day 2 - project management methodology with pmp exam preparation ver 1

7/27/2019 Day 2 - Project Management Methodology With PMP Exam Preparation Ver 1

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ro ec anagemen e o o ogy w

Exam Preparation Day 2

PMP, Prince2 Practitioner, ITIL, CGEITJuly 08, 2012


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Recognizing Excellence in Project Management


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Agenda

Determine Budget

Plan Communication

Plan QualityDirect & Manage Project Execution

TEA BREAK

Perform Qualitative Assurance

Distribute Information

Manage Stakeholder Expectation

PMP Exam Tips and Tricks

Recognizing Excellence in Project ManagementRecognizing Excellence in Project Management


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In Class Team Exercise Steak Dinner Project

A very important overseas counterpart is presently in Karachi. Youve decidedto invite her over to your house for a specially prepared home cooked dinner of rilled steak baked otatoes and boiled corn . At the resent time oudo not have any food at your home. You have a grill but there is no propaneor charcoal. Youve decide that you should lay out the table with your best

cutlery and serve the meal when it is done.

Develop a WBS for your Steak Dinner Project (up to Level 2).

or w your groupTake 20 minutes.



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WBS for Steak Dinner Project

Steak

to prepareFood

CookedFood

ServedDinner

Groceries Propane Grill Steak BakedPotatoesCorn onthe Cob

TableSetting Food Served


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Steak Dinner Project

SteakDinner

Materials toprepare Food

CookedFood

Served

Dinner

Groceries Propane Grill SteakBaked

Potatoes

Corn on

the CobTable Setting Food

Served

Drive to Supermarket

Drive to Gas Station

Groceries

Drive Home from Su ermarket

Propane

Drive Home from Gas Station


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Steak Dinner Project, ,

Steaknner

Materials to re are Food

Groceries Propane

oo e nner

Grill Steak BakedPotatoesCorn onthe Cob

erve nner

TableSetting Food Served

Attach

Propane

Cook

Steak

Wash

Potatoes Boil Water

Pre-Heat Grill

Wrap Potatoes

Bake

Husk Corn

Potatoesoo orn


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Steak Dinner ProjectActivities for Table Setting and Food Served Work Packages

eaDinner

Materials to prepareFood Cooked Dinner

Baked Corn on

Served Dinner

Tabler ea Potatoes the Cob Setting

Lay Table Serve Food Cloth

Place Settings and Food

and Eat


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Steak Dinner ProjectEntire WBS and Activity list with numbers

0Steak Dinner

1.Materials toprepare Food

2.CookedFood

3.ServedDinner

1.1Groceries

1.2Propane

2.1Grill

2.2Steak

2.3Baked

Potatoes

2.4Corn on

the Cob

3.1Table Setting

3.2Food

Served

1.1.1 Drive to Supermarket

1.1.2 Purchase

1.2.1 Drive toGas Station

1.2.2 Purchase

2.1.1 Attach Propane

2.1.2 Pre-

2.2.1 Cook Steak

2.3.1 Wash Potatoes

2.3.2 Wrap

2.4.1 Boil Water

2.4.2 Husk

3.1.1 LayTable Cloth

3.1.2 Place

Settings

3.2.1 ServeFood and

Eat

Groceries

1.1.3 Drive Home from Supermarket

Propane

1.2.3 Drive Home fromGas Station

ea r o a oes

2.3.3 Bake Potatoes

orn

2.4.3 Cook Corn

and Food


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Steak Dinner ProjectAlternate Activity list numbering

0Steak Dinner

1.Materials to

prepare Food

2.Cooked

Food

3.ServedDinner

1.1Groceries

1.2Propane

2.1Grill

2.2Steak

2.3Baked

Potatoes

2.4Corn on

the Cob

3.1Table Setting

3.2Food

Served

A. Drive to Supermarket

D. Drive to Gas Station

G. Attach Propane

H. Pre-Heat

I . Season Steak

J. Cook

K. Wash Potatoes

L. Wrap

N. Boil Water

O. Husk

Q. LayTable Cloth

R. Place Settin s and

S. ServeFood and

Eat

.Groceries

C. Drive Home from Supermarket

. Propane

F. Drive Home from Gas Station

Grill Steak Potatoes

M . Bake Potatoes

Corn

P. Cook Corn

Food


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Steak Dinner ProjectWBS Dictionary and Activity List

WBSNum.

ActivityNum.

WBS Name Activity Name Description

0 Steak Dinner Steak Dinner Project

1 Materials to

prepare Food

Corn, beef, barbeque, drinks, propane etc

1.1 Groceries All food needed for dinner

car

B Purchase Groceries To purchase corn, steak, corn, barbeque sauce,coal etc 30 minutes

C Drive Home from Five minute drive back home from theSupermarket supermarket

1.2 Propane Propane for barbeque

D Drive to Gas Station Sister to drive to gas station to get propane

E Purchase Propane Buy and pay for propane

F Drive Home from GasStation

Sister to drive back home from gas station

12

Ect.


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Steak Dinner ProjectExtended Activity List

WBSNum.

