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Rita: Do Check & Act

EndPlanStart

Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups



4. IntegrationProject

Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

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Executing Process Group

4.3

8.29.

10.2

12.213.2

234

# of questions 26 1660 5048

4.3 Direct and Manage Project Work: leading, performing, implementing

8.2 Perform Quality Assurance: confirming quality requirements

9.2 Acquire Project Team: confirm resource availability

9.3 Develop Project Team: improving team competencies

9.4 Manage Project Team: tracking team performance

10.2 Manage Communications: creating, collecting, distributing

10.3 Control Communications: monitoring & controlling

12.2 Conduct Procurements: quotes & contracts

13.3 Manage Stakeholder Engagement: monitoring relationships


Think PMI speak:

“The focus is on managing people, following processes and communicating according to plan.”

“work to the project management plan,” “be proactive,” “manage,” “guide”

Rita p. 79

Rita p. 82

The Executing Process Group is about:

Complete the work defined in the project management plan

Coordinate and manage people, resources and stakeholder expectations

It may require detailed analysis and development of project management responses

Analysis can trigger change requests that, if approved, may modify the project management plan and require planning updates and rebaselining time, cost or scope

Lookout for unanticipated risks

A large portion of the project’s budget is spent in the Executing Process Group

But the reality can be much more complex...




Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

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Direct and Manage Project Work

4.3 4. 4.6454.24.1

72 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

4 - PROJECT INTEGRATION MANAGEMENT

Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),

Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.

4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work. The inputs, tools and techniques, and outputs for this process are depicted in Figure 4-4. Figure 4-5 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Project charter

.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project management plan

Figure 4-4. Develop Project Management Plan: Inputs, Tools and Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

4.1 Develop Project Charter: authorizes project existence

4.2 Develop Project Management Plan: integrating plans


4.4 Monitor and Control Project Work: tracking, reviewing, reporting4.5 Perform Integrated Change Control: reviewing, approving, managing

4.6 Close Project or Phase: finalizing activities

Planning Process Group


Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

Project Integration Management



4.1 Develop Project Charter

Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project. The inputs, tools and techniques, and outputs for this process are shown in Figure 4-2. Figure 4-3 depicts the data flow diagram of the process.


.1 Project statement of work

.2 Business case

.3 Agreements

.4 Enterprise environmental factors .5 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project charter

Figure 4-2. Develop Project Charter: Inputs, Tools and Techniques, and Outputs


4.3 Direct & Manage Project Work

79©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


4

4.3 Direct and Manage Project Work

Direct and Manage Project Work is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives. The key benefit of this process is that it provides overall management of the project work. The inputs, tools and techniques, and outputs of this process are depicted in Figure 4-6. Figure 4-7 depicts the data flow diagram of the process.


.1 Project management plan

.2 Approved change requests.3 Enterprise environmental factors .4 Organizational process assets

.1 Expert judgment

.2 Project management information system.3 Meetings

.1 Deliverables

.2 Work performance data

.3 Change requests

.4 Project management plan updates.5 Project documents updates

Figure 4-6. Direct and Manage Project Work: Inputs, Tools and Techniques, and Outputs


“the process of leading and performing the work of the project management plan”

“Complete the activities & deliverables in the project management plan, gather work performance data, requesting changes, completing work resulting from change Rita p. 131

PMBOK p. 79

What & Why?




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




Approved Change Requests:

- an output from the Perform Integrated Change Control process (4.5)

- are “reviewed and approved for implementation by the change control board (CCB).

- may require corrective action, preventative action or a defect repair

- may impact policy, the project management plan, procedures, costs or schedule




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




Project Management Information System:

Software such as MS Project, Excel and SAP with which you must work to collect, distribute and report on key performance indicators




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




PMBO

K p

. 79

Deliverables:

“Any unique and verifiable product, result or capability to perform a service that is required to complete a process, phase, or project.”




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




PMBO

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. 79

Work Performance Data: the raw observations and measurements identified during activities.

The lowest level of detail from which information can be derived such as:

- work completed- key performance indicators- technical performance measures- start and finish dates- number of change requests- number of defects- actual costs- actual durations




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




Change Requests: a formal proposal to modify any document, deliverable or baseline which will require either:

Corrective action - realigns the performance of the project work with the project management plan

Preventive action - ensures the future performance of the project work is aligned with the project management plan

Defect repair - modify a nonconforming product or product component.

In each case you must then update the relevant project plans and documents




4






.1 Expert judgment


.1 Deliverables


.3 Change requests




For the exam PMI assumes that a project manager takes the time to:

- manage the schedule- manage the budget- manage the risk- manage quality- manage all other knowledge areas- consider how one knowledge area affects another



4






.1 Expert judgment


.1 Deliverables


.3 Change requests






Project purpose or justification,

Measurable project objectives and related success criteria,

High-level requirements,

Assumptions and constraints,

High-level project description and boundaries,

High-level risks,

Summary milestone schedule,

Summary budget,

Stakeholder list,

Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),

Assigned project manager, responsibility, and authority level, and

Name and authority of the sponsor or other person(s) authorizing the project charter.

