PMP® Power-Prep• Presented bySimon HarrisPMPCGEITP2-RPMoR-RP

Those who think education expensive have not yet realised what they pay daily for ignorance

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Dilbert2

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Role Delineation Study3 http://www.pmi.org/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.ashx

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Exam Structure

• Exam based on 5 Domains – not exactly the process groups:– Initiate, Plan, Execute, Monitor & Control, Close– Confusingly same names as the process groups– 10 Knowledge areas in the PMBoK® Guide plus Ethics– 47 Processes and– 8+13+7+7+7 = 42 Domain tasks– 5+17+7+10+8 = 47 domain specific skills – 39 Cross-cutting skills

• Mostly, but not only based on the PMBoK® Guide– 200 questions distributed across the domains– 26 Initiation– 48 Planning– 62 Executing– 50 Monitoring

& Control– 14 Closing

http://www.pmi.org/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.ashx

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PMBoK On A PageAnd Also Here http://instagram.com/p/kzxT-_l6Cm/

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5.2 & 3 & 4Scope

• Change Requests

• Project Statement of Work• Business Case• Agreements

4.1 DevelopPj Charter

4.2 Develop PjMgmt Plan

• Project Charter

4.3 Direct & Manage Project Work

• Project Mgmt Plan

8.3 Control Quality 5.5 Validate Scope

• Deliverables

• Verified Deliverables

• Accepted Deliverables

• Final Product, Service or Result Transition

• Work Performance Information

4.4 Monitor & Control Pj Work

• Work Performance Data

• Work Performance reports

4.5 Integrated Change Control

• Approved CRs12.3 Control Procurements

4.6 Close Pj or Phase

13.1 Identify Stakeholders

• Stakeholder Register

• Project Charter

5.1, 6.1, 7.1, 8.1, 9.1,

10.1, 11.1, 12.1, 13.2

6.2 – 6.46.3 – 6.5

6.6Time

7.2 & .3Cost

• Risk Register

• Scope Baseline

• Schedule Baseline

• Cost Baseline

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• Change Requests

• OPA updates

5.5 Validate Scope5.6 Control Scope (‘Done’ vs Scope B/L)6.7 Control Schedule (Activity vs B/L - EV)7.4 Control Costs (EV)8.3 Control Quality (Testing vs Spec)10.3 Control Communications =‘Assure’11.6 Control Risk = Repeat 11.2-512.3 Control Procurements = ‘Assure’13.4 Control Stakeholder Engagement =A

9.4 Manage Project Team10.2 Manage (Do) Comms.11.6 Control (Do All) Risk12.3 Control Procurements

9.2 & 3 & 4Team

11.2

11.3

11.4

11.5

12.2ConductProc’mts

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The Complete Journey (Again)Processes by Knowledge Area

5 Project Scope Management5.1 Plan Scope Management S&RqtMP† Plan5.2 Collect Requirements Req docs Plan5.3 Define Scope Pj Scope Stmt Plan5.4 Create WBS Scope B/L={WBS&D+SS} Plan5.5 Validate Scope WPI & CR + AcptDel M+C5.6 Control Scope WPI & CR M+C6. Project Time Management6.1 Plan Schedule Management SchdMP Plan6.2 Define Activities Plan6.3 Sequence Activities Plan6.4 Estimate Activity Resources Plan6.5 Estimate Activity Durations Plan6.6 Develop Schedule Schd+Schedule B/L Plan6.7 Control Schedule WPI (EVA) & CR M+C7 Project Cost Management7.1 Plan Cost Management CMP Plan7.2 Estimate Costs Plan7.3 Determine Budget Cost B/L Plan7.4 Control Costs WPI (EVA) & CR M+C8. Project Quality Management8.1 Plan Quality Management QMP Plan8.2 Perform (Process) Quality Assurance Exec8.3 Control (Product) Quality WPI & CR & VerfdDel M+C9. Human Resource Management9.1 Plan HP Management HRMP-{SMP} Plan9.2 Acquire Project Team Staff Exec9.3 Develop Project Team ‘Team’ Exec9.4 Manage Project Team Perf’mnc Exec

10. Project Communications Management10.1 Plan Communications Management CMP Plan10.2 Manage (‘Do the’) Communications Exec10.3 Control ‘Assure’ Communications WPI & CR M+C11. Project Risk Management11.1 Plan Risk ManagementRMP Plan11.2 Identify Risks Risk Reg’tr Plan11.3 Perform Qualitative Risk Analysis Plan11.4 Perform Quantitative Risk Analysis Plan11.5 Plan Risk Responses Plan11.6 Control Risks WPI & CR M+C12. Project Procurement Management12.1 Plan Procurement Management PMP Plan12.2 Conduct ‘Do’ Procurements Exec12.3 Control ‘Assure’ Procurements WPI & CR M+C12.4 Close Procurements Close13. Project Stakeholder Management13.1 Identify StakeholdersSH Reg’tr Init13.2 Plan Stakeholder Management SHMP Plan13.3 Manage Stakeholder Engagement Exec13.4 Control (Assure) Stakeholder Engagement WPI & CR M+C4. Project Integration Management4.1 Develop Project Charter Charter Init4.2 Develop Project Management Plan PMP Plan4.3 Direct and Manage Project Work Del + WPD Exec4.4 Monitor and Control Project Work WPR M+C4.5 Perform Integrated Change Control AprvCR M+C4.6 Close Project or Phase Close

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† Scope & Requirements

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The Exam Is Tough

• Has waht we hvae cvoeerd so far mdae sesne?– Feeling ‘ready’?

• You have to work hard to reach the standard needed to pass the exam

• 200 questions in 240 minutes = 72 seconds each

• How about trying one

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Typical Long, Philosophical Questions

• For the past two decades, you have worked for a company selling high-tech components to the nuclear industry. Your company has a superb and jealously guarded reputation for reliable service provision and parts shipment. Your role has over the years increased in seniority to the point where you lead the business’ operations across several industry sectors globally. You have been tasked by your peers on the company’s board of management to lead a transformation project. To accommodate power generation, research, medical and other customers in your major markets a team of fourteen other managers will be involved. The envisaged changes to stock handling, financial accounting and resource management are crucial to the owner’s aspirations for company growth. Neither you or your colleagues know a great deal about managing large projects. You are considering what to do first.

A. Invite the fourteen managers to form a management committee that will oversee and approve the work of contractors engaged to perform the technical work

B. Form a project team with your colleagues and start planning the project in overview C. Ask the company’s board to commission the project with a formally issued project charter that your will draft

on their behalf setting out the project’s justification aims and stakeholderD. Book a project management training course for you and your fourteen managers covering

the concepts, processes, knowledge areas and techniques for project management

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9 Answer Rationale

• For the past two decades, you have worked for a company selling high-tech components to the nuclear industry. Your company has a superb and jealously guarded reputation for reliable service provision and parts shipment. Your role has over the years increased in seniority to the point where you lead the business’ operations across several industry sectors globally. You have been tasked by your peers on the company’s board of management to lead a transformation project. To accommodate power generation, research, medical and other customers in your major markets a team of fourteen other managers will be involved. The envisaged changes to stock handling, financial accounting and resource management are crucial to the owner’s aspirations for company growth. Neither you or your colleagues know a great deal about managing large projects. You are considering what to do first.

A. Invite the fourteen managers to form a management committee that will oversee and approve the work of contractors engaged to perform the technical work

B. Form a project team with your colleagues and start planning the project in overview C. Ask the company’s board to commission the project with a formally issued project charter that your will draft

on their behalf setting out the project’s justification aims and stakeholderD. Book a project management training course for you and your fourteen managers covering

the concepts, processes, knowledge areas and techniques for project management– The team must understand how to manage a project before embarking on a complex and significant

change that affects the company’s future

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Course Structure

Materials

S & PE

Slides

Chapters

Orientation Concepts ProcessesApdx A1

S/Hr Mgmt <13>Scope <5> …Intg’tn <4>

KA-ActivityConcepts & Key Point

T&T OutputsInputs

PMBoK Summary

How-To Details

“Other Topics”

PMBoK Summary

Beyond PMBoK

DrillExam Qns

Qn Answer

Ref Manual

Practice Exams

PMBoK-G

Ch<1-3>

Ch KA <4-13>

Apdx<A1> <X1>

Activities

KA Intro

T&T <x.x.3.x>

OI/P<x.x.2.x>

I/P<x.x.1.x>

Intro

1: Intro

2 Concepts

3 Processes Acronyms

<4> to <13>

14 IT&TO

15 Exer’s

Drill

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Typical, Arguably Tough Questions

• How about this one?• Your are considering the appropriate contract type for work with an estimated cost

of £2million where one standard deviation represents a £200,000 price change. What Contract Type do you expect to agree with bidders?– A Fixed price (FP) – B Cost plus fixed fee (CPFF)– C Fixed price plus incentive fee (FPIF)– D Cost plus percentage of costs (CPPF)

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Answer Rational

• Correct answer B• Your are considering the appropriate contract type for work with an estimated cost

of £2million where one standard deviation represents a £200,000 price change. What Contract Type do you expect to agree with bidders?– A Fixed price (FP) – B Cost plus fixed fee (CPFF)– C Fixed price plus incentive fee (FPIF)– D Cost plus percentage of costs (CPPF)

• The question stem suggests that the project has a fairly high level of uncertainty ruling out fixed price contracts.

• Any contract type of percentage of cost awards works against the customer’s best interests so as a responsible PMP you should recommend a fixed fee on a cost reimbursable basis

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Exam Questions Need BEST Answer from Several Potentially Correct

What does BEST look like?• Every question on the Exam will be new to you• Many questions require several facts to be integrated to derive the correct answer• Many questions include irrelevant information to distract & disorientate • Questions require ‘correct answers’.

You may disagree with PMI’s view• Alternate terminology • Many questions use long scenarios• Terms & concepts that you have

never seen before• Your Exam will include sequence

of long difficult questions• Ever-present four-hour countdown• You need the BEST

answer AVAILABLE

• ‘Obvious’ best answer may not be available• True in ALL cases• PM is king• Always make progress• Investigate/ Plan before acting• Lessons Learned and Historical data are

key• DO NOT assume• Change must be controlled and integrated• DO NOT exceed scope• Stake holders are key• Communicate• Experts estimate• Look out for All, May, Never, Always• Skip to the end for reading long question

stems

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Decoding Exam Questions

• Step 1: Determine knowledge area and process “Narrow the topic”I-P-E-M+C-C / S&Q, T&C, R&P, HR-C&SH, I – Examine the stem/ scenario AND answers – Look at alignment– The question may defy this analysis

• Step 2: Note special words, e.g. implement vs. assess, never,…• Step 3: If question is lengthy (wordy),

– Skip to bottom and read the actual question FIRST– Then read the answers

Only return to the scenario if requiredDiscarding irrelevant information!

• Step 4: Eliminate incorrect choices(down to the two best)

• Note: 4 Question types– Basic concepts and definitions– Processes, inputs, tools, outputs– What to do next or first– [ Professional and social responsibility ]

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Mastering Your PMP Exam720:00 18 36 54

• The exam is easy when you know how…– But hard otherwise!