WBS Name ActivityCode

Activity Name Description PrecedingActivity

1 Materials toprepare Food

Corn, beef, barbeque, drinks,

propane etc

1.1 Groceries All food needed for dinner

r ve to upermar et en m nu e r ve o esupermarket using my car

tart

B Purchase Groceries To purchase corn, steak, corn,

barbeque sauce, coal etc

A

C Drive Home from Ten minute drive back home from BSupermarket the supermarket

1.2 Propane Propane for barbeque

D Drive to Gas Station Sister to drive to gas station toget propane

Start

E Purchase Propane Buy and pay for propane D

F Drive Home from GasStation

Sister to drive back home fromgas station

E

2 Cooked Food

13


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Class ExerciseEstimate the Duration of the Summarized Activities

WBS Num. Activity Name Duration (Mins)WBS Num. Activity Name Duration (Mins)

Start

A Buy Groceries

Start

A Buy Groceries 40

B Buy Propane

C Heat Grill

D Cook Steak

B Buy Propane 20

C Heat Grill 6

D Cook Steak 120

E Bake Potatoes

F Cook Corn

E Bake Potatoes 20

F Cook Corn 15

e a e

H Serve Food

End

e a e

H Serve Food 12

End

14


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Do you know how long this project will take?

Steak Dinner

1.Materials to

prepare Food

2.Cooked

Food

3.ServedDinner

ABuy

Groceries

BBuy

Propane

CHeatGrill

DCookSteak

EBake

Potatoes

FCookCorn

GSet

Table

HServeFood

40mins

20mins

6mins

120mins

20mins

15mins

10mins

12mins


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Determine the Sequence of the Activities

WBS Num. Activity Name Duration Preceding ActivityWBS Num. Activity Name Duration Preceding Activity

Start

A Buy Groceries 40

Start

A Buy Groceries 40 Start

B Buy Propane 20

C Heat Grill 6

B Buy Propane 20 Start

C Heat Grill 6 B

E Bake Potatoes 20

F Cook Corn 15

,

E Bake Potatoes 20 A

F Cook Corn 15 A

G Set Table 10

H Serve Food 12

End

G Set Table 10 Start

H Serve Food 12 D, E, F, G

End H


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Draw the Network

F

15

A E

40 20

Start D

CB

H End

12012

0 06

G

10

W ki h D i f h S k Di P j


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40 55

Working out the Duration of the Steak Dinner ProjectThe Forward Pass

A E

15(0,40) (40,60)

Start D H End

40 20(0,0)

(0,20)

(160,172)

CB 120

620

120 0(40,160) (172,172)

G(Earliest Start of Activity, Earliest End of Activity) (0,10)

10

W ki h C i i l P h f h S k Di P j


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Working out the Critical Path of the Steak Dinner ProjectThe Backward Pass

A

F

E

15(0,40) (40,60)

,

[140,160]

,

[0,40]

Start D H End

40 20(0,0)

0 20

(160,172)

14 34

[160,172][0,0]

CB 120

620

120 0(40,160) (172,172)

[172,172][40,160],

[34,40]

G(Latest Start of Activity, Latest End of Activity)

(0,10) [150,160]

10


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The Critical Path of the Steak Dinner Project

A

F

E

15(0,40) (40,60)

,

[140,160]

,

[0,40]

Start D H End

40 20(0,0)

0 20

(160,172)

14 34

[160,172][0,0]

CB 120

620

120 0(40,160) (172,172)

[172,172][40,160],

[34,40]Critical Path Activities

Start

G (0,10) [150,160]

A Buy GroceriesD Cook SteakH Serve Food

End

10


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DEFINE ACTIVITES


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Define Activities

Define ActivitiesThe process of identifying the specific actions to be performedto produce the project deliverables at the lowest level in WBS

Define Activity Key PointsIdentify the specific schedule activities that need

be performed to produce various project deliverables

Involves

Identify deliverables at the lowest level i.e. Work Packages

Work packages are further decomposed into activities

Defining and planning the schedule activities such that theproject objectives are met



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Define Activities



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Define Activities

Tools and TechniquesDecomposition

OutputsActivity Lists

InputsScope Baseline

TemplatesExpert Judgment

Milestone listEnvironmental factors

Organization processassets



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Define Activities



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Inputs - Define Activities

Organization Process AssetsFormal / informal activity related policies

Lessons learnedHistorical information on activity lists from previous similar pro ec s



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Tools & Techniques Define Activities

DecompositionSubdividing project work packages into smaller, manageable

units of work called schedule activities.

These are not deliverables but the individual units of work

.

WBS and WBS dictionary are basis of development of ac v y s ey can e eve ope n para e as we

Involving team members in decomposition can lead to more accurateresults.

Each work package in the WBS is decomposed into theschedule activities required to produce the work package



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Tools & Techniques Define Activities

Rolling wave planningForm of progressive elaboration

. ,WBS dictionary items are more detailed.

detailed at low level of WBS while work to

be accomplished in future is at a higher

During early strategic planning, activities

,less information is less defined, later it canbe decomposed into activities.



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Outputs Define Activities

Activity listsIts a comprehensive list including all schedule activities

Activities are discrete components of project schedule, but NOT a partof WBS

er e aga ns or comp e eness

Only contains the activities required as a part of project scope

Includes descriptions (activity identifier, scope of work) of activities for the team to understand

Are used in the schedule model and is part of the project managementplan



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O fi A i i i


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Milestone is a significant point or event inproject

Example :

Approval & sign-off of Business Requirementsdocument

gn-o oIt identifies all the milestones

Indicates whether the milestone is mandatory(required by contract) or optional (based onproject requirements or historical information)

Milestones Have no duration, indicate start or completionof an activity



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A B C

Start Finish

D FE

SEQUENCE ACTIVITIES

S A i i i


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Sequence Activities

Sequence ActivitiesIdentifying and documenting the logical relationships among the

schedule activities

Sequence Activities Key Points

to facilitate development of realistic and achievable project

schedule (in later process).

Sequencing can be performed by using project managementsoftware or by using manual or automatic technique.