4.2 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work. The inputs, tools and techniques, and outputs for this process are depicted in Figure 4-4. Figure 4-5 depicts the data flow diagram of the process.


.1 Project charter

.2 Outputs from other processes.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project management plan

Figure 4-4. Develop Project Management Plan: Inputs, Tools and Techniques, and Outputs


4.1 Develop Project Charter: authorizes project existence

4.2 Develop Project Management Plan: integrating plans


4.4 Monitor and Control Project Work: tracking, reviewing, reporting4.5 Perform Integrated Change Control: reviewing, approving, managing

4.6 Close Project or Phase: finalizing activities






Project Integration Management



4.1 Develop Project Charter

Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project. The inputs, tools and techniques, and outputs for this process are shown in Figure 4-2. Figure 4-3 depicts the data flow diagram of the process.


.1 Project statement of work

.2 Business case

.3 Agreements

.4 Enterprise environmental factors .5 Organizational process assets

.1 Expert judgment

.2 Facilitation techniques .1 Project charter

Figure 4-2. Develop Project Charter: Inputs, Tools and Techniques, and Outputs





Management5. Scope

6. Time

7. Cost

8. Quality

9. Human Resources

10. Communications

11. Risk

12. Procurement

13. Stakeholder

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Perform Quality Assurance

8.2 8.38.1

8.1 Plan Quality Management - define quality

8.2 Perform Quality Assurance - confirm quality

8.3 Control Quality - assess quality






Project Quality Management


8 - PROJECT QUALITY MANAGEMENT



.2 Stakeholder register

.3 Risk register

.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets

.1 Cost-benefit analysis

.2 Cost of quality

.3 Seven basic quality tools

.4 Benchmarking

.5 Design of experiments

.6 Statistical sampling

.7 Additional quality planning tools.8 Meetings

.1 Quality management plan

.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates

Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs


8.1Plan

QualityManagement

8.2Perform Quality

Assurance

8.3ControlQuality

P

Q

ProjectDocuments

R

R

P

11.2IdentifyRisks

5.2Collect

Requirements

4.2Develop ProjectManagement

Plan

13.1Identify

Stakeholders

Enterprise/Organization

11.2IdentifyRisks

Figure 8-4. Plan Quality Management Data Flow Diagram


Assurance:as·sur·ance [uh-shoor-uhns, -shur-]

noun

1. a positive declaration intended to give confidence: He received assurances of support for the project.

2. promise or pledge; guaranty; surety: He gave his assurance that the job would be done.

3. full confidence; freedom from doubt; certainty: to act in the assurance of success.

4. freedom from timidity; self-confidence; belief in one’s abilities: She acted with speed and assurance.

5. presumptuous boldness; impudence.http://dictionary.reference.com/




8



.2 Process improvement plan.3 Quality metrics.4 Quality control measurements.5 Project documents

.1 Quality management and control tools.2 Quality audits.3 Process analysis

.1 Change requests

.2 Project management plan updates.3 Project documents updates.4 Organizational process assets updates

Figure 8-8. Perform Quality Assurance: Inputs, Tools & Techniques, and Outputs


8.2Perform Quality

Assurance

8.1Plan QualityManagement

8.3ControlQuality

P

QQ

P

Q

C

P

P ProjectDocuments

ProjectDocuments

4.5Perform

IntegratedChange Control


Plan


Figure 8-9. Perform Quality Assurance Data Flow Diagram

The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan. Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. Quality assurance contributes to the state of being certain about quality by preventing defects through the planning processes or by inspecting out defects during the work-in-progress stage of implementation. Perform Quality Assurance is an execution process that uses data created during Plan Quality Management (Section 8.1) and Control Quality (Section 8.3) processes.


Auditing quality requirements

Auditing results from quality control measurements to ensure that appropriate quality standards and operational definitions are used

Defining & verifying that the definitions you have selected are the right ones

What & Why?




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.1 Change requests




8.2Perform Quality

Assurance


8.3ControlQuality

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Plan





To insure that the work will be completed in a manner that meets the specified requirements and expectations

To improve quality processes

To increase the level of efficiency and effectiveness

What & Why?




