pmp exam 1
TRANSCRIPT
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2Chuck Millhollan, MBA, MPM, PMP, PgMP
© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Copyrights
• PMP®: “PMP” and the PMP logo arecertification marks of the Project ManagementInstitute which are registered in the UnitedStates and other nations
• PMBOK®: “PMBOK” is a trademark of theProject Management Institute, Inc. which isregistered in the United States and othernations
• Note: The PMBOK is the primary source forthis slide deck. When other sources arereferences, citations are provided.
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Introductions &Course Expectations
• Personal Background
– Name
– Organization, Title
– Formal Education
• Project Management Experience
• Expectations for this course
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© 2014, Innovative Management Solutions, LLCStudent Copy – Not for Reproduction or Distribution
Course Syllabus
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Workshop Approach
• Instructor presentation & guided discussion
• Student presentation (based on the RitaMulcahy PMP® Exam Prep Textbook chapter
tests)• Presentations should include: – The questions with the correct answers highlighted
– A justification for the correct answers
– An explanation for why the distracters were not theappropriate choice
– Sources for each question
• In-class exam review and discussion – Random selection
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Student Presentations
• Let’s go the syllabus (last page…)
• Student presentations are based on learningfrom the following: – The PMBOK® required reading for the knowledge
area – Rita Mulcahy PMP® Exam Prep textbook required
reading & practice exams
– Hot Topics flashcards
– Additional research as appropriate
• Candidates are encouraged to provide copiesof their presentations to all members of theclass after their presentations (either hardcopy or electronic copy is acceptable)
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Student Presentations: Assignments
• Integration Management – Instructor assigned
• Chapter 4
• Scope Management – Instructor assigned
• Chapter 5
• Time Management – Instructor assigned
• Chapter 6
• Cost Management – Instructor assigned
• Chapter 7
• Quality Management – Instructor assigned
• Chapter 8
• Human ResourceManagement – Instructor assigned
• Chapter 9
• CommunicationsManagement – Instructor assigned
• Chapter 10• Risk Management
– Instructor assigned• Chapter 11
• Procurement Management – Instructor assigned
• Chapter 12
• Stakeholder Management – Instructor assigned
• Chapter 13
• Ethics & Prof Responsibility – Instructor assigned
• Chapter 14
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
The Test
• 200 questions
– 25 are “pretest” questions that do not effect score –randomly placed throughout the exam
– Passing rate is 106 of 175 scored questions (~ 61%)
• 4 hours – Preceded by a 15 minute tutorial (not part of your time)
• Pass/Fail indication immediately after submission
– Diagnostic report will show breakdown of performancewithin each domain (5 process + professional
responsibility)• Cost:
– PMI Members: $405/$275
– Non-Members: $555/$375
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Study Time Commitment (PMPath™)
Total Course Time Calculation (Hours)
Study Element Most Likely Optimistic Pessimistic PERT
Integration 17.75 13.31 35.5 20.0
Scope 13.40 10.05 26.8 15.1
Quality 15.10 11.33 30.2 17.0Time 16.70 12.53 33.4 18.8
Cost 16.30 12.23 32.6 18.3
HR 25.00 18.75 50 28.1
Communications 13.30 9.98 26.6 15.0
Risk 14.70 11.03 29.4 16.5Procurement 13.20 9.9 26.4 14.9
Stakeholder 13.30 9.97 26.6 15.0
Professional Responsibility 11.70 8.77 23.4 13.2
TOTALS 169.45 127.84 340.9 191.8
Source: Dr. Robert Amason, PMP
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© 2014, Innovative Management Solutions, LLCStudent Copy – Not for Reproduction or Distribution
Study Groups
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12Chuck Millhollan, MBA, MPM, PMP, PgMP
© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
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Application Process
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Application Process
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Application Process
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Louisville Testing Locations
Thomson Prometric Test Center
7400 New La Grange Road, Suite #110Louisville, KY 40222
Phone: (502) 423-0478
Site Code: 1101
U of L Belknap Campus
106 East BrandeisLouisville, KY 40208
Phone: (502) 852-6607
Site Code: 1102
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P G I i i i Pl i E i M i i & C lli Cl i
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Want the Answers Before the Test?