Example : Lets say you are going to build a house, You must excavate before you can build the foundations


ou mus u e wa s rs e ore you u e roo

S A i i i


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Sequence Activities

equence c v es ey o n sOnce youve identified the dependencies and assembled all theother inputs for the Sequence Activities process, youll take thisn orma on an pro uce a agram o e pro ec ac v es ca eProject Schedule Network diagram

Characteristics of Pro ect Schedule Network dia ram Show workflow from Left to Right

Not drawn on timescale


S A ti iti


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Sequence Activities

Tools and TechniquesPrecedence

OutputsProject Schedule

InputsActivity list

(PDM)

Dependencydetermination

Project document

updates

Milestones List

Project scopestatement

Applying leads andlagsSchedule Network


templates



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Inputs - Sequence Activities

Activity lists (described earlier) Activity attributes (described earlier)

Milestone lists (described earlier)

Project Scope Statementro uc c arac er s cs escr e n scope escr p on may

impact activity sequencing. These are often apparent in activity lists

s s rev ewe o ensure accuracy

Organization Process AssetsOrganizational Process Asset can influence the sequence

activities process



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Tools & Techniques Sequence Activities

1 . Precedence diagramming method (PDM) A method of Critical Path Methodology (CPM) for constructing a

ro ect schedule network dia ram.

No Dummy activities

This technique is also called Activity-On-Node (AON).



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Precedence diagramming method (PDM) - Example 1



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Tools & Techniques Sequence Activities Precedence diagramming method (PDM) - Dependency / Logical Relationship

AFinish to Start

AFinish to Finish

BFurniture move-

inEmployee move-

in

B

Testing Documentation

Start to Finish

BStart to Start

Design Code

B

Finish to start relationships are the most commonly

system


used type of relationships

T l & T h i S A i i i


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Dependency DeterminationTo define sequence among activities, following type of dependencies areused



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A l in Leads and La s

Lead allows the acceleration of thesuccessor activity (May be added to

activity is complete.)B

Example: You can start the brick work on a house 10 days before the entire

wood frame is completed e ore e ea

er e ea




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Tools & Techniques Sequence Activities Applying Leads and Lags

Use leads and lags to support realistic and achievable project schedule.

Each activity is connected at least to one predecessor and one successor except the start and the end.

A B C

predecessor Successor


T l & T h i S A ti iti


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Schedule Network Templates

Standardized network templates can be used to expedite the preparation of project network diagram.

Sources of tem lates:

The PMO or other similar projects

identical or nearly identical deliverables e.g., floors on high rise buildings etc


Outputs Sequence Activities


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Outputs Sequence Activities

Schematic display of projects schedule

Includes either full project details or one or more

summary activities (called Hammocks)

Project Document updates

Project documents that may be updated include, but not limited to:ct v ty st

Activity attributesRisk Register



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ESTIMATE ACTIVITY RESOURCES

Estimate Activity Resources


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Estimating the type and quantities of resources required toperform each schedule activity

Estimate Activity Resources Key PointsEstimate Activit Resource rocess is closel coordinated with Estimate Cost process.




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Tools and TechniquesExpert judgment

OutputsActivity resource

InputsActivity list

Published estimating

dataBottom-up estimating

Resource

breakdown structureProject document

Resource Calendars

EnterpriseEnvironmental

Project Managementsoftware

updatesfactorsOrganization process

assets




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Inputs Estimate Activity Resources


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Inputs - Estimate Activity Resources

Activity lists Activity List identifies the activities which will need resources .

Activity attributes

processes .


Inputs Estimate Activity Resources


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Inputs - Estimate Activity Resources

Resource Calendar Provides information on which resourcesare potentially available during planned

activity period and is used for estimatingresource utilization.

Specify when and how long identifiedproject resource will be available duringproject.

Includes availability, capabilities, andskills of human resources.


E ti t A ti it R


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Enterprise Environmental FactorsCan influence the Estimate Activity Resources process

Organization Process AssetsPolicies regarding staffing, purchase and rental of supplies

Available historical information regarding what type of

resources were required for similar projects in past


T l & T h i E ti t A ti it


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Tools & Techniques Estimate Activity

Expert Judgmenteop e or group w spec a ze now e ge n resource p ann ng

and estimating.

Alternative Analysis Alternative methods for accomplishing schedule activities

Different levels of resource ca abilities or skills. Exam le : Senior-level versus junior level resources

Different size or type of machines

Make or buy decisions regarding resource (equipment, supplies)


Tools & Techniq es Estimate Acti it


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Published Estimating datau s e up a e pro uc on ra e an un cos s o resources or

an extensive array of labor trades, material, and equipment for different countries and geographical locations within a country.

Your organization might have established price agreements with

vendors outlining rates by resource types.

Project Management SoftwareHelps planning, organizing, managing resource pools and developresource estimates.

Sophisticated tools have capabilities to define resource breakdownstructures, resource availabilities, resource rates and resource


calendars.



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Bottom-up Estimatingpro ec eam oes no ave a equa e con ence n e es ma es a

the schedule activity level, it needs to be further decomposed.

esource nee s a ese ecompose eve s are es ma e anquantities are rolled up to the scheduled activities resources .

Dependencies between these activities may impact application anduse of resources and such pattern of resource usage is documented.


Outputs Estimate Activity Resources


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Outputs Estimate Activity Resources

Activity Resource RequirementsDescription of type and quantities of resources required for each scheduleac v y n wor pac age

Aggregatedto determine

resource estimates for each work package

Supporting documentation basis of estimate for each resource,assumptions made while determining type, availability and quantity of resources

Resource breakdown structureHierarchical structure of identified resources by resource category and type

Project Documents updateProject documents that may be updated include, Activity list, Activity attributes


and Resource calendars.