The project manager is measuring the performance of the project. The cost performance Index (CPI) is 1.1 and there have been three changes on the project-just about what was expected. Management is calling for replanning parts of future scope, and there are three stakeholders who are complaining about potential impacts of the project on their department. While all this is going on, what part of the procurement process is the project manager involved in? A Plan Procurements B Conduct Procurements C Close Project or Phase D Control Procurements

WaitingRunning

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Sources - Glossary, Combined Answers& Red-Flag Words

• Lookout for defined terms with glossary meanings (PMBoK Guide p. 523 –pdf549)– EG Crashing and fast tracking– Find in the Glossary

• Asses the answer you expect before looking at those supplied– EG Probability at 3 sigma

• Read all options, then choose:– Incase “D) All the above” (or “A & C” etc)– Search question and answers for Red-Flag words:

“All”, None”, plurals, sequences, role, activity • If any answer is elusive

– Eliminate what you can I/ P/ E/ M+C/ C – S&Q, T&C, R&P, HR,C&SH, Integration– Guess from the rest– Mark for review

• Target 50 seconds. – DO NOT SPEND > 60 seconds on any question first time through

What percentage of the total distribution is 3 sigma from the mean equal to?

A 68.26 percentB 99.99 percent C 95.46 percent D 99.73 percent

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Calculation QuestionsOnly Possible If You Know The Formulas

• A project team of 7 is increased by 2. – How many extra communication pathways are created?

– Paths = (n2-n)/2 now 92 – 9 = 72/2 = 36 while previously 72 – 7 = 42/2 = 21 ∴ 15 new paths

– Or the 9th person talks to 8 others and the 8th to 7 others & 7+8=15

• A piece of equipment costs £2k plus £50/day to buy and £150 per day to lease.– How many days use favours purchase?

– Daily difference is (150 – 50) … So £100/day accounts for £2k in 2k/100 = 20 days– Or use trial and error

In 10 days the lease cost is 150 x 10= 1500 rental is 2k + 10 x 50 = 2500 so try a bigger numberin 20 days the lease cost is 150 x 20 = 3000 rental is 2k + 20 x 50 also = 3000∴ 20 days

• Be competent to create a memory-dump-page

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Introduction: Summary So Far

• Questions?– Pace, Clarity, Approach…?

• Most important – What questions are in your mind?– None of it is individually 'that hard' but there is a lot of it– The exam is hard because of the time limits & SOME

question's subtleties• Practice lots of questions!

– Learn how to decode - Timeframe, Red-Flag words, I-T&T-O, PG & KA, Defined terms

– Memory dump, Best answers & Exam strategy– Use all the materials– Draw a PMBoK Chart –– Add Ethics Guide to revision list– Admin of the exam centre & booking process– Ask your Questions & Gimmmmeeee Feedback

AS WE GO (and afterwards Please)

‘Obvious’ best answer may not be available• True in ALL cases• PM is king• Always make progress• Investigate/ Plan before

acting• Lessons Learned and

Historical data are key (Databases and OPA)

• DO NOT assume (Investigate)

• Change must be controlled and integrated (Agree & Re-Agree scope)

• DO NOT exceed agreed scope

• Stake holders are key• Communicate• Use Experts to estimate• Look out for All, May,

Never, Always• Skip to the end for reading

long question stems

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That Brown Book on One Page• Page I – XXI TOC• 1-18 Ch 1: Purpose, Project, Pf-Pgm-Pj-Ops, Value, PM's role, Skills-X3• 19-41 Ch-2: Culture-Style-Comms, Structure-F()-WkMx-BM-SM-Pj, OPA, EEF, 7 class of S/H, Governance, Success,

Team's 7 roles/ Dedicated etc, Pj Life-Cycle & 4 Phases-Sequential+Overlapping, Predictive, Iterative/Incremental, Adaptive

• 47-60 Ch-3: Process-Pj & Pd oriented, Pg 51, Pg 53 Process Groups flow-chart, WPI-D-R, Pg 61 P.=Grp vs KA• 63 Ch 4: 4.1-6! 4.3-Deliverables, 5.5 Cm & Cc• 105 Ch 5: Scope Pd & Pj scope, RMP (What & Wants) & SMP (Agreed/How), Group techniques, Reqts & tractability,

WBS (Nouns) & B/Line, Long gap! Validate (Accept), Control• 141 Ch 6: SchdMP, Activities+MS, PDM-8 Dependency types, Lead-Lag, Estimating-A&P+3pt+Reserves,

Durations+Resources, CPM & Fwd/Bkwd calcs, Critical chain, Smooth & Level, What-if & Simulation, Crash & Fast Track, Gantt-MS, EVA-SV-SPI, CRs

• 193 Ch 7: CostMP, EV-Types, Estimate+BoE, Reserves, CoQ, Budget-PMB-CBB, EVM formula• 227 Ch 8: QmP-QC-QA, FFP-C2s-Grade, CoQ-CoNQ-NCoQ, PDCA-CPI, “7 Tools” (C&E, Flow, CheckSh’t,Pareto,

Histogram, Control-chart, Scatter)-Sampling, Brainstorm, ForceField, NGT, Improvement plan, Assurance-Affinity-PDPC-Digraph-Tree-Matrix-Network, Audit, QC

• 255 Ch 9: HRMP-StaffMP-R&R, Influences & ethics, Org-charts, RACI, Acquire-Recruit-Assigned, Virtual, Multi-C-Decisions. 9.2 Develop, Training-Tuckman-Rewards-Assessments, 9.3 Manage-Conflict-Lead-Influence

• 287 Ch 10: Comms -i/e-up/down-(in)formal-write/oral, CMP, Technology-Models(Send-Rcvr), Methods, Meetings, 10.2 Manage, Perf report, opa upd8, 10.3 Control

• 309 Ch 11: Risk +/-, Event & Outcome, Appetite-Will/ Tolerance-capacity/ Threshold-Tipping Pt between Action/Acceptance, RMP-Categories & Scales, 11.2-Id, Brainstorm/ Document analysis/ SWOT, Register 11.3 Qualify-Hi/Med/Lo, PIM, Urgency 11.4 Numerical assessment- In aggregate, Distributions, Sensitivity, EMV, Dtree, Simulation, Doc Updates 11.5 Plan Responses; Avoid=(entirely-Terminate)), Transfer, Mitigate=(part avoid-Treat), Accept=(Tolerate) or Exploit (ensure), Enhance (part ensure), Share, Accept 11.6 Control - take responses and monitor all risk aspects

• 355 Ch 12: Procure Project as customer, 12.1 Plan, OPA-Contract type, Make-Buy, PMP, P-SoW, Selection Criteria, 12.2 Conduct (select Supplier), Solicitation, Conferences, Negotiation, Select, Sign 12.3 Control PmBok_in_Minature, Records & Claims 12.4 Close (admin), premature

• 391-413 Ch 13: S/Hr 13.1 ID, Analyse Power & interest, Log SH's, Awareness etc, SMP, 13.2 Manage engagement (comms), 13.4 Close & archive

• 417—462 Annex A1 “The Standard” and Appendix X3 Interpersonal 521 References 523 Glossary 569 Index• 463-512 Acknowledgements

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Lifecycle, Stage/ Phase, Process group22

PLC - 4 Phases (pg38) End @ Stage GateStarting (initiate), Organising (plan)Working, and Close (handover)

10 KnowledgeAreas4-Integration5-Scope6-Time7-Cost8-Quality9-HR10-Comms11-Risk12-Procure’t13-Stakeholders

5 Process Groups = InitatingPlanningExecuting,Monitoring+ControlingClosing

IP

EMC

C

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• Chapter 1: “A standard is…”, – 1.1 “Purpose of the guide”, 1.2 & 3 “A project is…Project management is…,

– 1.4 Portfolio, Program, Project & PMO (1.4.4)• Three types of PMO

– 1.5 Project and Operations– 1.6 Business Value– 1.7 Role of PM– 1.8 BoK

PMBoK® Guide Page 1 et. seq.23

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Ch2: P.19-46 Organizational Influences & Project Life-Cycle

• Organisational culture & team structures– From Functional to Projectised via matrix

• 2.1 Organisational Influences– Culture & Style, Communications– Organisational structures– 2.1.4 OPA, Processes, Procedures, Knowledge base, EEF

• 2.2 Stakeholders & Governance (& Success and 2.3 Teams)– From Sponsor to Functional Managers

• 2.4 Project Lifecycle & Phases– Predictive lifecycles and Iterative, Incremental life-cycles, Adaptive life-cycles

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6 Learning Hacks from thePsychology of Study

1. Set an explicit, visual, dated, virtual hindsight test“On the 1st June I sat down to a celebration meal with my significant other and we clinked glasses to recognise my achievement.”

2. Create a schedule, backwards from the target; linked to decomposition– Calculate intermediate recognisable tipping points, milestones and actions

• Exam success Loose-ends chased down (Exam question practice – 30hrs) Touched every detail (All topics Walked-Through this week [3rd pass] – c. 30hrs) Whole picture understood (This week 5hrs, Twice through the whole)

3. Focus on the key areas, deprioritise the lower value– Know the Baselines, The products, Change, WPD/I/R/Comms– Know EV, CPM, Conflict, Activity sequence's, Page 423/61, The formulas

4. Book and pay for the exam– Make the commitment with ‘skin in the game’– www.stickk.com

5. Have a coach ! That’ll be me then (beyond this week)6. Be comfortable & well - Sleep, eat, exercise well, Right temperature, Breaks as

needed, Take (At Least) a 15m walk each lunch-time. (Also at SoD and EoD)

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Exam Application

• Create an experience spreadsheet– See the resources I put online

• Complete the online applicationform– Hours from the spreadsheet

• Auditability is important• Round to nearest 10 or 50• Brief your referees!

– Phrase “When I led/ managed…”– Include

Situation, - The contextTarget, - the desired resultAction, - be clear “I….”Result - the actual result

– Follow the talent trianglehttps://www.pmi.org/learning/training-development/talent-trianglehttp://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/talent-triangle-flyer.pdf

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Concepts G-2-PMBoK® Chapters

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Exam Structure

• Exam based on 5 Domains:– Initiate, Plan, Execute, Monitor & Control, Close– 10 Knowledge areas in the PMBoK® Guide plus Ethics– 47 Processes and– 8+13+7+7+7 = 42 Domain tasks– 5+17+7+10+8 = 47 domain specific skills – 39 Cross-cutting skills

• Mostly, but not only based on the PMBoK® Guide– 200 questions distributed across the domains– 26 Initiation– 48 Planning– 62 Executing– 50 Monitoring

& Control– 14 Closing

http://www.pmi.org/~/media/PDF/Certifications/PMP%20Examination%20Content%20Outline_2010.ashx

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Level of Activity

Pg51: Activity Level Across The Life-Cycle

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

Adapted from PMBoK® Guide 5th Edition Fig 3-2 page 51 and many earlier guides

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Process Groups and Knowledge Areas30

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Matrix of Time and Topic

• 10 Knowledge areas – Concurrent – They group activities by similar concerns• 4 Time frames – The ‘PLC’, • 5 Process groups: Each is concerned with a set of activities: 4.1&13.1…4.6 & 12.4

– Parallel considerations & actions made as the project or phase develops

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Time

Organising & Prep(Planning)

Starting(Initiating)

Carrying out the work(Execute, Monitor & Control)

Closing

Scope & Quality, Time and Cost Management

Stakeholders, HR & Comms

Risk & Procurement

Integration of the Above

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Preview: Project Baseline Development and Maintenance

ScheduleDevelopment

Cr. Charter (4.1), ID Stakeholders (13.1), Acquire team members (9.2),

Consider Hi-Level, Strategic Risk (11.2)

Decompose Del’blesPoWBS (5.4 & 9.3/4) Team 9.1,2Activity Lists(WkPkg 6.2) Inc Risk (11.2-5), Make-Buy:12.1

Dependencies-PDM6.3 (& 9.3) (&11.x)

Response toTactical Risk (11.5 & 9.3)

Approve PMP (4.2) FinalisedCost/ Time/ Scope baselines

Execute (4.3) Monitoring, Tracking & Control (4.4+5, 8.2+8.3+4.6, 5.5, 5.6, 6.7, 7.4, 8.3, 11.6, 12.39.2, 9.3& Close (4.6+12.4)