• Best practices and lessons learnedfrom experienced faculty members, andeven more important…
• PMP Exam candidates fresh from thefight
P G I iti ti Pl i E ti M it i & C t lli Cl i
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Note Taking
• Purposefully no “slide deck” once wemove into the knowledge areas
– The PMBOK® is your note taking
guide…get into the source!
– Note the slide headers; they guide you tothe applicable sections of the PMBOK®
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© 2014, Innovative Management Solutions, LLCStudent Copy – Not for Reproduction or Distribution
PMI-ism Break
Rita Mulcahy, PMP® Exam Prep, 8th
Edition
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An Introduction to Project Management
Chuck Millhollan, MBA, MPM, PMP, PgMPIIBA Certified Business Analysis Professional (CBAP)
ASQ Certified Six Sigma Black Belt ASQ Certified Software Quality Engineer
ASQ Certified Manager of Quality / Organizational [email protected]
Innovative Management Solutions, LLC
P G I iti ti Pl i E ti M it i & C t lli Cl i
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
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Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
1.2 What is a Project?
• Defined in terms of distinctive characteristics – a projectis a temporary endeavor undertaken to create aunique product or service
– A product (end item or component)
– A capability to perform a service – A result (outcome or document)
• Progressive elaboration
– Developed in steps and continuing by increments
• Operations and project similarities
– Performed by people – Constrained by limited resources
– Planned, executed, and controlled
• Program – A group of interrelated projects in whichmanagement is coordinated
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© 2014, Innovative Management Solutions, LLC
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1.3 Managing a Project
• Identify requirements
• Assess & address stakeholder needs,concerns & expectations throughout theduration of the project
• Constrained – Scope
– Quality
– Schedule
– Budget
– Resources
– Risks
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Definitions
• Project Management: The application ofmanagement methods (knowledge, skills,tools, techniques) to project activities(planning, scheduling and controlling) to
deliver the product of the project
• Project Management provides process ortask focus; it provides specifics of who, what,when, and how
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
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Cost
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HR
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Risk
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1.4 Projects & Programs Defined
• Project – Temporary
– Undertaken to create a unique product or service
– Defined starting point
– Defined objectives (determines end point)
• Program – Group of related projects
– Coordinated management
– Obtain benefits and/or control not possible ifmanaged individually
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Stakeholder Student Copy – Not for Reproduction orDistribution
Project Management
Project
Initiation
(Proposal, CE,
Approval,
etc...)
Project
Planning
(Charter,
WBS, etc…)
Project
Execution
Project
Closure
Monitoring
&
Control
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© 2014, Innovative Management Solutions, LLC
Process Group Initiating Planning Executing Monitoring & Controlling Closing
Knowledge Area
Integration
Scope
Time
Cost
Quality
HR
Communications
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Program Management
OverallPortfolio
Program 1
Project 1 Project 2 Project 3 Project 4
Program 2 Project 5 Portfolio 1
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© 2014, Innovative Management Solutions, LLC
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Knowledge Area
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Scope
Time
Cost
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HR
Communications
Risk
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Program vs Project: ImportantDifferentiators
Program Project
Deliver long term business
benefit
Deliver: T, C, Q, and
ScopeFocus on ongoing supportand full transition
Ends when deliverablesare provided
Focus on benefit
realization
Goal is to satisfy users
Produce results Produce product or service
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© 2014, Innovative Management Solutions, LLC
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Knowledge Area
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Program vs Multi-Project: ImportantDifferentiators
Program Multi-project
Management of a group ofinterrelated projects
Manage several projectsindependently
Program level responsibilityand manages projectmanagers for componentprojects
Fully accountable for eachindividual project
Optimize resources acrossprogram
Manage resources assigned totasks for projects
Manage multiple stakeholders;complex communications
Focused on meeting needs fordifferent project stakeholders
Balanced time across programrelated activities
Balance between concurrentprojects competing for time
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© 2014, Innovative Management Solutions, LLC
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Source: www.projectmasters.com
Portfolio Management
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Knowledge Area