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ESTIMATE ACTIVITY DURATIONS

Estimate Activity Durations


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y


Process of approximating the number of work periods needed tocomplete individual activities with estimated resources.

Estimate Activity Durations Key PointsUses information on activit sco e of work required resource types, estimated resourcequantities and resource calendars.

Estimating the number of work periods required to completeeach schedule activity




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y

Tools and TechniquesExpert judgment

OutputsActivity duration

InputsActivity list

Parametric estimating

Three-point estimateReserve Analysis

Project document

updates

Activity Resource

RequirementsResource CalendarsProject Scopestatement

EnterpriseEnvironmentalfactorsOrganization process

asse s




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y


Inputs - Estimate Activity Durations


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Inputs Estimate Activity Durations

Activity lists (described earlier)

Activity Resource Requirements

activities

Availability of skilled resources will significantly influence the duration of

most activities.Output improves proportionally less than the increase in resources


Inputs - Estimate Activity Durations


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Inputs Estimate Activity Durations

Resource Calendar Developed as part of Estimate activity resource process

Type of resource assigned, quantity, availability, capability of bothequipment & material resources could significantly influence the activity

durationExample : Senior staff members are expected to complete

the activity in lesser time as compared to junior staff members

Constraints and assumptions are considered when estimating activitydurations.

Example : Constraints are available skilled resources, contract terms andrequirements.

Example : Assumptions are existing conditions, availability of information


an eng o repor ng per o s.


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Parametric Estimatingses a s a s ca re a ons p e ween s or ca a a

and other variable to calculate an estimate for activityparameter such as cost, budget & duration.

Can produce higher levels of accuracy depending upon

sophistication and underlying data built into the model.xamp e : o a resource quan es are mu p e y a or

hours per unit of work

Design project

um er o raw ngs x um er o a or ours per drawing

Cable Installation project




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Parametric Estimatingxamp e:

Project that requires you to run new cable to the switches on everyfloor in the building.

Taking known element - the amount of cable needed andmultiplying it by the amount of time it takes to install a unit of cable

suppose you have 10,000 meters of new cable to run .You knowfrom past experience it takes one hour to install 100 meters.

cable activity duration estimate is 100 (10,000 meters/100) hours.




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Reserve Analysisncorpora ng a ona me re erre o as con ngency reserves or

buffers.

an e percen age o es ma e ac v y ura on, xe num er o wor periods, or developed by quantitative risk analysis

Can be used completely or partially, can be reduced or totallyeliminated later on


Tools & Techniques Estimate Activity Durations


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Three oint estimate

Also called Program Evaluation and Review technique ( PERT )Use for time and cost estimation

- , ,Pessimistic estimates

Range of estimate = EAD (Expected Activity Duration) +/- SD

ExpectedExpectedExpected StandardDeviationStandardDeviationStandardDeviation

VarianceVarianceVariance

6

4P ++6

P 2

6

P

Standard deviation cannot be sum.

Variance used to calculate total SD of the ro ect= variancSD




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Activity

Duration Expected

Duration(PERT)

Activity

StandardDeviation

c v yVarianceRange of Estimate

Range of the estimate

A 47 27 14

B 89 60 41

C 48 44 39

D 42 37 29

ro ec o a -




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Three oint estimate PERT Solution

ActivityDuration Expected

DurationActivity

StandardActivityVarianceRange of

Range of the estimate

EstimateP M O

A 47 27 14 28.167 5.500 30.250

22.667 to 33.667 or

28.167 +/- 5.500

B 89 60 41 61.667 8.000 64.000

53.667 to 69.667 or

61.667 +/- 8.000

C 48 44 39 43.833 1.500 2.250

42.333 to 45.333 or

43.833 +/- 1.500

D 42 37 29 36.500 2.167 4.69634.333 to 38.667 or

35.500 +/- 2.167


Outputs Estimate Activity Durations


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Outputs Estimate Activity Durations

Activity Duration EstimatesQuantitative assessments of likely number of work periods that will berequ re o comp e e a sc e u e ac v y

Generally expressed as a range 2 months +/- 5 days or 90% probability of finishing in 2 weeks

Pro ect Documents u dateProject documents that may be updated include, Activity attributes, andassumption made in developing the activity duration estimate such as skill

levels and availabilit .



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DEVELOP SCHEDULE

Develop Schedule


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Develop Schedule

Process of analyzing activity sequences, duration, resourcerequirements and schedule constraints to create the project

.

Develop Schedule Key PointsDevelo in an acce table ro ect schedule is often an iterative process.

Project schedule (once approved) serves as a ScheduleBaseline against which project progress can be tracked


Develop Schedule


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Tools and Techniques

Schedule network

Outputs

Project Schedule

Inputs

Activity list

Critical path method

Critical chain methodResource leveling

Schedule Data

Project documentupdates

Project Schedule

Network diagramsActivity Resource

What-if scenario analysisAdjusting leads & lags

Schedule compression

RequirementsResource Calendars

Activity durationScheduling toolestimates

Project Scope statementEnterprise

nv ronmen a ac orsOrganization processassets


Develop Schedule


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Inputs - Develop Schedule


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Activity lists (described earlier)

Project schedule network diagrams (described earlier)

Activity Resource requirements (described earlier)

Resource Calendars (described earlier)

Activity duration estimates (described earlier)




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Project Scope Statement Assumptions and constraints Imposed dates, market window ontechnology project

Commonly used constraints in PM software Start No Earlier Than and

Finish NO Later ThanMajor milestones dictated by Project sponsor, customer e.g. Imposeddates, Key milestones etc

Scheduling methodology

Project calendars




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p p

Enterprise Environmental FactorsCan influence the develop schedule process by using


Tools & Techniques Develop Schedule


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q p

Schedule Network AnalysisTechnique to generate Project Schedule

Used to calculate early and late start and finish dates

Analytical techniques

Critical Path Method

What- If AnalysisResource Leveling




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Critical Path Method (CPM)Calculates early start and finish dates and late start and finishdates by performing forward pass and backward pass analysis.