Cost Baseline7.3 (&9.3)

Scope & ResponsibilityBaseline (RAM) (9.3)

Schedule Baseline6.6-CPA (&9.3)

Cost &Resource Estimating

Build PMP (4.2 x.1) Deliverables (5.2 Rqt 5.3 Sstmt))Select stds (8.1), Plan Risk, Comms, HR etc

ScopeDevelopment

6.4/9.2 Resourcing (6.5 D = W ÷ (A x P))1st Work Assignments (RAM/RACI)

Level of Activity

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

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Planning

Rolling Wave

Monitor & Control Rolling Wave Monitor & Control Closing

Initiate Approvals

Executing

Alternate View of PMBoKPj SowBC & A

ApproveCharter

Define SH (13.1) &

Team (9.2)

Define task:, & Risks 4.1+11.2

Create MPs x.1 13.2

Rollingwave plan 1st

Phase of technical work

Assemble PMP

Sanction PMP vs.current Portfolio

4.3 Assign CA &12.2 Let Contract

Receive WkPkg

8.2+3 QA/QCCr. WP-Data 4.3

WPD EV (6.7+7.4) & QA (8.3)

Control Contract 12.3, Scope 5.4, Schedule

6.7, Cost 7.4 , HR 9.3, Comms 10.3

Manage Comms(10.2+3)

Validate scope 5.5

Validate scope 5.5

Apply Corrections

Rolling wave planning 4.2

Revise PMP contents

Rolling wave & CCB Approvals

Transtn Result 4.6 & Release staff

Contract (12.4) & Admin Close (4.6)

Sanction Pj Close Transtn 2 Benefits

Escalate

11.6 Control Risk (& Issues)

4.5 ICC

Premature Close

Build PMP

W-P Reports

& ICC 4.5

Benefits

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The Complete Journey (Again)Processes by Knowledge Area

5 Project Scope Management5.1 Plan Scope Management S&RqtMP† Plan5.2 Collect Requirements Req docs Plan5.3 Define Scope Pj Scope Stmt Plan5.4 Create WBS Scope B/L={WBS&D+SS} Plan5.5 Validate Scope WPI & CR + AcptDel M+C5.6 Control Scope WPI & CR M+C6. Project Time Management6.1 Plan Schedule Management SchdMP Plan6.2 Define Activities Plan6.3 Sequence Activities Plan6.4 Estimate Activity Resources Plan6.5 Estimate Activity Durations Plan6.6 Develop Schedule Schd+Schedule B/L Plan6.7 Control Schedule WPI (EVA) & CR M+C7 Project Cost Management7.1 Plan Cost Management CMP Plan7.2 Estimate Costs Plan7.3 Determine Budget Cost B/L Plan7.4 Control Costs WPI (EVA) & CR M+C8. Project Quality Management8.1 Plan Quality Management QMP Plan8.2 Perform (Process) Quality Assurance Exec8.3 Control (Product) Quality WPI & CR & VerfdDel M+C9. Human Resource Management9.1 Plan HP Management HRMP-{SMP} Plan9.2 Acquire Project Team Staff Exec9.3 Develop Project Team ‘Team’ Exec9.4 Manage Project Team Perf’mnc Exec

10. Project Communications Management10.1 Plan Communications Management CMP Plan10.2 Manage (‘Do the’) Communications Exec10.3 Control ‘Assure’ Communications WPI & CR M+C11. Project Risk Management11.1 Plan Risk ManagementRMP Plan11.2 Identify Risks Risk Reg’tr Plan11.3 Perform Qualitative Risk Analysis Plan11.4 Perform Quantitative Risk Analysis Plan11.5 Plan Risk Responses Plan11.6 Control Risks WPI & CR M+C12. Project Procurement Management12.1 Plan Procurement Management PMP Plan12.2 Conduct ‘Do’ Procurements Exec12.3 Control ‘Assure’ Procurements WPI & CR M+C12.4 Close Procurements Close13. Project Stakeholder Management13.1 Identify StakeholdersSH Reg’tr Init13.2 Plan Stakeholder Management SHMP Plan13.3 Manage Stakeholder Engagement Exec13.4 Control (Assure) Stakeholder Engagement WPI & CR M+C4. Project Integration Management4.1 Develop Project Charter Charter Init4.2 Develop Project Management Plan PMP Plan4.3 Direct and Manage Project Work Del + WPD Exec4.4 Monitor and Control Project Work WPR M+C4.5 Perform Integrated Change Control AprvCR M+C4.6 Close Project or Phase Close

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† Scope & Requirements

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ALL Inputs Tools & Techniques Outputs

1. i/o Accepted Deliverables2. t&t Acquisition3. i/o Activity Attributes4. i/o Activity Cost Estimates5. i/o Activity Duration Estimates6. i/o Activity List7. i/o Activity Resource Requirements8. t&t Additional Quality Plann-ING- Tools9. t&t Advertis-ING-10. i/o Agreements11. t&t Alternative -ANALYSIS-12. t&t Alternatives Generation13. t&t Analogous Estimat-ING-14. t&t Analytical TECHNIQUES15. t&t Apply-ING- Leads and Lags16. t&t Approved Change Requests Review17. i/o Approved Change Requests18. t&t Assumptions -ANALYSIS-19. i/o Basis of Estimates20. t&t Benchmark-ING-21. t&t Bidder Conferences22. t&t Bottom-Up Estimat-ING-23. i/o Business Case24. t&t Change Control Tools25. i/o Change Log26. i/o Change Requests27. t&t Checklist -ANALYSIS-28. t&t Claims Administration29. i/o Closed Procurements30. t&t Collocation31. t&t Communication -METHOD-s32. t&t Communication Models33. t&t Communication Requirements -ANALYSIS-34. t&t Communication Technology35. i/o Communications Management Plan36. t&t Conflict Management37. t&t Cont-ING-ent Response -STRATEG-ies38. t&t Context Diagrams39. t&t Contract Change Control System40. t&t Cost Aggregation41. i/o Cost Baseline42. i/o Cost Forecasts43. i/o Cost Management Plan44. t&t Cost of Quality (COQ)45. t&t Cost-Benefit -ANALYSIS-46. t&t Critical Chain -METHOD-47. t&t Critical Path -METHOD-48. t&t Data Gather-ING- and Representation

TECHNIQUES49. t&t Decomposition50. i/o Deliverables51. t&t Dependency Determination

35

52. t&t Design of Experiments53. t&t Diagramm-ING- TECHNIQUES54. t&t Document -ANALYSIS-55. t&t Documentation Reviews56. t&t Earned Value Management57. i/o Enterprise Environmental Factors Updates58. i/o Enterprise Environmental Factors59. t&t Expert judgement60. t&t Facilitated Workshops61. t&t Facilitation TECHNIQUES62. i/o Final Product, Service, or Result Transition63. t&t Focus Groups64. t&t Forecast-ING-65. t&t Fund-ING- Limit Reconciliation66. t&t Ground Rules67. t&t Group Creativity TECHNIQUES68. t&t Group Decision-Mak-ING- TECHNIQUES69. t&t Historical Relationships70. i/o Human Resource management plan71. t&t Independent Estimates72. t&t Information Gather-ING- TECHNIQUES73. t&t Information Management Systems74. t&t Inspection75. t&t Inspections and Audits76. t&t Interpersonal Skills77. t&t Interviews78. i/o Issue Log79. t&t Leads and Lags80. t&t Make-or-Buy -ANALYSIS-81. i/o Make-or-Buy Decisions82. t&t Management Skills83. t&t Market Research84. i/o Milestone List85. t&t Modell-ING- TECHNIQUES86. t&t Multi-Criteria Decision -ANALYSIS-87. t&t Negotiation88. t&t Network-ING-89. t&t Observation and Conversation90. t&t Observations91. t&t Organization Charts and Position Descriptions92. i/o Organizational Process Assets Updates93. i/o Organizational Process Assets94. t&t Organizational Theory95. i/o Outputs from Other Processes96. t&t Parametric Estimat-ING-97. t&t Payment Systems98. t&t Performance Report-ING-99. t&t Performance Reviews100. t&t Personnel -ASSESS-ment Tools101. t&t Preassignment102. t&t Precedence Diagramm-ING- -METHOD-

103. t&t Probability and Impact Matrix104. t&t Process -ANALYSIS-105. i/o Process Improvement Plan106. t&t Procurement Audits107. i/o Procurement Documents108. i/o Procurement Management Plan109. t&t Procurement Negotiations110. t&t Procurement Performance Reviews111. i/o Procurement Statement of Work112. t&t Product -ANALYSIS-113. i/o Project Calendars114. i/o Project Charter115. i/o Project Communications116. i/o Project Documents Updates117. i/o Project Documents118. i/o Project Funding Requirements119. t&t Project Management Information System120. i/o Project Management Plan Updates121. i/o Project Management Plan122. t&t Project Management Software123. t&t Project Performance Appraisals124. i/o Project Schedule Network Diagrams125. i/o Project Schedule126. i/o Project Scope Statement127. i/o Project Staff Assignments128. i/o Project Statement of Work129. t&t Proposal Evaluation TECHNIQUES130. t&t Prototypes131. t&t Published Estimat-ING- Data132. t&t Quality Audits133. i/o Quality Checklists134. i/o Quality Control Measurements135. i/o Quality Management Plan136. t&t Quality Management and Control Tools137. i/o Quality Metrics138. t&t Quantitative Risk -ANALYSIS- and Model-ING-

TECHNIQUES139. t&t Questionnaires and Surveys140. t&t Recognition and Rewards141. t&t Records Management System142. i/o Requirements Documentation143. i/o Requirements Management Plan144. i/o Requirements Traceability Matrix145. t&t Reserve -ANALYSIS-146. i/o Resource Breakdown Structure147. i/o Resource Calendars148. t&t Resource Optimization TECHNIQUES149. t&t Risk Audits150. t&t Risk Categorization151. t&t Risk Data Quality -ASSESS-ment152. i/o Risk Management Plan

153. t&t Risk Probability and Impact -ASSESS-ment

154. t&t Risk Re-ASSESS-ment155. i/o Risk Register156. t&t Risk Urgency -ASSESS-ment157. t&t Roll-ING- Wave Plann-ING-158. t&t -STRATEG-ies for Negative Risks

or Threats159. t&t -STRATEG-ies for Positive Risks or

Opportunities160. t&t SWOT -ANALYSIS-161. t&t Schedul-ING- Tool162. i/o Schedule Baseline163. t&t Schedule Compression164. i/o Schedule Data165. i/o Schedule Forecasts166. i/o Schedule Management Plan167. t&t Schedule Network -ANALYSIS-168. i/o Scope Baseline169. i/o Scope Management Plan170. i/o Seller Proposals171. t&t Seven Basic Quality Tools172. i/o Source Selection Criteria173. t&t Stakeholder -ANALYSIS-174. i/o Stakeholder Management Plan175. i/o Stakeholder Register176. t&t Statistical Sampl-ING-177. i/o Team Performance Assessments178. t&t Team-Build-ING- Activities179. t&t Technical Performance

Measurement180. t&t Templates181. t&t Three-Point Estimat-ING-182. t&t To-Complete Performance Index

(TCPI)183. t&t Train-ING-184. i/o Validated Changes185. t&t Variance -ANALYSIS-186. t&t Variance and Trend -ANALYSIS-187. t&t Vendor Bid -ANALYSIS-188. i/o Verified Deliverables189. t&t Virtual Teams190. i/o Work Performance Data191. i/o Work Performance Information192. i/o Work Performance Reports