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Projects focus on delivering a product orservice
Programs focus on benefit realization
Portfolios demonstrate investment strategy
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© 2014, Innovative Management Solutions, LLC
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Knowledge Area
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Time
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Risk
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1.4.4 The “PMO”
• Management structure thatstandardizes project governanceprocesses
– Coordinate planning – Prioritization
– Coordination communication
– Resource sharing
– Methodologies, tools & techniques
– Responsibilities ranging from support todirect management
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© 2014, Innovative Management Solutions, LLC
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PMO Structures
• Supportive – Consultative, providetemplates, share best practices,coordinate training, collect/manage
lessons learned• Controlling – Compliance with
methodologies, governance (moderatecontrol)
• Directive – Directly manage projects(high control)
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© 2014, Innovative Management Solutions, LLC
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Knowledge Area
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Time
Cost
Quality
HR
Communications
Risk
Procurement
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1.5 Project vs OperationsManagement
• Operations
– On-going activities
– Business process or operations management
– Product life cycle vs project life cycle
– Intersection points (product enhancements, new productdevelopment, product close-out or disposal, etc…)
• Similarities
– Performed by people
– Limited by constraints
– Planned, executed, monitored & controlled – Achieve organizational goals & contributes to strategic
plans
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ocess G oup a g a g ecu g o o g & Co o g C os g
Knowledge Area
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1.6 Business Value
• Sum of all tangible & intangible assets
• Created through effective ongoingoperations
• Created through effective use ofportfolio, program and projectmanagement
• Strategic planning – Portfolios• Programs
– Projects
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Organizational Influences and Project Life
Cycle
Chuck Millhollan, MBA, MPM, PMP, PgMPIIBA Certified Business Analysis Professional (CBAP)
ASQ Certified Six Sigma Black Belt ASQ Certified Software Quality Engineer
ASQ Certified Manager of Quality / Organizational [email protected]
Innovative Management Solutions, LLC
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© 2014, Innovative Management Solutions, LLCStudent Copy – Not for Reproduction or Distribution
Organizational Structure
Let’s Deep Dive PMBOK Table 2-1
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p g g g g g g
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2.1.4 Organizational Process Assets
• Any and all process related assets – Plans, policies, procedures, guidelines
– Historical information
– Lessons learned
• Formal or informal
• Updated throughout the project
• Responsibility primarily rests with project teammembers
• Categories – Processes & procedures
– Corporate knowledge base
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p g g g g g g
Knowledge Area
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Time
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HR
Communications
Risk
Procurement
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2.1.5 Enterprise EnvironmentalFactors
• Internal & external factors that influence a project’ssuccess
• Not under the project team’s control
• Negative or positive
• Inputs to most processes• Such as
– Organizational culture, structure, processes
– Industry standards
– Existing human resources (capabilities)
– Personnel administration (staffing, performance reviews)
– Work authorization systems
– The PMIS
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Knowledge Area
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HR
Communications
Risk
Procurement
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2.2 Project Stakeholders
• An individual, group, or organization who mayaffect, be affected by, or perceive itself to beaffected by a decision, activity, or outcome ofa project
• Grouping and naming stakeholders is theprimary aid to identifying who viewsthemselves as stakeholders
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Project Stakeholders
• Project Manager : The person responsible formanaging the project
• Customer : The individual or organization whowill use the product
• Sponsor : The individual or group who createsand approves the project charter and(typically) provides the financial resources forthe project
• Expeditor : Simply a communicationscoordinator w/o decision making or enforcingauthority
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© 2014, Innovative Management Solutions, LLC
Knowledge Area
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Cost
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HR
Communications
Risk
Procurement
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2.4 Project Lifecycle
• Generally defines… – What
– When
– Who
– How
• Common Characteristics – Cost & staffing requirements start low and peak