The critical path (CP) is the longest full path on the project or the

earliest time that the project can finish.

It determines the amount of float, or schedule flexibility, for each of thenetwork paths.

CPM is a method to determine schedule durations without regard toresource availability. As such CPM is concerned mostly with meeting

the ro ect timelines than costs.

Any project activity with a float time that equals zero is considered a


.

Outputs Develop Schedule


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Total Float / Slack : The amount of time the activity can be delayedwithout affecting the Project completion date.

completion date.

without affecting the early start (ES) of its successor activities.

Example : Task A can be delayed by 12 days without delaying Task B.

Project Float / Slack: The amount of time a project can be delayed

by customer/management

Example : Complete project can be delayed by 2 weeks as theexternall im osed com letion date is 4 weeks awa .




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Float /SlackFinding the Early Start (ES) and Early

n s a es per orm a orwar pass through the network

Finding the Late Start (LS) and LateFinish (LF) dates perform a backward

pass through the network

Formula Float or Slack

Late Finish (LF) Early Finish (EF) Late Start (LS) Early Start (ES)




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Float > 0

Finding Total Float /Slack OR Free Float /Slack

me s ava a e

Float = 0

No Extra time available (Critical path)

Float < 0

Critical situation

Schedule cannot be met without re planning




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Critical Path using PDM network diagram - Example




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Forward Pass through the NetworkDetermining ES and EF dates for each activity

Backward Pass :e erm n ng an a es or eac ac v y




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= -




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= -




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= -




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-




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Critical Chain MethodSchedule network analysis technique that modifies project scheduleto account for limited resources.

Resource-constrained critical path is known as critical chain. Adds duration buffers that are non-work schedule activities to manageuncertainty.

One buffer is known as project buffer. Additional buffers are known as

feeding buffers.Size of buffer should account for uncertainty in the duration of chain of dependant tasks.


Tools & Techniques Develop Schedulel


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Resource Levelin

Often cause original critical path to change andis necessary when resources are over allocated .

first lets the cost and schedule slip in favor of having

stable number of resources per month

Sacrificing schedule for having resource stability is called

as resource-based scheduling

Scheduling of finite or critical resource from project endingdate is known as reverse allocation scheduling


Tools & Techniques Develop ScheduleWh if S i A l i


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What if Scenario Anal sis

Consideration of different scenarios of event occurrence and their impact on the project schedule. These events could be external to thero ect or inte ral art of ro ect

Examples What will happen if there is a change in process? What

will happen if a specific component gets delayed

schedule under adverse conditions and in preparingcontingency/response plan to mitigate the impact of unexpected

situations

Leads and Lags

Adjustments to leads and lags to come up with a via

with a viable project schedule.




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Shortening of schedule without changing the project scope, to meetthe

Schedule Constraints

Imposed Dates

Other schedule objectives


Tools & Techniques Develop ScheduleC hi


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Crashin

Crashing is a compression technique that looks at cost and scheduletrade-offs.

amount of schedule compression for the least incremental

cost.

One of the things you might do to crash the schedule is addresources-from either inside or outside the organization-to the criticalpath tasks.

Often results in higher costs, decreased quality


Tools & Techniques Develop ScheduleC hi E l


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Crashin Exam le

The following table shows the critical path activities of a project. If theproject float is negative 3 months which activity or activities would youcrash to save 3 months?


Tools & Techniques Develop ScheduleC hi E l


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Crashin Exam le


Tools & Techniques Develop ScheduleFast Trackin


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Fast Trackin

Fast Tracking is doing critical path activities in parallel that wereoriginally planned in Series.

Often results in Rework

sua y ncreases e s

Require more attention to Communication

Scheduling Tool

Software application as well as manual methods.


Tools & Techniques Develop Schedule Schedule Com ression and Tool MS Pro ect Exam le


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Schedule Com ression and Tool MS Pro ect - Exam le




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Project ScheduleContains milestone schedule , summary schedule

and detailed schedule with logical relationships.

Remains preliminary until resource assignments are confirmed

This process is completed on or before the completion of projectmanagement plan

Can be at summary level master schedule or at a detailed level

Can be presented in tabular or graphical formatProject schedule network diagramBar charts or Milestone charts


Outputs Develop Schedule Methods of presenting Project Schedule


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Schedule baselineThink of the schedule baseline as the final, approved version

of the project schedule with baseline start and baseline finish

dates and resource assignments.

Schedule DataSupporting data schedule milestones, schedule activities, activity

,

Resource requirements by time periods resource histograms

Alternative schedules best case, worst case schedules etc

c e u ng o con ngency reserves




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Project Document updatesInclude but not limited to

Activity Resource Requirements Activity Attributes Calendar Risk Register



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ESTIMATE COSTS

Estimate Costs


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Estimate Costs

Process of developing an approximation (estimate) of the costsof resources (people, equipment, materials) needed to complete

.

Estimate Costs Key PointsCost estimatin also includes identif in and considerin cost alternatives

Cost estimation is an iterative process from phase to phase.