36

PROCESS GROUPSANNEX A1

Initiating Projects

36

37

Processes In The Initiating Process Group

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

4.1 (Int) Develop Project Charter

13.1(ShM) Identify Stakeholders

37

38

Annex A1The Stand-Alone Standard

38

39

Role Delineation Study39

40

Initiating13% = 26 Qn from 2P, 8T & 5K+S

40

41

Initiation’s Story

• Tasks (& Skills) = Gather info (Meeting/ Interviews/ Workshops/ Analytics) on S/H's Power & Interest (SH ID & Analysis Grid), Assess feasibility of expectations (Business case, Benefits analysis and Alignment) versus high-level Risks Assumptions & Constraints.Assist development of, secure Approval of & share Project Charter (pg 72)

• Reference Summary - 26 Qns from 2 Processes 8 Tasks and 5 Skill– Relative Exam Value ExamQuotient 26/15≈2– I/P: Pj SOW, Business case, Agreements, EEF, OPA, Procurement docs– T&T: EJ, Facilitation, SH Analysis, Meetings– O/P: Pj charter, SH register… List processes used, their “is” statement, Initiation’s i/p & o/p, t&t

• Best Answers: Investigate/ Plan before acting, Change must be controlled & integrated, DO NOT exceed scope, Lessons Learned & Historical data are key, Stake holders are key, Always make progress, Communicate, Experts estimate, PM is king, DO NOT assume, True in ALL cases. Note red-flag words “NOT”, “Always…”. Skip long question stems…

41

42

Initiating Process Group

4.1.2.1 Technical and management skills used to assess inputs and prepare the charter, From any internal or external qualified source: Subject Matter Experts (SMEs)/ PMO/ Industry Associations/ Consultancies/ Business Units/ Management team

13122 ID SH by using 1-2-1 meetings, interviews, panels: Snr mgmt across business, All SHs, SMEs, PMs working in same area, Consultants, Industry, professional & tech associations, NGOs

42

43

Rhythm Of Initiation Process Group

• 4.1 Develop Project Charter (Expert judgement, Facilitation techniques)… 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

… key benefits; well-defined project start, project boundaries, formal record of the project, a direct way for senior management to formally accept and commit to the project

– Project statement of work + Business Case + Agreements + EEF + OPA – 4.1.3.1 Project charter

• 13.1 Identify Stakeholders (Stakeholder Analysis, Expert judgement, Meetings)… analyse interests & influence of those who affect project sucess… Identify focus for each stakeholder / group– Project Charter + Procurement Documents + EEF + OPA – Stakeholder register

43

45

Planning Domain48Qn, 24P, 13T, 17K+S

45

46

Planning Group Processes’ Content

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

11.3(Rsk) Perform Qualitative Risk Analysis11.4(Rsk) Perform Quantitative Risk Analysis

5.1(Scp) Plan Scope Management

10.1(Cms) Plan Communications Management

9.1(HR) Plan Human Resource Management

4.2 (Int) Develop Project Management Plan

8.1(Qu) Plan Quality Management

12.1(Pct) Plan Procurement Management

11.1(Rsk) Plan Risk Management

11.2(Rsk) Identify Risks

11.5(Rsk) Plan Risk Responses

13.2(ShM) Plan Stakeholder Management

5.2(Scp) Collect Requirements5.3(Scp) Define Scope5.4(Scp) Create WBS

6.1(Tim) Plan Schedule Management

7.1(Cst) Plan Cost Management

6.2(Tim) Define Activities6.3(Tim) Sequence Activities6.4(Tim) Estimate Activity Resources6.5(Tim) Estimate Activity Durations6.6(Tim) Develop Schedule

7.2(Cst) Estimate Costs7.3(Cst) Determine Budget

46

47

First Define The Scope

• Planning (in PMBoK® Guide terms) starts with defining scope– To learn the PMBoK® Guide start by assuming time & cost are derived from scope†

• 5.2 Collect Requirements (What & Wants), 5.3 Define Scope (Agreed What) and 5.4 Create Work Breakdown Structure (WBS) are best thought of as a sequence†

• Starts with Interviewing users to discover ‘what is needed’• If you want the PMP®-‘badge’ there is no point in arguing about whether “scope is

requirements” or if ‘requirements gathering’ is an element of project management• Save the debate till after the exam

– Scope planning ends with well defined Work-Packages (& Control Accounts) in a WBS• Scope as a knowledge area running through-out the project ends with acceptance by the

customer of products and services • Acceptance (5.5 Validate Scope) is with-in the Monitoring and Controlling process group• Final result transition (4.6.3.1) is achieved by 4.6_Close Project or Phase

With-in the Closing process group

† You don’t have to use PMBoK® Guide guidance like this but we have to start a description simply without all the exceptions, flexibility, iterations and options that are really needed or possible

Level of Activity

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48

Scope Iterates with Quality and Resourcing

• You cannot define scope without considering– Quality dimensions (8.1 Plan Quality Management) – Availability of skills whether ‘in-house’ or sub-contracted (9 HR & 12 Procurement) – Risk (11.2 Identify Risks)

• As soon as 5.1, 2, 3 and 4 Scope development starts we also start …… 8.1 Plan Quality Management… 9.1 Plan Human Resource Management… 12.1 Plan Procurement Management and … 11.1 Plan Risk Management – Other processes (EG 10.1 Plan Communications Management) will follow

• Execution processes such as 9.2 Acquire Project Team are also likely to be active at the same time (different process group, same timeframe)

Level of Activity

48

49

Planning PG, Scope KA

5.4.3.1 Scope Baseline = { Project Scope Statement+ Work Breakdown Structure (WBS)

+ WBS Dictionary }

49

50

Rhythm Of Scope Development…

• 4.2 Develop PMP (Expert Judgement, Facilitation Techniques)– Project Charter + (ALL-Planning) Outputs from other processes + EEF + OPA – 4.2.3.1 Project Management Plan

• 5.1 Plan Scope Management (Expert judgement, Meetings)– Project management plan + Project charter + EEF + OPA – 5.1.3.1 Scope management plan + 5.1.3.2 Requirements MP

• 5.2 Collect Requirements (Interview, FcsGrp, Facilitated-Wkshps, GrpCT, GDMT, Qnr&Surveys, Obs, Proto, Benchmarking, Context diagrams, Document analysis)– Scope MP + Requirement MP + SH-MP + Project Charter + SH-Register– Requirements Documentation + Req’ts Traceability Matrix

• 5.3 Define Scope (EJ, Product Analysis, Alt Generation, F-Wksp)– Scope MP + Project Charter + Requirements Documentation + OPA – Project Scope Statement + PjDocsUpD8s

• 5.4 Create WBS (Decomposition, EJ)– Scope MP + Project Scope Statement + Requirements Documentation + EEF + OPA – Scope B/L {Project Scope Statement + WBS + WBS-Dictionary} + PjDoctsUpD8

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51

Time Management KA in Planning PG

• 6.2 and 6.3 are also best thought of as a sequence (or iterative) pair– 6.4 Estimate Activity Resource & 6.5 Estimate Activity Duration are parallel & iterative– 6.6 Develop Schedule combines the results of these 6.2, 6.3, 6.4 & 6.5– 6.1 Plan Schedule Management is the start point triggered by

4.2 Develop Project Management Plan

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52

Time KA – 6.4 & 6.5Planning Process Group

• 6.4 Estimate Activity Resource & 6.5 Estimate Activity Duration are parallel and iterative– 6.6 Develop Schedule combines the results of these 6.2, 6.3, 6.4 & 6.5

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53

6.6 Develop Schedule

• 6.6 Creates – 6.6.3.1 Schedule Baseline

Approved under CC– 6.6.3.2 Project Schedule

Current representation of theschedule modelp.183

• Consolidates outputs of6.2 & 3– Activity Dependencies6.4 & 5 - Estimates

53

54

54 Rhythm Of Schedule KA in Planning PG

• 6.1 Plan Schedule Management (EJ, Analytical techniques, Meetings)– PMP + Projet charter + EEF + OPA – Schedule Management Plan

• 6.2 Define Activity (Decomposition, Rolling Wave Planning, EJ)– SMP + Scope B/L + EEF + OPA – Activity List + Activity Attributes + Milestone List

• 6.3 Sequence Activity (Precedence diagramming method (PDM), Dependency Dtrmntn, Leads & Lags)– SMP + Activity List + Activity Attributes + Milestone list + Project Scope Statement + EEF + OPA – Project Schedule Network diagrams + PjDocsUpD8s

• 6.4 Estimate Activity Resource (EJ, AltAnalysis, PubEstData, BottomUpEst, PMS/w)– SMP + Activity List + A~Attributes + Resource Calendars + Risk Reg + A~CostEsts + EEF + OPA – Activity Resource Requirements + Resource Breakdown Structure + PjDocsUpD8s

• 6.5 Estimate Activity Duration (EJ, Analogous Estg, Parametric E, 3PtE, Group decision making techniques, Reserves analysis)

– SMP + Activity List + AAttributes + AResource Req'ts + Resource calendars + Project scope statement + Risk Register + Resource Breakdown Structure + EEF + OPA

– Activity Duration Estimate + PjDocsUpD8s• 6.6 Develop Schedule (Schedule N/wk Analysis, Critical path method, C chain M, Resource optimisation

techniques, Modelling techniques, Leads & lags, Schedule compression, Scheduling tool– SMP + Activity List + AAttributes + Project Schedule Network Diagrams + Activity Resource Req'ts + Resource

Calendars + Activity Duration Estimates + Project Scope Stmt + Risk Reg + Pj Staff Assignments + Resource Breakdown Structure + EEF + OPA

– Schedule Baseline + Project Schedule + Schedule Data + Pj calendars + PjMP Upd8s + PjDocsUpd8

54

55

Cost Management KA In The Planning PG55

56

56 Rhythm Of Cost Determination In Planning

• 7.1 Plan Cost Management ( EJ, Analytical techniques, Meetings)– PMP + Project charter + EEF + OPA – Cost MP

• 7.2 Estimate Cost (EJ, Analogous est’g, Parametric est’g, BU e’g, 3Pte’g, Reserve Analysis, Cost of quality, PM s/w, Vendor bid analysis, Group decision making techniques)– Cost MP + HR MP + Scope B/L + Project Schedule + Risk Register + EEF + OPA – Activity cost estimate + Basis of estimates + PjDocsUpD8s

• 7.3 Determine Budget (Σcost aggregation, Reserve analysis, EJ, Historical relationships, Funding limit reconcilliation)– Cost MP + Scope B/L + Activity Cost Estimates + Basis of Estimates + Project

Schedule + Resource Calendars + Risk Reg + Agreements + OPA – Cost B/L + Project Fund Req'ts + PjDocsUpd8

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57

Management Plans: Quality & Procurement57

58

Rhythm In Planning: All The Infrastructure…

• 8.1 Plan Quality (Cost Benefit Analysis, Cost of Quality, “7 basic quality tools {Cause&Effect, Flowcharts, Check-sheets, Pareto, Histogram, Control charts, Scatter diagrams}”, Benchmarking, Design of Experiments, Statistical Sampling, Add’tnl Quality planning Tools {Barnstorming, Force-field analysis, Nominal group technique, QM & C tools {Affinity diagrams, Process decision program charts, Interrelationship diagrams, Tree diagrams, Prioritisation matrices, Activity network diagrams, Matrix diagrams}}, Meetings)

– Project management plan + Stakeholder register + Risk Register + Requirements documentation + EEF + OPA

– Quality Management Plan + Process Improvement Pan + Quality metrics + Quality checklists + Pj Docs Upd8s

• 12.1 Plan Procurements (Make or buy analysis, EJ, Market research, Meetings)– Project management plan + Requirements Doctn + Risk register + Activity Resources Reqts +