during implementation (intermediate phases)
– Level of uncertainty is highest at the beginning – Ability to influence “product” characteristics is
highest at the beginning
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Let’s Dig Into PMBOK Figure 2-8
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Knowledge Area
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HR
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Risk
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Project “Phases”
• Completion of one (or possibly more)deliverables characterizes a phase
– Logical segmentation for ease of
management, planning, and control – Aids governance
– Sequential or overlapping phases
• Deliverable = measurable, verifiable
product or service• One-size-does-not-fit-all
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Knowledge Area
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Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
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Life Cycle Types
• Predictive – Waterfall
– Most planning (plan-driven) is completed early in thelifecycle
• Iterative (incremental) – Phases “repeat” as product understanding increases
• Adaptive – Agile, or change-driven
– Similar to iterative; however, rapid “sprints” withfixed time and cost
– Scope and requirements difficult to determine inadvance
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© 2014, Innovative Management Solutions, LLC
Knowledge Area
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Cost
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HR
Communications
Risk
Procurement
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Project Management Processes Groups
InitiatingProcess
PlanningProcess
ControllingProcess
ExecutingProcess
ClosingProcess
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© 2014, Innovative Management Solutions, LLC
Knowledge Area
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HR
Communications
Risk
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Process Group Interaction
ProcessGroups are
not Phases
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3.8 Project Information
• Work performance data – observationsand measurements during work (executingmeasurements input into controllingprocesses)
• Work performance information – dataanalyzed in context and integrated basedon relationships across areas (status,
forecasts)• Work performance reports –
Representation of work performanceinformation
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Page 60
(Close your PMBOK®)
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PMI-ism Break
Rita Mulcahy, PMP® Exam Prep, 8th
Edition
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Practice Test Time!
Chapters 1 - 3
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Project Integration Management
Chuck Millhollan, MBA, MPM, PMP, PgMPIIBA Certified Business Analysis Professional (CBAP)
ASQ Certified Six Sigma Black Belt ASQ Certified Software Quality Engineer
ASQ Certified Manager of Quality / Organizational [email protected]
Innovative Management Solutions, LLC
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Project Interfaces
• Interface Management is critical during execution
• Interfaces:
– Product
– Infrastructure
– Resources – People interfaces (cross organization)
– System interfaces (organization, information)
• Goal of project integration: coordinate people,product, infrastructure, system (organization,
information) together toward accomplishing the projectgoals.
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4.1 Develop Project Charter
Document that formally authorizes theproject & provides PM authority toallocate resources
4.1.1 Inputs.1 Project SOW
.2 Business case
.3 Agreements
.4 Enterprise environmental factors
.5 Organizational process assets
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Constraints & Assumptions
• Constraint – a restriction that well affectthe performance of the project
• Assumptions – factors, that for planningpurposes, are considered to be true,real, or certain
• Assumptions – affect all aspects of theproject planning, and are part of the
progressive elaboration of the project
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4.1 Develop Project Charter
4.1.2 Tools & Techniques
.1 Expert Judgment
Two broad categories of project selection methods:
1. Benefit measurement2. Mathematical models
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Reasons to Authorize a Project
• Market Demand
• Business Need
• Customer Request
• Technological Advance
• Legal Requirement
• Social Need
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Models
• Non-numeric – Sacred Cow
– Operating Necessity
– Competitive
Necessity – Product Line
Extension
– Comparative Benefit
• Numeric – Payback Period
– Average Rate ofReturn
What about TVM? – DCF or IRR (NPV)
NPV = -(Initial Investment) + of CF/(1 + r)t
Integration
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NPV Exercise
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NPV Exercise
• Initial cost = $12,500• ERR = 15%
• Annual project cash flow
– Year 1: Revenue - $4,500, Expenses - $750
– Year 2: Revenue - $7,300, Expenses - $1,400
– Year 3: Revenue - $11,000, Expenses - $3,200
NPV (project X) = (-$12,500) +4500 – 750 7300 – 1400 11000 – 3200
(1 + 0.15)1 (1 + 0.15)2 (1 + 0.15)3+ +
NPV (project X) = (-$12,500) +
3750 5900 7800
1.15 1.3225 1.5209 + +
