Groups

Focus Group OK?

yes Produce Final Artwork

no

GERT Network Diagram with Conditional Branch Dig trench

Fill with Water?

yes

Pump trench

no

Lay pipe

Conditional branch

Install sump system

Completed Sidewalk Replacement Work Package Network Diagram

2.3.3.4 Pour Concrete

2.3.3.1

2.3.3.2

2.3.3.3

2.3.3.7

Remove Old Sidewalk

Excavate Lawn

Build Forms

Remove Forms

2.3.3.5

2.3.3.6

Replace Topsoil

Lay Sod

Estimate Activity Resources Determine what resources are necessary to complete each activity. Determine what quantity of resources is necessary to complete each activity. Generate possible alternatives for unavailable resources. Analyze the scope statement. Consider organizational policies that could affect resource acquisition and usage. Identify and use expert judgment resources. Analyze the resources already available.

Activity Duration Estimates Number of work units required to complete the activity. Assumptions made when making the estimates. Range of variance for the estimate.

Analogous Estimating The amount and reliability of historical information. The similarity of the historical project on which the estimates are based. The expertise and relevancy of the expert judgment used to make the estimates.

Estimate Activity Durations  Involve the work package owners.  Consult historical information.  Determine which work unit you will use.  Consider resource requirements and capabilities  Determine the appropriate estimation method to use.  Modify the constraints and assumptions from the other planning processes.  Verify the accuracy of your estimates.  Consider the need for reserve time.  Include the list of assumptions made in the creation of estimates.  Include a range of variance for each estimate.

Critical Path

Ruta Crítica

Como gerente de proyectos, debo concentrarme en las actividades que están en la ruta crítica, que es la de menor flexibilidad.

Float: tiempo que puedo dilatar sin impactar el proyecto. Conocido como “slack” Free float: se puede compartir en una secuencia de actividades.

Compresión de Itinerario Fast Tracking

Crashing

Realizar tareas secuenciales de forma concurrente.

Crashing: “trade off” de tiempo por costo. Es la reducción de actividades que menos cuesten, y que acorten el tiempo de ejecución de un proceso. Por lo regular se hace “crashing” a las tareas de la ruta crítica. El “crashing” aumenta el factor de riesgo en error, los costos del proyecto y su calidad

Simulación • Montecarlo Analysis • What-if Scenario

Nivelación de Recursos

Estimado de Costos • Proyección de recursos necesarios para completar el proyecto

• Análisis de reserva: se establece cuando hay riesgos que pueden impactar el costo del proyecto. Se evalúa a medida que el proyecto avanza. • Luego de tener los estimados de costo, puedo trabajar en el “baseline”. Son elementos de monitoreo. Puede sufrir cambios si el proyecto tiene un ajuste en alcance o costo. El “baseline” se crea en la fase de planificación para controlar el proyecto y comparar los cambios en el mismo, basado en el costo inicial estimado.

El baseline ayuda a medir las varianzas de costo a lo largo del proyecto.

Métodos de Asignación de Costos

Calidad, Staff y Comunicaciones

Para minimizar el riesgo de fallas en calidad, disposición de recursos y comunicación, se debe lograr el consenso y el respaldo de los stakeholders para desarrollar los planes correspondientes, que servirán de guía y referencia durante el proyecto.

• Quality Planning debe hacerse regular y concurrentemente con otros procesos de planificación para proyectar el impacto en en el proyecto.

• Establecimiento de guías de calidad (ISO 9000, Total Quality Management) • Considerar regulaciones externas • Quality Management Plan: cómo se maneja la calidad. Subsidiario del PM Plan. Contiene las métricas y factores que influyen en el proyecto (estándares, regulaciones)

• Estándar: principios, guías, buenas prácticas de la empresa, o generales en la industria. • Regulaciones: normas establecidas. • Quality Planning • Reconocer los tipos de costo: de prevención, “appraisal” o falla- el más costoso

“Process Flowchart”

Uso de Flowcharts para identificar problemas de calidad y sus efectos

Causa y Efecto (“Fishbone”)

Checklists

Diseño de Experimentos

¿Qué variable tiene mayor efecto? ¿Qué relación hay entre la variable y la calidad?

¿Cuál es el mejor valor para la variable, asegurando la calidad?

Roles y Responsabilidades

S: Signoff A: Accountable (responsable) P: Participant

Organization Chart del proyecto- ayuda a evitar el problema de desconocimiento respecto a quién dirigirse.

Adquisición de Recursos

Considerar: Competencias, Procedencia y Costos

Desarrollar habilidad de negociación de recursos

Planificación de Comunicación

Risk Management Plan Riesgo es cualquier evento no planificado, sea positivo o negativo. Si la organización ya tiene un manejo de riesgos, el gerente de proyectos debe seguirlo. Si el país tiene unos procesos establecidos, deben ir sobre el de la organización.

Risk Management Plan

Risk Management Plan Components

Tolerancia al Riesgo, Clasificaciones

Toma de Decisiones, Categorías

Identificación de Riesgos y “Triggers”

Risk Register

Risk Identification

Risk Identification

Análisis Cualitativo de Riesgo

Qualitative Risk Analysis: clasifica el proyecto en términos de riesgo e impacto de forma subjetiva. El gerente de proyecto establece cómo lo va a llevar.

Matriz de Probabilidad e Impacto de Riesgos

Distribución de probabilidad de riesgos en un proyecto

Análisis Cuantitativo de Riesgo

Output: Actualización del Risk Register

Todos los proyectos tienen riesgos; el problema es que la gente los conoce, cree saber qué hacer si ocurren, y si ocurren nadie se encarga de tomar acción ante el riesgo

Contract Planning