Project Schedule + Activity Cost estimates + Stakeholder reg’tr + EEF + OPA– Procurement management Plan + Procurement SOW + Procurement Docs + Source Selection

Criteria + Make/Buy Decisions + Change requests + Pj Docs Upd8s

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59

Planning for Management of HR, Stakeholders & Communications KA in Planning PG

59

60

60 Rhythm In Planning: All The Infrastructure…

• 9.1 Plan HR management (Org Charts & Position descriptions,Networking, Organisational Theory, EJ, Meetings)

– Project management plan + Activity Resource Requirements + EEF + OPA – HR management plan {Staffing Management Plan}

• 10.1 Plan communications Management (Comms Req Analysis, CommsTech, C~Models, C~Methods, Meetings)

– Project management plan + SH Reg + EEF + OPA – Communications Management Plan + Pj Docs updates

• 13.2 Plan Stakeholder Management (EJ, Meetings, Analytical techniques)– Project management plan + Stakeholder reg’tr + EEF + OPA– Stakeholder management plan + Pj Docs Udd8s

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61

• 11.1 defines Risk management plan– How to assess seriousness– Who and when

• 11.2 describes risks…… 11.3 determines seriousness… 11.4 quantifies (if justified)… 11.5 adds responses

to resourced schedule

Integrating Risk Into Planning61

62

62 Risk’s Involvement In The Rhythm Of Planning

• 11.1 Plan Risk Management (Analytical Techniques, EJ, Meetings)– Project Management Plan + Project Charter + Stakeholder Register + EEF + OPA– Risk Management Plan

• 11.2 Identify Risks (Doc Reviews, Info Gathering Techniques, Checklist Analysis, Assumptions Analysis, Diagramming Techniques, SWOT Analysis, EJ)

– Risk MP + Cost MP + Schedule MP + Quality MP+ Human Resource MP + Scope Baseline + Activity Cost Estimates + Activity Duration Estimates + Stakeholder Register + Project Documents + Procurement Documents + EEF + OPA

– Risk Register• 11.3 Perform Qualitative Risk Analysis (Risk P&I Assessment, P&I Matrix, Risk Data Quality

Assessment, Risk Categorization, Risk Urgency Assessment, EJ)– Risk MP + Scope Baseline + Risk Register + EEF + OPA– Project Documents Updates

• 11.4 Perform Quantitative Risk Analysis (Data Gathering and Representation Techniques, Quantitative Risk Analysis and Modelling Techniques, EJ)

– Risk MP + Cost MP + Schedule MP + Risk Register + EEF + OPA– Project Documents Updates

• 11.5 Plan Risk Responses (Strategies for Negative Risks or Threats, Strategies for Positive Risks or Opportunities, Contingent Response Strategies, EJ)

– Risk MP + Risk Register– Project Management Plan Updates + Project Documents Updates

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63

4.2 Develop PMP Planning Process Group

• 4.2 Integrates all the planning activities– Three baselines and

all ‘management plans’– Consolidated output is the

Project management plan• See Pg 78

• Iterates with – 4.3 Execution – 4.4 Monitor & Control– 4.5 Change– ‘Followed’ by 4.6 Close

63

64

64 Rhythm Planning – Consolidate All Outputs…

• 4.2 Develop PMP (EJ, Facilitation techniques)… defining, preparing, and coordinating all subsidiary plans and

integrating them into a comprehensive project management plan… a central definition of all project work– Project Charter + Outputs from other processes + EEF + OPA – Project Management Plan

64

65

Story Of Planning

• Tasks (& Skills): Kick-off & Gather (interviews etc) scope into detailed Requirements, Constraints & WBS (Decomposition). Create Budget & Schedule (Estimating & Work-flow), Plan HR (Org structures) & S/H Comms, Quality & Risk & Change & Procurement (C/Q/R/C/P Management) then present for Approval

• Exam value – 48 Qns, 24 P., 13 Tasks, 17 Skills (EQ 48/54≈1 or 48/(24+17) )– List processes used, their “is” statement, i/p & o/p, t&t– Describe: all the tools, techniques and sub-sections of planning (it’s a lot!)

• See stuff online

• Overview– I/P: Charter, S/H Register, Resource calendars, Project staff assignments,

Agreements(12.2)– T&T: See next slide– O/P: PMP {3 baselines & subsidiary mgmt plans}, CRs, Make Buy decisions, Process

Improvement plan, Proc MP, Resource calendars, Project Funding Reqts, Quality checklists, Schedule data, Source selection criteria

65

66

FULL list of the T&T of Planning

• “Seven Basic Quality Tools”, Additional Quality Planning Tools, Alternative Analysis, Alternatives Generation, Analytical Tqs, Applying Leads & Lags, Assumptions Analysis, Benchmarking, Checklist Analysis, Communication Methods, Communication Models, Communication Requirements Analysis, Communication Technology, Context Diagrams, Contingent Response Strategies, Cost Aggregation, Cost of Quality (COQ), Cost-Benefit Analysis, Critical Chain Method, Critical Path Method, Data Gathering & Representation Tqs, Decomposition, Dependency Determination, Design of Experiments, Diagramming Tqs, Document Analysis, Documentation Reviews, Estimating; Analogous, Bottom-Up/ Parametric/ Three-Point/ Published Data, Expert Judgment, Facilitated Workshops, Facilitation Tqs, Focus Groups, Funding Limit Reconciliation, Group Creativity Tqs, Group decision-making Tqs, Historical Relationships, Information Gathering Tqs, Interviews, Leads and Lags, Make-or-Buy Analysis, Market Research, Meetings, Modelling Tqs, Networking, Observations, Organization Charts and Position Descriptions, Organizational Theory, Precedence Diagramming Method, Probability and Impact Matrix, Product Analysis, Project Management Software, Prototypes, Quantitative Risk Analysis and Modelling Tqs, Questionnaires and Surveys, Reserve Analysis, Resource Optimization Tqs, Risk Categorization, Risk Data Quality Assessment, Risk Probability and Impact Assessment, Risk Urgency Assessment, Rolling Wave Planning, Schedule Compression, Schedule Network Analysis, Scheduling Tool, Statistical Sampling, Strategies for Negative Risks or Threats, Strategies for Positive Risks or Opportunities, SWOT Analysis, Templates, Vendor Bid Analysis,

66

67

Partial List “How To Tell (If Some Items Are) T&T”

Analysis Alternative Analysis, Assumptions Analysis, Checklist Analysis, Communication Requirements Analysis, Cost-Benefit Analysis, Document Analysis, Make-or-Buy Analysis, Product Analysis, Reserve Analysis, SWOT Analysis, Schedule Network Analysis, Vendor Bid Analysis

– NO ExceptionsAssess Risk Data Quality Assessment, Risk Probability and Impact Assessment, Risk Urgency Assessment

– One exception Team Performance Assessments – Plural 9.3.3.1 9.4.1.3Method Critical Chain Method, Critical Path Method

– NO ExceptionsModels Communication Models, Context Diagrams, Organization Charts and Position Descriptions,

Organizational Theory, Quantitative Risk Analysis and Modelling Tqs– NO Exceptions

Strtgy Contingent Response Strategies, Strategies for Negative Risks or Threats, Strategies for Positive Risks or Opportunities

– NO ExceptionsTqs ing-Diagramming Tqs, ing-Modelling Tqs, Facilitation Tqs, Group Creativity Tqs, Resource Optimization

Tqs, Analysis Analytical Tqs– NO Exceptions

ing Additional Quality Planning Tools, Applying Leads & Lags, Benchmarking, Data Gathering & Representation, Diagramming Tqs, Estimating; Analogous, Funding Limit Reconciliation, Group decision-making Tqs, Information Gathering, Modelling Tqs, Networking, Precedence Diagramming Method, Rolling Wave Planning, Scheduling Tool, Statistical Sampling

– One exception Project Funding Requirements – Plural 7332 7412

67

Alternatives Generation, Bottom-Up/ Parametric/ Three-Point/ Published Data, Communication Methods, Communication Technology, Cost Aggregation, Cost of Quality (COQ), Decomposition, Dependency Determination, Design of Experiments, Documentation Reviews, Expert Judgment, Facilitated Workshops, Focus Groups, Historical Relationships, Interviews, Leads and Lags, Market Research, Meetings, Observations, Probability and Impact Matrix, Project Management Software, Prototypes, Questionnaires and Surveys, Risk Categorization, Schedule Compression, Templates, “Seven Basic Quality Tools”

68

Execute62Qn, 8P, 7T, 7K+S

68

69

Technical Work

Executing Processes

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

4.3 (Int) Direct and Manage Project Work

12.2(Pct) Conduct Procurements

10.2(Cms) Manage Communications

9.2(HR) Acquire Project Team

8.2(Qu) Perform Quality Assurance

9.4(HR) Manage Project Team

9.3(HR) Develop Project Team

13.3(ShM) Manage Stakeholder Engagement

69

70

Executing – The Team (9.2, 9.3 & 9.4)HR KA

70

71

Rhythm Of Executing: Care For The Team

• 9.2 Acquire Project Team (Pre-Assignment, Negotiation, Acquisition, Virtual Teams, Multi-Criteria Decision Analysis)– Human Resource MP + EEF + OPA– Project Staff Assignments + Resource Calendars + Project MP Updates

• 9.3 Develop Project Team (Interpersonal Skills, Training, Team-Building Activities, Ground Rules, Collocation, Recognition and Rewards, Personnel Assessment Tools)– Human Resource MP + Project Staff Assignments + Resource Calendars – Team Performance Assessments + EEF Updates

• 9.4 Manage Project Team (Observation and Conversation, Project Performance Appraisals, Conflict Management, Interpersonal Skills)– Human Resource MP + Project Staff Assignments + Team Performance Assessments +

Issue Log + Work Performance Reports + OPA– Change Requests + Project MP Updates + Project Documents Updates + EEF

Updates + OPA Updates

71

72

Work Performance

• Work Performance Data– Created in 4.3 Direct & Mange Project Work(.32)– Raw observation and measurements made during activities, lowest level of detail, work

completed, kpis, technical performance measures, start & finish dates– Analysed by - 5.5, 5.6, 6.7, 7.4, 8.3, - 10.3, 11.6, 12.3,13.4

• Work Performance Information– Created in - 5.5, 5.6, 6.7(EV), 7.4(EV), 8.3, - 10.3, 11.6, 12.3,13.4– Analysed in 4.5 Perform Integrated Change Control– Performance data analysed, integrated, correlated & contextualised for decision

making• Work Performance Report

– Created in 4.4 Monitor & Control Project Work(.32)– WPI represented for decision making, actions and awareness

EG Status reports, justifications, recommendations, updates, and memos– Analysed in 4.5, 9.4, 10.2, 11.6, 12.3

72

73

12.2 & 8.2PG Executing

73

74

Rhythm Of Executing: Beyond The Team

• 12.2 Conduct procurements (Bidder Conferences, Proposal Evaluation Techniques, Independent Estimates, EJ, Advertising, Analytical Techniques, Procurement Negotiations)– Procurement Management Plan + Procurement Documents + Source Selection

Criteria + Seller Proposals + Project Documents + Make-or-Buy Decisions + Procurement Statement of Work + OPA

– Selected Sellers + Agreements + Resource Calendar + Change Requests + PMP Updates + PjDocsUpd8

• 8.2 Perform Quality Assurance (Quality management & control tools, Quality audits, Process analysis)– Quality MP + Process Improvement plan + Quality metrics + Quality control

measurements + Project documents – Change requests + PMP updates + Pj DocUpd8s + OPA Updates