NPV (project X) = (-$12,500) + 3260.87 + 4461.26 + 5128.63
NPV (project X) = (-$12,500) + 12850.75 = 350.75
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4.1 Develop Project Charter
4.1.3 Outputs (Figure 4-3).1 Project Charter
• Project purpose of justification
• Objectives (SMART)
• High level – Requirements
– Project description
– Risks
• Summary milestone schedule
• Summary budget• Approval requirements
• Assign PM (responsibility and authority)
• Charter approval (sponsor)
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4.2 Develop Project ManagementPlan
The PM Plan documents the collection of outputsfrom each of the processes in the “Planning”process group
4.2.1 Inputs.1 Project Charter
.2 Outputs from planning processes
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
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4.2 Develop Project ManagementPlan
4.2.2 Tools & Techniques.1 Expert Judgment
.2 Facilitation Techniques
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4.2 Develop Project ManagementPlan
4.2.3 Outputs (Figure 4-5)
.1 PM Plan• Integrates and consolidates all of the subsidiary
management plans and baselines from planning
processes
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4.3 Direct & Manage ProjectExecution
4.3.1 Inputs
.1 PM Plan
.2 Approved Change Requests
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
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Types of Approved Changes
• Corrective
– Brings expected future performance in linewith the plan
• Preventative – Reduces the probability of negative
consequences associated with risk
• Defect repair
– Documented identification andrecommendation to repair or replace
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4.3 Direct & Manage ProjectExecution
4.3.2 Tools & Techniques
.1 Expert Judgment
.2 PMIS
.3 Meetings
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K l d A
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Work Authorization System
• Authorizes work to begin – Commits resources (people, funds, etc.) to the work
– Starts the clock on that portion of the plan andschedule
• Large projects – Formal written system
– Frequently, organizational form to prepare
• Small projects
– Verbal, email, etc. – Still a ‘formal system’ and emphasis is needed toretain control of the work
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4.3 Direct & Manage ProjectExecution
4.3.3 Outputs (Figure 4-7)
.1 Deliverables
Unique…verifiable product, result,
capability….2 Work Performance Data
.3 Change Requests
.4 Project Management Plan Updates
.5 Project Document Updates
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PM Plan Updates
• Requirements Management Plan
• Schedule Management Plan
• Cost Management Plan
• Quality Management Plan• Human Resource Plan
• Communications Management Plan
• Risk Management Plan
• Procurement Management Plan• Project Baselines
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Product Document Updates
• Requirements Documents
• Project Logs
– Issues log
– Assumptions• Risk Register (log)
• Stakeholder Register
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Monitoring & Controlling
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4.4 Monitor & Control Project Work
Track, review, regulate…
4.4.1 Inputs
.1 PM Plan
.2 Schedule Forecasts
.3 Cost Forecasts
.4 Validated Changes (see 4.4.1.4)
.5 Work Performance Information
.6 Enterprise Environmental Factors
.7 Organizational Process Assets
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Monitoring & Controlling
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4.4 Monitor & Control Project Work
4.4.2 Tools & Techniques
.1 Expert Judgment
.2 Analytical Techniques
.3 PMIS
.4 Meetings
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Monitoring & Controlling
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Track Key Data
• Cost Performance• Schedule Performance
• Quality – Conformance to requirements and specifications
(product quality) – Quality of project reporting and tracking, too (project
quality)
• Plan performance -- maintain the project plan
• Resource utilization -- compare to schedule
and costs• Team performance (group and individual)
• Risk triggers
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Monitoring & Controlling
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4.4 Monitor & Control Project Work
4.4.3 Outputs (Figure 4-9)
.1 Change Requests
.2 Work Performance Reports
.3 Project Management Plan Updates
.4 Project Document Updates
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Change ControlOutcomes
• Identify and influence factors that createchange – e.g., add-on requirement during execution phase of
project
• Drives scope change• Cost
• Schedule
• Recognize when a change has occurred
– Taking action to reflect the change in the plan – Identifying changes in performance baselines
• Manage actual changes when they occur
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Integrated Change Control
• Key activity in Execution Phase
• Retain control of revisions – Scope: Schedule, Cost, Staffing
– Requirements and specifications: Quality
• Important to keep performance baselinesintact
(baselines = the plan)
• Not necessary to ‘ban’ changes…just identify,control (and manage) them
– Identify & Influence, Recognize, Manage
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4.5 Perform Integrated Change Control
4.5.1 Inputs.1 PM Plan