A project in the initiation phase can have an estimate in therange of (-50% to +50%). As the project progress estimate could

- +


Estimate Costs


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Expert Judgment

Outputs

Activity cost estimates

Inputs

Scope Baseline

Parametric Estimating

Bottom-up EstimatingThree-point Estimates

Project document

updates

Human Resource Plan

Risk Register Enterprise

Reserve AnalysisCost of quality

Project Management

Environmental factorsOrganization process

assetsestimating softwarevendor bid analysis


Estimate Costs


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Inputs - Estimate Costs


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Scope BaselineScope Statement Provides product description,

acceptance criteria, key deliverables, project boundaries,

assumptions and constraints.

WBS Provides relationships among all components of the project and,.

WBS Dictionary Provide an identification of the deliverable anddescription of work in each WBS component.

Project ScheduleType and quantity of resources

Amount of time the resources are applied.


Inputs - Estimate Costs


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Human Resource PlanStaffing attributes

Personnel Rates

Rewards & Recognition

Positive Risk and Negative risks

Risk Mitigation costs

Enterprise Environmental Factors

Commercial Database



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Tools & Techniques Estimate Costs


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Insight about environment and information fromprior similar projects.

Analogous Estimate (Top- Down Estimate),

estimating.

Used when there is a limited amount of information about the current.

Parametric Estimating

Uses statistical relationship between historical dataand other variables. (e.g., price per square foot).

Hi h level of accurac de endin u on the data.




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Bottom-up EstimatingEstimating the cost of individual activities or

, ,rolling up the costs to arrive at a project total.

Three point estimate

Uses combination of three estimates to define theactivity cost. Also referred as PERT.

Most likely - Cost of activity based on realisticeffort.Optimistic - Cost of activity based on best-case scenario.Pessimistic - Cost of activity based on worst-


case scenario.



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SoftwareComputerized spreadsheets, simulationand statistical tools are widely acceptedto assist with cost estimating.

Vendor Bid Analysis Analysis of what project should cost

qualified vendors.




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Many cost estimates include contingency reservesalso known as contingency allowances) to account for

uncertain events.

These events are known unknowns. Contingency reservesma be ercenta e of estimated cost or fixed number. To be used atthe discretion of project manager.

Refers to the total cost of all efforts related to quality.

Cost of Quality can also be used to prepare the schedule activity cost

es ma e



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DETERMINE BUDGET

Determine Budget


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Determine Budget

Process of aggregating the cost estimates of individual activitiesor work packages to establish an authorized cost baseline.

Determine Budget Key Points

funds authorized to execute theproject.

but excludes managementreserves.


Determine Budget


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Cost Aggregation

Outputs

Cost Performance

Inputs

Activity cost estimates

Expert Judgment

Historical RelationshipsFunding limit

Project funding

requirementsProject document

Scope Baseline

Project ScheduleResource calendars

reconciliation (updates)ContractsOrganization process

assets


Determine Budget


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Inputs - Determine Budget

A i i C E i


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Activity Cost EstimatesCost estimates for each schedule activity within a work package areaggregated to obtain a cost estimate for each work package

Basis of Estimates.

assumptions dealing with inclusion or exclusion of indirect costs in theproject budget are specified.

Scope BaselineScope Statement

WBS

WBS Dictionary



P j S h d l


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Project ScheduleIncludes planned start and finish dates for activities, milestones, work packages andcontrol accounts. Used to aggregate costs tocalendar periods.

Resource Calendars

when they are assigned to the project.



C t t


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ContractsContract information related to what products,

services, or results have been purchased

and their costs are used in determining the budget

Organization Process AssetsExisting formal and informal cost budgeting related

olicies rocedures and uidelines.Cost Budgeting Tools

Reporting methods.


Tools & Techniques Determine Budget


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Schedule activity cost estimates are aggregated bywork packages in accordance with the WBS

The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts andultimately for entire project.

Reserve Analysis,

Contingency reserves are reserved for unplanned, but potentiallyrequired changes that can result from risks identified in riskre ister.

Management reserves are reserved for Unknown unknowns .Project manager may require to obtain approval before obligatingor spending this reserve. Not a part of the project cost baseline, but


are nc u e n e o a u ge or e pro ec .


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Tools & Techniques Determine Budget


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Available from many sources includingConsultantsStakeholders including customersProfessional and technicalassociations..

Historical Relationshi sRelationship that result in parametric or analogous estimates involve the use of

ro ect characteristics to develomathematical models to predict totalproject costs .



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Outputs Determine Budget Cost Performance Baseline

Authorized time phased budget at completion (BAC) used to measure


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Authorized time-phased budget at completion (BAC) used to measure,

monitor and control overall cost performance on the project.Developed as a summation of approved budgets by time period andusually displayed in the form of a S-curve .

Pro ect Fundin Re uirementFunding requirements, total and periodic (e.g., annual or quarterly), arederived from the cost baseline.

.

The total funds required are those included in the cost baseline plusmanagement reserves.

Project Document UpdatesRisk Register, Cost estimates, Project schedule



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PLAN COMMUNICATION

Plan CommunicationPlan Communication


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needs and defining a communication approach.

It Includes

Who needs what information ?

When they will need it ?

How it will be given to them ?

By whom ?

Effective communication means that only the required information isprovided in the right format at the right time and with the right impact .


Plan Communication

l d h


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Communications

Outputs

Communications

Inputs

Stakeholder register

Communication

technologyCommunication

Project document

updates

Management strategy

EnterpriseEnvironmental factorsmodelsCommunication

methods



Plan Communication


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Tools & Techniques Plan Communication Communication Re uirement Anal sis


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Determines the information needs of the project stakeholders .

These requirements are defined by combining the type and format

information .

Customer, sponsor, Functionalmanagers, and Team Members

OtherProject

ManagersOther

ProjectsThe

Project

OtherStakeholders


Tools & Techniques Plan CommunicationCommunication Requirement Analysis


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Includes,Communicating in all directions

e erm n ng an m ng w ocommunicates with whom.