74

75

Rhythm Of Executing: Communications Beyond The Team

• 10.2 Manage Communications (Communication Technology, Communication Models, Communication Methods, Information Management Systems, Performance Reporting)– Communications MP + Work Performance Reports + EEF + OPA– Project Communications + PMP Updates + PjDocsUpd8s + OPA Upd8s

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Rhythm Of Executing: Communications Beyond The Team

• 13.3 Manage SH Engagements (Comms Methods, Interp’nl skills, Mngmt skills)– Stakeholder MP+ Communications MP + Change log + OPA– Issue log + Change requests + PMP Updates + PjDocUpd8s + OPA Upd8s

• Manage =Work with SH tomeet needs, addressissues & createengagement

• Control = monitor r/ships toImprove SH engagement processes

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77

• The project management team directs work in accordance with the PMP– Raises CRs to stay

on track– Alert M+C for

day-to-day actions– Sends WPD for

analysis

Executing: 4.3 – Integrating The Pieces77

78

Key Points of Executing

• 4.3 Direct and Manage Project Work (EJ, PM Information System, Meetings)… leading and performing the work defined in the project management plan and

implementing approved changes … overall management of the project work– PMP + Approved Change Requests + EEF + OPA– Deliverables + Work Performance Data + Change Requests + PMP Upd8s +

PjDocsUpds

• Key points of executing– Build & maintain the team, enhance their performance– Award contracts– Ensure QC is effective (IE do QA )– Publish status information and manage stakeholders external to the project team

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79

Summary Of Direct & Manage Execution

• Story (& Skills): Acquire resources (in-house & procured), Lead & develop the team. Run Quality, Change, Risk responses, Communications and Relationships

• Exam Value– 60Qn 8 Process, 7 Tasks, 7 Skill (EQ 60/22 ≈ 3)• Overview

– I/P: Approved CRs, Change log, Comms MP, HR MP, Make Buy Decisions, Process Improvement Plan, Procurement Docs & MP & P. SOW, Source Selection Criteria, Stakeholder MP, Team Performance Assessments, Work Performance Reports

– T&T: Acquisition, Advertising, Analytical Tqs, Bidder Conferences, Collocation, Communication Methods, Communication Models, Communication Technology, Conflict Management, EJ, Ground Rules, Independent Estimates, Information Management Systems, Interpersonal Skills, Management Skills, Meetings, Multi-Criteria Decision Analysis, Negotiation, Observation and Conversation, Performance Reporting, Personnel Assessment Tools, Preassignment, Process Analysis, Procurement Negotiations, Project Management Information System, Project Performance Appraisals, Proposal Evaluation Tqs, Quality Audits, Quality Management and Control Tools, Recognition and Rewards, Team-Building Activities, Training, Virtual Teams

– O/P: Deliverables, CRs, Issue log, EEF & OPA & PjMP & Pj Doc Updates,

• Other good places to look: Glossary p523, Apdx-X3 p513 and the Ethics Guide

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80

Monitor & Control50Qn, 11P, 7T, 10K+S

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81

Monitoring and Control Processes

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

5.5(Scp) Validate Scope

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control

10.3 (Cms) Control Communications

8.3(Qu) Control Quality

11.6(Rsk) Control Risks

12.3(Pct) Control Procurements

5.6(Scp) Control Scope

7.4(Cst) Control Costs

6.7(Tim) Control Schedule

13.4(ShM) Control Stakeholder Engagement

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82

M&C Scope & Quality of Deliverables Starts in Execution

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83

Rhythm Of Control … Results Achieved

• Quality control and scope verification are (more or less) a sequence

• 8.3 Quality Control (7 Basic QT, Statistical sampling, Inspect’n, Apprvd CR review)– PMP + Quality metrics + Quality checklists + Work Performance Data +

+ Approved Change Requests + Deliverables + Project Documents + OPA– Quality control measurements + Validated changes + Verified deliverables + Work Performance

Information + Change requests + PMP updates + Project documents updates+ OPA Updates

• 5.5 Validate Scope (Inspection, Group Decision Making techniques)– PMP + Requirements documentation + Requirements traceability matrix +

Verified deliverables + Work Performance Data – Accepted deliverables + Change requests + Work Performance Information + Project document

updates

• 4.6 Close Project or Phase 4.6.3.1 Final Product, Service or Result Transition

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84

M&C 5.6 + 6.7 + 7.4 = 4.5Integrated Change Control

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85

Integrated Change Control … Rippling Change

• 6.7 Control Schedule (Perf Rvws, PjMgt Sw, Resource optimisation tech, Modeling tech, Leads & Lags, Schedule Comp, Scheduling tools)

– PMP + Pj schedule + Work Performance data + Pj calendars + Schedule data + OPA– Work performance information + schedule forecasts + Change requests + PMP updates + Pj

document updates + OPA updates

• 5.6 Control scope (Variance Analysis )– PMP + Requirements documentation + Requirements traceability matrix + Work Performance

data + OPA– Work performance information + Change requests + PMP updates + Pj document updates + OPA

updates

• 7.4 Control costs (EVM, Forecasting, TCPI, PerfRvws, Var Anal, PMS/w, Reserves analysis)– PMP + Pj Funding requirements + Work Performance data + OPA– Work performance information + Cost forecasts + Change requests + PMP updates + Pj documents

updates + OPA updates +

• 4.5 Perform integrated change control (EJ, Meetings, Change Ctl tools)– PMP + Work Performance reports + Change requests + EEF + OPA– Approved change requests + Change log + PMP updates + Pj document updates

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M&C 11.6 Control Risk

• 11.6 Monitor & control risk (R reassess, R audit, Variance & Trend Anal, Tech Performance measurement, Reserves analysis, Meetings)– PMP + Risk register + Work Performance Data + Work Performance reports– Work Performance Information + Change requests + PMP updates + Project document

updates +OPA updates

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M&C 12.3: Control Procurements

• 12.3 Control procurements (Contract CCS, ProcPerfRvw, I&A, PerfRep, PaySys, ClaimsAdmin, RecMgmtSys)– PMP + Procurement documents + Agreements + Approved Change requests +

Work performance reports + Work performance data– Work

performance information + Change requests +PMP updates + Project Doc Upd8s +OPA Upd8s

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88

M&C 13.4 Control Stakeholder Engagement

• 13.4 Control Stakeholder Engagement (Info Mgmt Systems, EJ, Meetings)– PMP + Issue log + Work performance data + Pj Docs– Work performance information + Change requests + PMP updates + Pj Doc Upd8s +

OPA Upd8s

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89

• 10.3 Control Communication (Info management systems, EJ, Meetings)– PMP + Project comms + Work Performance Data + OPA– Work Performance Information + Change requests + PMP Updates +

PjDocUpd8s+Performance reports + OPA updates +

M&C 10.3 Control Communications89

90

Key Elements of Monitor & Control

• Collect information about activities being performed– Check progress step by step– For activities considered completed…

…Confirm conformance and seek acceptance

• Measure achievement in EV terms and report performance– Raise change requests as necessary for integrated change control

• Stay in control of risks

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Summary Of M&C

• Story (& Skills): Measure & communicate team and supplier – procurement –performance to S/Hs (using EV, thresholds, variance and reporting procedures) to manage change to Scope/ Cost/Time. Check deliverables meet quality standards (of QMP/ customer requirements/ business alignment)– Id/ asses/ manage Risks and Issues, take approved corrective actions– Ensure lessons become continuous improvement (Lean Six Sigma & Kanban!)

• 50Qn 11 Processes, 7 Tasks, 10 Skills inc. PERT, EV etc! (EQ 50/28 ≈ 1.8)– I/P: Agreements, Deliverables, Issue Log, Procurement Documents, Pj Calendars, Pj Communications, Pj Funding

Requirements, Pj Schedule, Quality Checklists, Quality MP, Quality Metrics, Requirements Documentation, Requirements Traceability Matrix, Risk Register, Schedule Data, Work Performance Data, Work Performance Reports

– T&T: “Seven Basic Quality Tools”, Analytical Tqs, Approved Change Requests Review, Change Control Tools, Claims Administration, Contract Change Control System, Earned Value Management, EJ, Forecasting, Group Decision-MakingTqs, Information management Systems, Inspection, Inspections and Audits, Leads and Lags, Meetings, Modelling Tqs, Payment Systems, Performance Reporting, Performance Reviews, Procurement Performance Reviews, Project Management Information System, Project Management Software, Records Management System, Reserve Analysis, Resource Optimization Tqs, Risk Audits, Risk Reassessment, Schedule Compression, Scheduling Tool, Statistical Sampling, Status Meetings, Technical Performance Measurement, To-Complete Performance Index (TCPI), Variance Analysis, Variance and Trend Analysis

– O/P: Change Log, Accepted Deliverables, Quality Control Measurements

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Closing14Qn, 2P, 7T, 8K+S

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93

Closing Processes

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

4.6 Close Project or Phase

12.4 (Pct) Close Procurements

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94

12.4 & 4.6Closing A Phase or Project

• Close-out each phase’s activity, especially contracts & especially the last phase– Confirm acceptance of what

has been done (or remedy)– Release resources

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95

Closing Process Group

• 12.4 Close Procurements (Proc’t Audits, Proc’t neg’tn, Records management sys)– PMP, Procurement documents– Closed procurements + OPA Updates

• 4.6 Close Project or Phase (EJ, Analytical techniques, Meetings)– PMP + Accepted deliverables + OPA – Final product, service or result transition + OPA Upd8s

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Summary Of Closing14Qn, 2P, 7T, 8K+S

• Story (& Skills): Obtain final acceptance and transition of results vs scope to customer. Finalise legal/ admin/ archiving/ end-of-liability, distribute project summary & update knowledge bases with project lessons. Check satisfaction

• Closing – 14Qn, 7 Tasks, 2 Processes, 8 Skills (EQ14 / 17 <1)– I/P: Accepted Deliverables, Procurement Documents– T&T: Expert Judgment, Analytical Techniques, Meetings, Procurement Audits,

Procurement negotiations, Records Management System, – O/P: Final Product, Service, or Result Transition, Closed Procurements, Organizational

Process Assets Updates• Study needs

– Read the Glossary, Apdx X3 Interpersonal Skills (&A1? PG’s) – On the ToDo list– Do the detail of Inputs T&T and O/P– Refresh knowledge of how to apply the techniques– Practice Exams, Practice exams, Practice Exams, Practice Exams,…

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97

The Processes by Knowledge Area

5 Project Scope Management5.1 Plan Scope ManagementS&RqtMP Plan5.2 Collect Requirements Req docs Plan5.3 Define Scope Pj Scope Stmt Plan5.4 Create WBS Scope B/L={WBS&D+SS} Plan5.5 Validate Scope WPI & CR + AcptDel M+C5.6 Control Scope WPI & CR M+C6. Project Time Management6.1 Plan Schedule Management SchdMP Plan6.2 Define Activities Plan6.3 Sequence Activities Plan6.4 Estimate Activity Resources Plan6.5 Estimate Activity Durations Plan6.6 Develop Schedule Schd+Schedule B/L Plan6.7 Control Schedule WPI & CR M+C7 Project Cost Management7.1 Plan Cost Management CMP Plan7.2 Estimate Costs Plan7.3 Determine Budget Cost B/L Plan7.4 Control Costs WPI & CR M+C8. Project Quality Management8.1 Plan Quality Management QMP Plan8.2 Perform Quality Assurance Exec8.3 Control Quality WPI & CR & VerfdDel M+C9. Human Resource Management9.1 Plan HP Management HRMP-{SMP} Plan9.2 Acquire Project Team Exec9.3 Develop Project Team Exec9.4 Manage Project Team Exec