.2 Work Performance Reports
.3 Change Requests
.4 Enterprise Environmental Factors
.5 Organizational Process Assets
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Configuration Management
• Three main objectives:
– Establish processes to identify, request,and assess value of changes
– Continuously validate and improve throughconsidering impact of changes
– Processes used to communicate changesto stakeholders
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4.5 Perform Integrated Change Control
4.5.2 Tools & Techniques
.1 Expert Judgment
.2 Meetings
.2 Change Control Tools
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4.5 Perform Integrated Change Control
4.5.3 Outputs (Figure 4-11)
.1 Approved Change Requests
.2 Change Log
.3 Project Management Plan Updates
.4 Project Document Updates
If a change request is feasible, approved,
and outside of scope, the approvalrequires a baseline change
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Closing
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4.6 Close Project or Phase
4.6.1 Inputs
.1 PM Plan
.2 Accepted Deliverables
.3 Organizational Process Assets
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Closing
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Impact of Termination
• Project transfer
• Ongoing operations
• Project personnel
• Equipment/material assets• Future projects
• PM
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Closing
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Termination by...
• Extinction
– Successful or not
– Deliverable is external to or not a fundamentalfunction of the parent organization
• Addition – Institutionalized
– New Division
• Integration
– Most Common
– Project assets redistributed
• Starvation
– Budget decrement
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Closing
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4.6 Close Project or Phase
4.6.2 Tools & Techniques.1 Expert Judgment
.2 Analytical Techniques
.3 Meetings
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Closing
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4.6 Close Project or Phase
4.6.3 Outputs (Figure 4-13).1 Final Product, Service, or Result Transition
.2 Organizational Process Asset Updates
Integration
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PMI-ism Break
Rita Mulcahy, PMP® Exam Prep, 8th
Edition
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Practice Test Time!
Chapter 4 Project Integration Management
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Project Scope Management
Chuck Millhollan, MBA, MPM, PMP, PgMPIIBA Certified Business Analysis Professional (CBAP)
ASQ Certified Six Sigma Black Belt ASQ Certified Software Quality Engineer
ASQ Certified Manager of Quality / Organizational [email protected]
Innovative Management Solutions, LLC
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Scope Management
“Scope” Defined:
The sum of the products and services tobe provided by a project.
What the project will deliver and …
….what the project will not deliver
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Planning
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5.1 Plan Scope Management
5.1.1 Inputs.1 Project Management Plan
.2 Project Charter
.3 Enterprise Environmental Factors
.4 Organizational Process Assets
Documents how scope will be defined,
validated, and controlledGuidance and direction for managing
scope
Scope
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Planning
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5.1 Plan Scope Management
5.1.2 Tools & Techniques.1 Expert Judgment
.2 Meetings
Scope
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5.1 Plan Scope Management
5.1.3 Outputs (Figure 5-3).1 Scope Management Plan
.2 Requirements Management Plan
Scope
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5.2 Collect Requirements
• Active stakeholder involvement duringdiscover and decomposition
• Foundation for the WBS – Business: high-level needs (issues/opportunities)
– Stakeholder: needs of a group – Solution: features, functions and characteristics
• Functional = behavior
• Nonfunctional = conditions or qualities
– Transition: temporary (e.g. training)
– Project: actions, processes, or conditions the projectneeds to meet
– Quality: condition or criteria required to validatedeliverable
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5.2 Collect Requirements
5.2.1 Inputs.1 Scope Management Plan
.2 Requirements Management Plan
.3 Stakeholder Management Plan
.4 Project Charter
.5 Stakeholder Register
Scope
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Planning
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5.2 Collect Requirements
5.2.2 Tools & Techniques.1 Interviews
.2 Focus Groups
.3 Facilitated Workshops
.4 Group Creativity Techniques
.5 Group Decision Making Techniques
.6 Questionnaires and Surveys
.7 Observations
.8 Prototypes
.9 Benchmarking
.10 Context Diagram: visual representation
.11 Document Analysis
Scope
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5.2 Collect Requirements
5.2.3 Outputs (Figure 5-4).1 Requirements Documentation
.2 Requirements Management Plan
.3 Requirements Traceability Matrix
Scope
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R i t St bilit
Planning
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Requirement Stability
Time
Limited executive
involvement:requirementsnever stabilize
Focused, earlyagreement =requirement stability!