Who will receive what information.

Consider the number of potential communication

channels or paths

2)1( N N


Tools & Techniques Plan Communication Communication Technolo

d f f b k d f h


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Used to transfer information back and forthamong project stakeholders.

Factors that can affect the project include,

Urgency of the need for InformationAvailability o technologyExpected project staffingDuration of the project and project


Tools & Techniques Plan Communication Communication Models

A b i d l f i i h b l d h


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A basic model of communication shown below demonstrates howinformation is sent and received between Sender and Receiver .

The sender is responsible for making information clear and complete

so that the receiver can receive it correctly, and for confirming that it isro erl understood.



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Outputs Plan Communication


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Communication Plan includes,Stakeholder communication requirementsInformation to be communicatedReason, Timeframe, Frequency and personresponsible for the distribution of the information

erson respons e or aut or z ng re ease oconfidential information.Resources allocated for communication activities,

.Flow charts of information flow in the projectEscalation process.

Communication management plan is a subsidiary of the projectmanagement plan


Outputs Plan Communication


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Updates to project documentsincluding but not limited to,

e.g. Project schedule,Stakeholder register andStakeholder managements ra egy.



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Plan QualityPlan Quality

the project and product and documenting how the project will


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the project and product, and documenting how the project willsatisfy them

Plan Quality Key Points

Should be performed in parallel withthe other ro ect lannin rocesses

Quality is planned, designed and built in Not inspected in


Plan Quality - Definitions Fitness for use

States that the product or service is capable of


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States that the product or service is capable of being used

Fitness for purpose

States that the product or service will meet its

Customer SatisfactionStates the customers feelings about a productor service

Conformance to requirementsStates the condition of the product or service inrelation to the customers requirements


Plan Quality

Tools and Techniques OutputsInputs


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Cost- Benefit Analysis

Outputs

Quality Management

Inputs

Scope baseline

Control Charts

BenchmarkingDesign of experiments

Quality Metrics

Quality ChecklistsProcess Improvement

Cost Performance

BaselineSchedule BaselineStatistical SamplingFlowcharting

Proprietary QM

planProject document

updates

Risk Register Enterprise

Environmental factors methodologiesAdditional QualityPlanning tools




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Tools & Techniques Plan Quality


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The primary cost of meeting quality requirements is theexpense associated with Project Quality Managementac v es.

Benefits are less rework, higher productivity, lesser

costs etc

Benchmarking

Involves comparing actual or planned project practices tothose of comparable projects to identify best practices,generate ideas for improvemen t and to provide a basis bywhich to measure performance

Example :if your current printer can produce 8 pages per minuteand youre considering a new printer that produces 14


pages per m nute, t e enc mar s pages per m nute.


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Tools & Techniques Plan Quality Cost of Quality (or Conformance)

Types of Costs Associated with Quality are:


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yp y

Cost of Conformance (Prevention and Appraisal costs)Cost of Non-Conformance Failure Costs

Impact of Poor Quality Increased cost, decreased productivity,increased risk, increased cost of tracking and monitoring

The cost of conformance is always lower than the cost of non-


conformance



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Graphical display of the project results,over time, of a product, process, to

e erm ne e process, pro uc s w nacceptable limits (in control) or outside

the acceptable limits (out of control)

Statistical SamplingChoosing a part of population of interestfor ins ection

Sample size and frequency are planned



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.


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A ranking or categorization used to distinguish items or products thathave the same functional use (e.g., eggs, hammers, paper), but dono s are e same requ remen s or qua y e.g., erenhammers maybe built to withstand varying degrees of force)

If the customer or clients requirement calls for grade B materialsrather than grade A, then using grade A does not add to the project.You must understand the spec, then conform to it.

Low Grade is acceptable, but not low Quality


Outputs Plan Quality Qualit Mana ement Plan

Describes how the project


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Describes how the projectmanagement team willim lement the erforminorganization quality policy

Quality Metrics A metric describes whatsomething is and how the

Quality Control (QC) processmeasures it.

A measurement is an actual


value

Outputs Plan Quality Qualit Checklists

A checklist is a structured tool, used to verify that a set of required


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, y q

steps has been performed

Process Improvement PlanProcess Improvement plan focuses on finding inefficiencies in a process or

activity and eliminating them



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DIRECT AND MANAGE PROJECTEXECUTION EXECUTING

Direct and Manage Project ExecutionDirect and Manage Project Execution

plan to achieve projects objectives


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Direct and Manage Project Execution Key

Points

Extend effort and spend funds

Staff, train and manage team members

a n, manage an use resources

Implement planned methods

Create project deliverables

Manage risks, select and manage sellersIssue change requests

Adapt approved changes into project scope, plans


and environment.

Direct and Manage Project Execution



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Expert Judgment DeliverablesProject Management

Information system informationChange requests

Project Management

Approved changerequestsEnterprise

plan updatesProject documentupdates

Environmental factorsOrganization processassets


Direct and Manage Project Execution


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Tools & Techniques Direct and Manage ProjectExecution


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Expert Judgment

ro ec anagemen n orma on

System Automated system used by the

project management team to aidexecution of the activities plannedin the project management pla n


Outputs Direct and Manage Project Execution


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DeliverablesUnique and verifiable product , result or capability

to perform a service that must be produced andprovided to complete a process, phase or project

Change Request

Issued to cover preventive (e.g. Contingency plans and risk

responses) or corrective actions to forestall negative impact later inthe project.