10. Project Communications Management10.1 Plan Communications Management CMP Plan10.2 Manage Communications Exec10.3 Control Communications WPI & CR M+C11. Project Risk Management11.1 Plan Risk ManagementRMP Plan11.2 Identify Risks Risk Reg Plan11.3 Perform Qualitative Risk Analysis Plan11.4 Perform Quantitative Risk Analysis Plan11.5 Plan Risk Responses Plan11.6 Control Risks WPI & CR M+C12. Project Procurement Management12.1 Plan Procurement Management PMP Plan12.2 Conduct Procurements Exec12.3 Control Procurements WPI & CR M+C12.4 Close Procurements Close13. Project Stakeholder Management13.1 Identify Stakeholders Init13.2 Plan Stakeholder Management SHMP Plan13.3 Manage Stakeholder Engagement Exec13.4 Control Stakeholder Engagement WPI & CR M+C4. Project Integration Management4.1 Develop Project Charter Charter Init4.2 Develop Project Management Plan PMP Plan4.3 Direct and Manage Project Work Del + WPD Exec4.4 Monitor and Control Project Work WPR M+C4.5 Perform Integrated Change Control AprvCR M+C4.6 Close Project or Phase Close

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98

ALL Inputs Tools & Techniques Outputs

1. i/o Accepted Deliverables2. t&t Acquisition3. i/o Activity Attributes4. i/o Activity Cost Estimates5. i/o Activity Duration Estimates6. i/o Activity List7. i/o Activity Resource Requirements8. t&t Additional Quality Plann-ING- Tools9. t&t Advertis-ING-10. i/o Agreements11. t&t Alternative -ANALYSIS-12. t&t Alternatives Generation13. t&t Analogous Estimat-ING-14. t&t Analytical TECHNIQUES15. t&t Apply-ING- Leads and Lags16. t&t Approved Change Requests Review17. i/o Approved Change Requests18. t&t Assumptions -ANALYSIS-19. i/o Basis of Estimates20. t&t Benchmark-ING-21. t&t Bidder Conferences22. t&t Bottom-Up Estimat-ING-23. i/o Business Case24. t&t Change Control Tools25. i/o Change Log26. i/o Change Requests27. t&t Checklist -ANALYSIS-28. t&t Claims Administration29. i/o Closed Procurements30. t&t Collocation31. t&t Communication -METHOD-s32. t&t Communication Models33. t&t Communication Requirements -ANALYSIS-34. t&t Communication Technology35. i/o Communications Management Plan36. t&t Conflict Management37. t&t Cont-ING-ent Response -STRATEG-ies38. t&t Context Diagrams39. t&t Contract Change Control System40. t&t Cost Aggregation41. i/o Cost Baseline42. i/o Cost Forecasts43. i/o Cost Management Plan44. t&t Cost of Quality (COQ)45. t&t Cost-Benefit -ANALYSIS-46. t&t Critical Chain -METHOD-47. t&t Critical Path -METHOD-48. t&t Data Gather-ING- and Representation

TECHNIQUES49. t&t Decomposition50. i/o Deliverables51. t&t Dependency Determination

98

52. t&t Design of Experiments53. t&t Diagramm-ING- TECHNIQUES54. t&t Document -ANALYSIS-55. t&t Documentation Reviews56. t&t Earned Value Management57. i/o Enterprise Environmental Factors Updates58. i/o Enterprise Environmental Factors59. t&t Expert judgement60. t&t Facilitated Workshops61. t&t Facilitation TECHNIQUES62. i/o Final Product, Service, or Result Transition63. t&t Focus Groups64. t&t Forecast-ING-65. t&t Fund-ING- Limit Reconciliation66. t&t Ground Rules67. t&t Group Creativity TECHNIQUES68. t&t Group Decision-Mak-ING- TECHNIQUES69. t&t Historical Relationships70. i/o Human Resource management plan71. t&t Independent Estimates72. t&t Information Gather-ING- TECHNIQUES73. t&t Information Management Systems74. t&t Inspection75. t&t Inspections and Audits76. t&t Interpersonal Skills77. t&t Interviews78. i/o Issue Log79. t&t Leads and Lags80. t&t Make-or-Buy -ANALYSIS-81. i/o Make-or-Buy Decisions82. t&t Management Skills83. t&t Market Research84. i/o Milestone List85. t&t Modell-ING- TECHNIQUES86. t&t Multi-Criteria Decision -ANALYSIS-87. t&t Negotiation88. t&t Network-ING-89. t&t Observation and Conversation90. t&t Observations91. t&t Organization Charts and Position Descriptions92. i/o Organizational Process Assets Updates93. i/o Organizational Process Assets94. t&t Organizational Theory95. i/o Outputs from Other Processes96. t&t Parametric Estimat-ING-97. t&t Payment Systems98. t&t Performance Report-ING-99. t&t Performance Reviews100. t&t Personnel -ASSESS-ment Tools101. t&t Preassignment102. t&t Precedence Diagramm-ING- -METHOD-

103. t&t Probability and Impact Matrix104. t&t Process -ANALYSIS-105. i/o Process Improvement Plan106. t&t Procurement Audits107. i/o Procurement Documents108. i/o Procurement Management Plan109. t&t Procurement Negotiations110. t&t Procurement Performance Reviews111. i/o Procurement Statement of Work112. t&t Product -ANALYSIS-113. i/o Project Calendars114. i/o Project Charter115. i/o Project Communications116. i/o Project Documents Updates117. i/o Project Documents118. i/o Project Funding Requirements119. t&t Project Management Information System120. i/o Project Management Plan Updates121. i/o Project Management Plan122. t&t Project Management Software123. t&t Project Performance Appraisals124. i/o Project Schedule Network Diagrams125. i/o Project Schedule126. i/o Project Scope Statement127. i/o Project Staff Assignments128. i/o Project Statement of Work129. t&t Proposal Evaluation TECHNIQUES130. t&t Prototypes131. t&t Published Estimat-ING- Data132. t&t Quality Audits133. i/o Quality Checklists134. i/o Quality Control Measurements135. i/o Quality Management Plan136. t&t Quality Management and Control Tools137. i/o Quality Metrics138. t&t Quantitative Risk -ANALYSIS- and Model-ING-

TECHNIQUES139. t&t Questionnaires and Surveys140. t&t Recognition and Rewards141. t&t Records Management System142. i/o Requirements Documentation143. i/o Requirements Management Plan144. i/o Requirements Traceability Matrix145. t&t Reserve -ANALYSIS-146. i/o Resource Breakdown Structure147. i/o Resource Calendars148. t&t Resource Optimization TECHNIQUES149. t&t Risk Audits150. t&t Risk Categorization151. t&t Risk Data Quality -ASSESS-ment152. i/o Risk Management Plan

153. t&t Risk Probability and Impact -ASSESS-ment

154. t&t Risk Re-ASSESS-ment155. i/o Risk Register156. t&t Risk Urgency -ASSESS-ment157. t&t Roll-ING- Wave Plann-ING-158. t&t -STRATEG-ies for Negative Risks

or Threats159. t&t -STRATEG-ies for Positive Risks or

Opportunities160. t&t SWOT -ANALYSIS-161. t&t Schedul-ING- Tool162. i/o Schedule Baseline163. t&t Schedule Compression164. i/o Schedule Data165. i/o Schedule Forecasts166. i/o Schedule Management Plan167. t&t Schedule Network -ANALYSIS-168. i/o Scope Baseline169. i/o Scope Management Plan170. i/o Seller Proposals171. t&t Seven Basic Quality Tools172. i/o Source Selection Criteria173. t&t Stakeholder -ANALYSIS-174. i/o Stakeholder Management Plan175. i/o Stakeholder Register176. t&t Statistical Sampl-ING-177. i/o Team Performance Assessments178. t&t Team-Build-ING- Activities179. t&t Technical Performance

Measurement180. t&t Templates181. t&t Three-Point Estimat-ING-182. t&t To-Complete Performance Index

(TCPI)183. t&t Train-ING-184. i/o Validated Changes185. t&t Variance -ANALYSIS-186. t&t Variance and Trend -ANALYSIS-187. t&t Vendor Bid -ANALYSIS-188. i/o Verified Deliverables189. t&t Virtual Teams190. i/o Work Performance Data191. i/o Work Performance Information192. i/o Work Performance Reports

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Project Information: PMBOK® Guide pp. 58-59)

• Know the following terminology:

– Work performance data: raw measurements of work (Task A took 4 days)

– Work performance information: data that have been analyzed and interpreted (Task A is ahead of schedule)

– Work performance reports: presentation of results to the right audience

3-14 of:24

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100

Scope

1. Product specifications should be developed by 1. project engineers or technical staff (p. 3-9, Tool #2)2. What is Define Scope? 2. Developing a detailed description of the project and product. Results in a detailed, written scope statement (p. 3-8).3. As project complexity increases, what will happen to the level of uncertainty in defining the project scope? 3. It will probably increase (p. 3-8).4. What is the difference between product scope and project scope?

4. Product scope is the features and functions designed into the product or service (measured against product requirements). Project scope is management activities performed by the team (measured against the project management plan) (p. 3-1).5. What is the primary tool for scope validation? 5. Inspection (p. 3-16)6. What is scope creep? 6. Scope creep is a common name used for uncontrolled changes that are not managed in accordance with the guidelines of scope control (p. 3-17).7. What is a WBS dictionary? 7. It contains a detailed description of each work package (pp. 3-11/14).8. As used in a WBS, what does the term “cost account” mean?

8. A cost category that represents the work assigned to a single responsible organizational unit, i.e., the lowest level in the WBS at which organizational responsibility is assigned. Also called a control account (p. 3-14).9. What is the WBS numbering system called and what does it provide? Code of Accounts or Chart of Accounts, Provides: 1.Allocation of budget to specific tasks, 2 Tracking of performance/spending against specific work packages (tasks), 3. Identifying the

level of detail for specific tasks (pp. 3-11/14)10. What role do stakeholders play in collecting requirements?10. Defining stakeholders’ needs is the primary purpose of the process called Collect Requirements. Knowing who the stakeholders are and interviewing them in various ways is how requirements

are documented (pp. 3-3 and 3-5, inputs #3 & #5).11. What are the tools of collect requirements? 11. Interviews and Focus groups Facilitated workshops, Group creativity techniques, Group decision-making techniques Questionnaires and surveys Observation, Prototypes Benchmarking Context diagrams,

Document analysis (pp. 3-5 to 3-7).12. How does an OBS differ from a WBS? 12. OBS = Organizational breakdown structure and is used to show which work elements (tasks) have been assigned to which organizational units (p. 3-11)13. Activities at the lowest level of the WBS are referred to as 13. work packages (pp. 3-11/13)14. A recommended size for work packages is 14. 80 hours (p. 3-11)15. What is scope validation? 15. The process of formalizing acceptance of completed project deliverables (p. 3-15).16. What is the difference between scope validation and quality control? 16. Scope validation is primarily concerned with acceptance of the work; quality control is concerned with the correctness of the work (p. 3-15).17. What is scope control (the formal name of the process is control scope)? 17. Monitoring the status of the project and product scope and managing changes to the scope baseline (p. 3-17)18. What is a WBS? 18. A hierarchical decomposition of the work to be accomplished and defines the total scope of the project -–work not in the WBS is outside the scope of the project (p. 3-11).19. What is the tool for control scope? 19. Variance analysis (p. 3-18)20. What is the scope management plan? 20. Documents how project scope will be defined, validated, and controlled (pp. 3-1/3)21. What two important issues does performance measurement deal with? 21. As part of control scope:a ) Identifying the magnitude of variances (plan versus actual), b) Deciding whether corrective action is needed (p. 3-18), 22. Change requests are outputs for which two scope management processes?