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.1 Change requests




8.2Perform Quality

Assurance


8.3ControlQuality

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PMBO

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.243

Quality Metrics (from plan quality management 8.1.3.3):

These are the attributes that should be measured (and any allowable variations) such as:

- on-time performance- cost control- defect frequency- failure rate- availability- reliability




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Quality Control Measurements:

The data or the results of control quality activities which are used to analyze and evaluate quality




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.1 Change requests




8.2Perform Quality

Assurance


8.3ControlQuality

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Plan





Quality Management & Control Tools: the tools and techniques of the Plan Quality Management and Control Quality process



8

Cause & Effect Diagram Flowcharts Checksheets

Pareto Diagrams Histograms Control Charts

Scatter Diagrams

Figure 8-7. Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools

8.1.2.4 Benchmarking

Benchmarking involves comparing actual or planned project practices to those of comparable projects to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

Benchmarked projects may exist within the performing organization or outside of it, or can be within the same application area. Benchmarking allows for analogies from projects in a different application area to be made.

8.1.2.5 Design of Experiments

Design of experiments (DOE) is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality.


Cause & Effect DiagramFlowchartsCheck sheetsPareto DiagramsHistogramsControl ChartsScatter Diagrams

8.1.2.3 Seven Basic Quality Tools




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8.2Perform Quality

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Quality Management and Control Tools: other tools include

Affinity diagramsProcess decision program charts (PDPC)Interrelationship digraphsTree diagramsPrioritization matricesNetwork diagramsMatrix diagrams



Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.

Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).

Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

Affinity Diagram PDPC Interrelationship Digraph

Tree Diagrams Prioritization Matrices Network Diagrams

Matrix Diagrams

Figure 8-10. Storyboard Illustrating the Seven Quality Management and Control Tools


Affinity diagramsSolving a problem by looking at patterns of thought...

studiobrianlaw.wordpress.com/page/2/

Affinity diagramsand see how this relates to your WBS

studiobrianlaw.wordpress.com/page/2/

Process decision program charts (PDPC)This is used for identifying and documenting the steps required to complete a process.

http://www.conceptdraw.com/

Interrelationship digraphsThis diagram shows the cause-and-effect relationships that exist among

a group of items, issues, problems, or opportunities.

Tree diagramsWBS, RBS and OBS (organizational breakdown structure)

- useful in visualizing the parent-to-child relationships

Prioritization matrices

Activity network diagramsA diagram of sequential activities showing their relationships using arrows and nodes.

Activity network diagrams


6 - PROJECT TIME MANAGEMENT

6

On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days.

Critical Path LinkNon-Critical Path Link

ActivityNode

Start FinishA

1 5 5

1 0 5

C

6 10 15

6 0 15

B

6 5 10

11 5 15

D

16 15 30

16 0 30

Activity Name

EarlyStart Duration

EarlyFinish

LateStart

TotalFloat

LateFinish

Path A–B–D = 25

Path A–C–D = 30(Critical Path)

KEY

NOTE: This example uses the accepted convention of the project starting on day 1 for calculating calendar start and finish dates. There are other accepted conventions that may be used.

Figure 6-18. Example of Critical Path Method

42367_ManualPMI5_book-R1.indb 177 3/11/13 4:26 PM


Matrix diagramsWhen you want to rate an item according to its relationship to another item

for television quality:

Matrix diagramsfor areas in

a library:




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.1 Change requests




8.2Perform Quality

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Quality Audits: a structured, independent process to:

- identify if best practices are being implemented- identify nonconformity, gaps and shortcomings- proactively offer assistance, improve implementation & raise productivity- share best practices from similar projects in the organization or industry

Correcting deficiencies should result in a reduced cost of quality

PMBO

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.1 Change requests




8.2Perform Quality

Assurance


8.3ControlQuality

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Process Analysis: asks “Can we improve the process?”

Here we examine problems and constraints experienced and identify non-value-added activities.

PMBO

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.1 Change requests




8.2Perform Quality

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8.3ControlQuality

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Change Requests:

These are created and used as input into the Perform Integrated Change Control process (Section 4.5)

PMBO

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.243

8.1 Plan Quality Management - define quality

8.2 Perform Quality Assurance - confirm quality

8.3 Control Quality - assess quality











.2 Stakeholder register

.3 Risk register

.4 Requirements documentation.5 Enterprise environmental factors.6 Organizational process assets

.1 Cost-benefit analysis

.2 Cost of quality

.3 Seven basic quality tools

.4 Benchmarking

.5 Design of experiments

.6 Statistical sampling

.7 Additional quality planning tools.8 Meetings


.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents updates

Figure 8-3. Plan Quality Management Inputs, Tools & Techniques, and Outputs


8.1Plan

QualityManagement

8.2Perform Quality

Assurance

8.3ControlQuality

P

Q

ProjectDocuments

R

R

P

11.2IdentifyRisks

5.2Collect

Requirements


Plan

13.1Identify

Stakeholders


11.2IdentifyRisks

Figure 8-4. Plan Quality Management Data Flow Diagram




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.1 Change requests




8.2Perform Quality

Assurance


8.3ControlQuality

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got time?

days remaining = 5hr/day =

420

++

==

1260

16 days80 hours

Time:


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(Namastē - Hindi)