Outputs Direct and Manage Project Execution


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Work Performance InformationDeliverable status

Schedule progress

Costs incurred

Project Management Plan updates

Project document updates

Requirements documents

Project logs

Risk register Stakeholder register



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PERFORM QUALITY ASSURANCE

Perform Quality AssurancePerform Quality Assurance

,activities to ensure that the project will employ all processes


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needed to meet requirements

Perform Quality Assurance Key Points

Performed by Quality assurance department or group

Quality assurance is not a one time activity, but performed throughout theproject

Continuous Process Improvement reduces wasteand non-value-added activities


Perform Quality Assurance



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Quality planning tools Organization processProject Management

toolsQuality auditsProcess Analysis

Change requestsProject management plan updates

Quality MetricsWork performanceinformation


Quality controlmeasurements



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Inputs - Perform Quality Assurance Pro ect Mana ement Plan

Quality Management Plan: Describes


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how QA will be performed with in thero ect

Process Improvement Plan: Details thesteps for analyzing processes to identifyactivities which enhance their value

Quality Metricss an opera ona e n on a escr es,

in very specific terms, a project or productattribute and how a quality process will


Inputs - Perform Quality Assurance

Work Performance Information


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Project deliverables status, schedule progress, costs incurred

Quality Control MeasurementsQC measurements are the results of QC activities that are fed back tothe QA process


Tools & Techniques Perform Quality Assurance


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TechniquesDiscussed in Plan Quality and QualityControl Processes

Quality AuditsA quality audit is a structured,

whether project activities complywith organizational and project

Quality audit may be scheduled or random and may be conducted byinternal or external auditors.


Tools & Techniques Perform Quality Assurance


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Follows steps outlined inprocess improvement plan

Examines problems/constraintsexperienced

Includes root cause analysis


Outputs Perform Quality Assurance

h l d d ( l d )


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Changes in quality standards (not limited to)

Change Requests

Project Management plan updates

Project document updates Quality audit reports, Training plans, process

documentation .



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Distribute InformationDistribute Information

stakeholders as planned.


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Various ways of Information distribution

include,

Project meetings

Review meetings

Effective information distribution includes e.g.

Sender receiver models

Choice of media Writing style

Presentation techni ue



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Inputs - Distribute Information

C i ti g t l i l d d i j t g t


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Communication management plan included in project managementplan details stakeholder communication needs, channels of

s r u on, per o c y o s r u on e c.

Used to distribute project performance and

status information

Organization Process Assets

Policies, procedures and guidelines regarding information distribution.

TemplatesHistorical information and lessons learned.


Tools & Techniques Distribute Information

Communication Methods


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Outputs Distribute Information

Stakeholder notifications about resolved issues


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Stakeholder notifications about resolved issues,approved changes

Project Reports Formal and informal projectreports detail project status, issue

logs, closure reports, etcProject presentations.

Project Records Correspondence, memos, reports,and documents describing the project

Feedback from stakeholders

Lessons learned documentation



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MANAGE STAKEHOLDERSEXPECTATIONS

Manage Stakeholders ExpectationsManage Stakeholders Expectations

meet their needs and addressing issues as they occur


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Manage Stakeholders Expectations Key Points

Increase the likelihood of project acceptance by actively managingstakeholder ex ectations

Proactive identification and addressing of concerns that have not becomeissues yet.

.

Managing expectations helps to increase the probability of project success


Manage Stakeholders Expectations


Communication

Outputs

Organization process

Inputs

Stakeholder register


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Communication Organization processStakeholder register

Interpersonal skillsManagement skills

Change requestsProject Management plan updates

strategyProject Management plan


Issue LogChange LogOrganization processassets


Manage Stakeholders Expectations


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Inputs - Manage Stakeholders Expectations Stakeholder Re ister

List of relevant stakeholders for the project (Discussed earlier inIdentify Stakeholder process)


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Identify Stakeholder process)

Stakeholder Management Strategy

Defines the approach to increase the supportand minimize the negative impacts of the stakeholder

(Discussed earlier in Identify Stakeholder process)

Project Management PlanCommunication management plan in Project Management plan

.

Issue Log


Used to document and monitor the resolution of issues.

Inputs - Manage Stakeholders Expectations

Used to document the changes that occurs


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Used to document the changes that occurs.

Organization Process Assets

Assets like Organizational communication requirements

Change Control procedures

Historical Information about previous projects.


Tools & Techniques Manage StakeholdersExpectations

Communication Methods


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Communication MethodsMethod identified for each stakeholder in the communicationmanagement plan (discussed previously).

Inter ersonal skillsBuilding trust

Resolving conflict,

, .

Management skills

Presentation skillsNegotiating, writing skills


.

Outputs Manage Stakeholders Expectations Organization Process Assets (updates)

Cause of issues

reasoning behind corrective actions


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reasoning behind corrective actions

Change Request Any Change request as a result of managing stakeholders.

This is required when new or changed communication

requirement are identified.

Project document updatesDocuments that may be updated are Stakeholder management


strategy, Stakeholder register, issue log etc.


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You have devoted months

d i f h PMP


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to stud in for the PMP


You have s ent our time

d ff t


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money and effort


Dont waste it by failing to

f th PMP d


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prepare for the PMP-day



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How to prepare for your exam day


A oid


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Avoidcramming

w a



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Take a whole

day off from

work



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Wear comfortable

clothes



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Recognizing Excellence in Project ManagementThe day of the exam!


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Do not brin

an thin or


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an thin or

an one withyou


Remember Murphy's Law?


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Ex ect the unex ectedConcentrate on passing!


Ready, Set, Go!

Familiarize yourself


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Familiarize yourself with the workstation

n w h h ri l



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after takin the examRecognizing Excellence in Project Management


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Result will appear

It ust feels like it takes forever


If ou ass..


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