N u m b e r o f c h a n g e s
Moral : Ag ree upon requirements early
Source: Tuttle, Q.C., Implementing Concurrent Project Management , Prentice Hall, 1994
Scope
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Scope Management
The processes required to insure that: – the project includes all of the work
required
– only the work required
– the project completes successfully
– controlling what is and is not includedin the project
Scope
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Two Types of Scope
• Product Scope – Features
– Functions
– Completion measured against productrequirements
• Project Scope
– Work that must be done to deliver product
– Completion measured against the projectplan
Scope
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Scope Definition
• Develops a detailed description of theproject and product or service (result)
Scope
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5.3 Define Scope
5.3.1 Inputs.1 Scope Management Plan
.2 Project Charter
.3 Requirements Documentation
.4 Organizational Process Assets
Scope
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5.3 Define Scope
5.3.2 Tools & Techniques.1 Expert Judgment
.2 Product Analysis: Product breakdown,system analysis, value stream mapping,etc.
.3 Alternatives Identification
.4 Facilitated Workshops
Scope
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5.3 Define Scope
5.3.3 Outputs (Figure 5-8).1 Project Scope Statement
Provides common understanding of scopeand describes major objectives
Enables detailed planning, guides work,and provides baseline for evaluatingchange requests
Acceptance criteria
.2 Project Documentation Updates
Scope
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th
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PMBOK 5th Edition Table 5-1
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Planning
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The WBS!
• Deliverable oriented hierarchaldecomposition
• Organizes and defines “total” scope of
the project• WBS subdivides into manageable
components
• Represents current work specified in
the current approved project scopestatement
Scope
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WBS T E l
Planning
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WBS Type Examples
• Deliverable-oriented – New Bank
– New Laboratory
– New Manufacturing
Plant – New Software
– Software Upgrade
– New facility design
• Process-oriented – Conducting annual
close out at bank
– Convertingchemicals to plastics
– Monitoringproductivity atoutlying site
– Issuing monthly
payroll checks
Scope
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F St t C ti WBS
Planning
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Four Steps to Creating a WBS
• Specify the project objectives (scope)
• Identify specific products, services orresults (deliverables)
• Identify 100 percent of the work• Subdivide the elements until a level is
achieved that is suitable for planningand control
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5 4 C t WBS
Planning
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5.4 Create WBS
5.4.1 Inputs.1 Scope Management Plan
.2 Project Scope Statement
.3 Requirements Documentation.4 Enterprise Environmental Factors
.5 Organizational Process Assets
Know the PMBOK®’s WBS!
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Wh t i WBS?
Planning
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What is a WBS?
• Deliverable-oriented grouping of projectelements
• Organizes and defines the total work
scope of the project• Each descending level represents
increasing detail
Source: Practice Standards for Work Breakdown Structures. (2001). PMI.
Scope
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A ti it D li bl
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Activity vs. Deliverable
• Activity = work to be done – Steps or “how”
– Defined discrete elements of work on aproject
– Consumes time & resources
• Deliverable = output of work done
– Tangible item or product
Scope
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Wh WBS?
Planning
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Why use WBS?
• Assists in developing schedule and cost• Primary input to:
– Activity Definition
– Resource planning
– Cost estimation and budgeting
– Risk Management Planning
• Communicates to stakeholders
• Assists in reporting progress
Source: Practice Standards for Work Breakdown Structures. (2001). PMI.
Scope
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5 4 C t WBS
Planning
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5.4 Create WBS
5.4.2 Tools & Techniques.1 Decomposition
Subdividing the work into smaller, moremanageable “work packages.” Work
packages are the lowest level of detail.
Often referred to as “rolling wave” or“iterative” planning
.2 Expert Judgment
Scope
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5 4 C t WBS
Planning
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5.4 Create WBS
5.4.3 Outputs (Figure 5-10).1 Scope Baseline
Project Scope Statement
WBS
WBS Dictionary
.2 Project Documents Updates
Scope
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5 5 V lid t S
Monitoring & Controlling
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5.5 Validate Scope
5.5.1 Inputs.1 Project Management Plan
.2 Requirements Documentation
.3 Requirements Traceability Matrix
.4 Verified Deliverables
.5 Work Performance Data (e.g. degree of compliancewith requirements, number & severity ofnonconformance, etc.)
Process of obtaining formal acceptance from stakeholdersIf terminated early, establishes and documents level of
completion
Not concerned w/ correctness of work – that’s qualitycontrol
Scope
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Validate Scope vs Control Quality
• Validate Scope: Primarily concernedwith acceptance of project deliverables
• Control Quality: Primarily concerned
with correctness of the deliverables(requirements)
Process Group Initiating Planning Executing Monitoring & Controlling Closing
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5 5 Validate Scope
Monitoring & Controlling
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5.5 Validate Scope
5.5.2 Tools & Techniques.1 Inspection
.2 Group Decision Making Techniques
Scope
Process Group Initiating Planning Executing Monitoring & Controlling Closing
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5 5 Validate Scope
Monitoring & Controlling
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5.5 Validate Scope
5.5.3 Outputs (Figure 5-15).1 Accepted Deliverables
Document “non-accepted” deliverables withreasons
.2 Change Requests
.3 Work Performance Information
.4 Project Documentation Updates
Note this is in the “Monitoring and Control”Process Group
Scope
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Scope Creep
Monitoring & Controlling
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Scope Creep
• Small “enhancements” can screw upmajor functionality!
• What causes “Scope Creep?”
• How has scope creep impacted your job?….projects in your organization?
Scope
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Scope Relationships
Monitoring & Controlling
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Scope Relationships
• Scope translates into requirements – Requirements: the stakeholders’ specific needs or
wants
• Quality is “conformance to requirements”
Source: Lewis, J. (2001). Project Planning, Scheduling, and Control. 3rd ed.
Scope
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5 6 Control Scope
Monitoring & Controlling
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5.6 Control Scope
5.6.1 Inputs.1 Project Management Plan
.2 Requirements Documentation
.3 Requirements Traceability Matrix
.4 Work Performance Data
.5 Organizational Process Assets
Scope
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5 6 Control Scope
Monitoring & Controlling
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5.6 Control Scope
5.6.2 Tools & Techniques.1 Variance Analysis
Scope
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5 6 Control Scope
Monitoring & Controlling
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5.6 Control Scope
5.6.3 Outputs (Figure 5-17).1 Work Performance Information
.2 Change Requests
.3 Project Management Plan Updates
.4 Project Documentation Updates
.5 Organizational Process Asset Updates
Scope
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Monitoring & Controlling
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Control
• Concerned with three things: – “…influencing factors that create scope
changes to ensure changes are agreedupon,
– determining that a scope change hasoccurred
– managing actual changes when and if theyoccur.”
Scope
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PMI-ism Break
Rita Mulcahy, PMP® Exam Prep, 8th
Edition
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Practice Test Time!
Chapter 5 Project Scope Management
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