22. Validate scope and control scope. Change requests may be issued as a result of either of these activities and should be handled using integrated change procedures (pp. 3-16/18).23. Collecting requirements is fundamentally about . 23. Defining and managing stakeholder expectations (p. 3-3).24. The subdivision of project deliverables into smaller components is called . 24. decomposition (pp. 3-11/12)25. What are the inputs for collect requirements? 25. The scope management plan, requirements management plan, stakeholder management plan, project charter and stakeholder register (p. 3-5).26. What is the Code of Accounts and what is another name for it? 26. A numbering system used to identify each element of the WBS. Also known as a Chart of Accounts (pp. 3-11/14).27. What is a requirements traceability matrix? 27. A table that links each requirement to its origin such as business needs or opportunities, project goals, etc. (p. 3-8)28. What is the scope baseline composed of? 28. The scope statement, the WBS, and the WBS dictionary (pp. 3-13/14).29. What is alternatives generation and what is it used for?

29. Alternatives generation is a tool of define scope and is used to ensure that all approaches to doing the work have been considered. The PMBOK® Guide, p. 123, identifies brainstorming, lateral thinking, and analysis of alternatives as examples of how to perform alternatives generation. (p. 3-9).

30. Changes in the scope may affect the other components of the triple constraint. The triple constraint of project management includes. 30. scope, schedule, and cost. (p. 3-19, output #3, control scope)

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101

Practice Networks

A5

B6

C7

D8

E6

F4

0

0 5 8 14 14 21

0 8 8 14 14 18

21

0

3 8 8 14 14 21

0 8 8 14 17 21

21

101

103

Charting QuestionsScheduling Questions

• How many weeks will the project take?

• What is the affect if A is delayed 3 weeks?• What is Lag ?, Lead ?, Free float, Total slack• How much total float has A• How much free slack has A• A new task G is to be added, how many different types of dependency could it

participate in ?• A task has 2 days total float. Its maximum and minimum free float are?

St C3

A8

E4

F3

D6

EndB5

0

3

3

9

3

9

11

13

13

13

18

16

18

0 3 5 13 13 18 18

3 9 9 13 15 18

103

104

Practice Networks

A5

B6

C7

D7

E5

E4

0

0 5 5 11 12 19

0 7 7 12 12 16

19

0

1 6 6 12 12 19

0 7 7 12 15 19

19

104

105

ReCap

• Your duty - raise your needs• Question answering techniques

– Braindump, Practice tool use, long questions, defined terms, what next, best answers, hourly breaks, Mark for review, one-pass/ multipass, clothing, booking, application, know where to go

– PMI perspective, Red-flag words, Pg, Ka & Sequence, Role, Product, I TT O, Guess• Resources

– Brown book, drill questions, practice exams, formula sheet, flash/html5 tool, other's experiences

• Best Answers– Always true, PM boss, Don't assume, Comms & Stakeholders, Experts, & History,

Investigate, Act, Stay within scope, or under CC

105

106

ReCap

• Ethics– Repect, Responsibility, Honesty, Fairness

• Chapter 1; Project is, Program, PMO types, Link to Ops & Value, PM's role (ApdxX3)

• Ch 2; Team structures, Culture & style & comms & Org structure, OPA & EEF & Corporate Knowledge Bases, Stakeholders (enumerated) & Governance & Sucess & Teams, Lifecycles-Predictive, Iterative, Incremental, Adaptive

• Ch 3; Single & Multiphase, Pg 51 diag, Pg 53, 3.8 Pg 58 WPD--WPI--WPR, Pg 61• WorkFlow

– Initiation-Charter & SH Reg– Planning- PMP & x.1 & Reqts--scope--WBS--B/L, Time--Activity & Sequence &

Estimate resource & Duration--Schedule, Cost est & budget, Risk Id, Qualify, Quantify, Responses

106

107

ReCap

• Workflow– Executing– M&C– Close

• Techniques– Rolling wave– Forward & backward pass, Float/Slack - Free & Total– Crash & Fast track– Triangular & Beta distributions– EV

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108

• What is accelerated depreciation? write capital expenses off corporate taxes more quickly (p. 5-19).

• 2 methods of accelerated depreciation. Double declining balance & Sum of the years digits (p. 5-19)

• Working capital = Current assets minus current liabilities • Management reserve? = Reduce the chance of a cost

overrun (p. 5-8).• BCR, IRR, PV, NPV, Payback period, Expcted PV• PV = Fv / (1 + i)^^periods• Direct & Indirect cost, Fixed & Variable• Bottom-up & Top down – three ranges Definitive 5-10,

Budegtarry 10-25, Ball park-ROM 25-75• Value analysis = Cost Reduction 1) Analyze a proposed

design (determine inherent functions) b. Determine relative cost of each function c. Assess whether each function is really needed, d. Assess how to provide the necessary functions at the lowest cost without compromising quality or performance (p. 5-19).

• Cost MP = how estimating, budgeting, and controlling are to be handled (pp. 5-3/4).

• 15. Regression analysis needs Parametric estimates• Opportunity cost, sunk cost • Cost baseline?• Cost control? - = Detect change, Influencing factors of

changes, Achieve agreement, Managing the actual changes as they occur

• Learning curve = costs decrease in a regular pattern each time the number of units produced is doubled (p. 5-19).

• Economic value added = true economic profit after cost of capital

• Diminishing returns• TCO & LCCost• Analogous estimating = Similar pj & relevant experience• Parametric = Good cost model, parameters known,

scales• Both = SoW/ WBS, BoE, RAID, Confidence level• EVM 50-50 rule?• Cost baseline – S Curve

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109

Pay-Back & BCR

Time

Profit

Cost

Spend

Delivery/Close

IncomeSunk

Cost @Date

Payback Period Margin or Profit@ Date

Time

Profit

Cost

BCR = Income / Expense

Sunk Cost @

Date

Benefit(@Date)

109

110

PV & DCF

`1 2 3 4

1.001.101.211.33

0.750.820.91

(1 * 110%)n

(1 / 110%)n

Time

Profit

Cost

Typical impact of Interest rates

versus money todayToday

110

111

NPV & IRR

Time

Profit

Cost

i% = Low eg 2%Today

i% = Zero

i% = Hi eg 60%

Value @ Date isi%-Zero is Very Positivei%-Low is Slightly Positivei%-Hi is Slightly Negativei%-IRR would be Zero

IRR Cut-Off

Date

Interest Rate

Profit

Loss

IRRNPV

@i% Rate

Increasing interest rate means reducing value of returns

More realistic for time effect

Possibleprofile

MultipleIRR

111

112

Learning Curve and Diminishing Returns

Aircraft Σlabour(Hrs) Each

2 200 1004 320 806 456 768 600 7510 750 75

…1000 75,000 751001 75,063 74.988012

Step Change

Effort Hours

Spelling & Grammar

Errors Found

Learning Curve

Increasing Detection

Rate

Steady Rate

Diminishing returnsCost per item rising

VirtuallyStagnant

Book Proof-Reader Performance

112

113

ALL Inputs & Outputs

in Accepted Deliverables Out 1 to 1in Activity Attributes Outin Activity Cost Estimates Outin Activity Duration Estimates Outin Activity List Outin Activity Resource Requirements Outin Agreements Outin Approved Change Requests Outin Basis of Estimates Outin Business Casein Change Log Out 1 to 1in Change Requests Out

Closed Procurements Outin Communications Management Plan Out Part of PMP

Cost Baseline Outin Cost Forecasts Out 1 to 1in Cost Management Plan Out Part of PMPin Deliverables Out 1 to 1in Enterprise Environmental Factors

Enterprise Environmental Factors Updates OutFinal Product, Service, or Result Transition Out

in Human Resource management plan Out Part of PMPin Issue Log Outin Make-or-Buy Decisions Out 1 to 1in Milestone List Out 1 to 1in Organizational Process Assets

Organizational Process Assets Updates Outin Outputs from Other Processesin Process Improvement Plan Out 1 to 1 & in PMPin Procurement Documents Outin Procurement Management Plan Out 1 to 1 & in PMPin Procurement Statement of Work Out 1 to 1in Project Calendars Out 1 to 1in Project Charter Outin Project Communications Out 1 to 1in Project Documents

Project Documents Updates Outin Project Funding Requirements Out 1 to 1in Project Management Plan Out Part of PMP

Project Management Plan Updates Out Part of PMP

in Project Schedule Outin Project Schedule Network Diagrams Out 1 to 1in Project Scope Statement Outin Project Staff Assignments Outin Project Statement of Workin Quality Checklists Out 1 to 1in Quality Control Measurements Out 1 to 1in Quality Management Plan Out Part of PMPin Quality Metrics Outin Requirements Documentation Outin Requirements Management Plan Out 1 to 1 & in PMPin Requirements Traceability Matrix Outin Resource Breakdown Structure Outin Resource Calendars Outin Risk Management Plan Out Part of PMPin Risk Register Out

Schedule Baseline Outin Schedule Data Out 1 to 1in Schedule Forecasts Out 1 to 1in Schedule Management Plan Out Part of PMPin Scope Baseline Outin Scope Management Plan Out Part of PMPin Seller Proposals Outin Source Selection Criteria Out 1 to 1in Stakeholder Management Plan Out Part of PMPin Stakeholder Register Outin Team Performance Assessments Out 1 to 1in Validated Changes Out 1 to 1in Verified Deliverables Out 1 to 1in Work Performance Data Outin Work Performance Information Outin Work Performance Reports Out

113

114

ALL T&T1 of 2

# of Uses Technique Name First Use & Last Use2 “Seven Basic Quality Tools” 8.1.2.3, 8.3.2.1

Acquisition 9.2.2.3Additional Quality Planning Tools 8.1.2.7Advertising 12.2.2.5Alternative Analysis 6.4.2.2Alternatives Generation 5.3.2.3

2 Analogous Estimating 6.5.2.2, 7.2.2.27 Analytical Techniques(4.4.2.2), (4.6.2.2), (6.1.2.2), (7.1.2.2),

(11.1.2.1), (12.2.2.6), (13.2.2.3)Applying Leads and Lags 6.3.2.3Approved Change Requests Review 8.3.2.4Assumptions Analysis 11.2.2.4

2 Benchmarking 5.2.2.9, 8.1.2.4Bidder Conferences 12.2.2.1

2 Bottom-Up Estimating 6.4.2.4, 7.2.2.4Change Control Tools 4.5.2.3Checklist Analysis 11.2.2.3Claims Administration 12.3.2.6Collocation 9.3.2.5

3 Communication Methods tba, 13.3.2.12 Communication Models 10.1.2.3, 10.2.2.2

Communication Requirements Analysis 10.1.2.12 Communication Technology 10.1.2.2, 10.2.2.1

Conflict Management 9.4.2.3Context Diagrams 5.2.2.10Contingent Response Strategies 11.5.2.3Contract Change Control System 12.3.2.1Cost Aggregation 7.3.2.1

2 Cost of Quality (COQ) 6.6.2.3, 8.1.2.2Cost-Benefit Analysis 8.1.2.1Critical Chain Method 6.6.2.3Critical Path Method 6.6.2.2Data Gathering and Representation Techniques 11.4.2.1

2 Decomposition 5.4.2.1, 6.2.2.1Dependency Determination 6.3.2.2Design of Experiments 8.1.2.5Diagramming Techniques 11.2.2.5

Document Analysis 5.2.2.11Documentation Reviews 11.2.2.1Earned Value Management 7.4.2.1Expert judgement 5.4.2.2

28 Expert Judgment (5.4.2.2), (4.1.2.1), (4.2.2.1), (4.3.2.1), (4.4.2.1), (4.5.2.1), (4.6.2.1), (5.1.2.1), (5.3.2.1), (6.1.2.1), (6.2.2.4), (6.4.2.1), (6.5.2.1), (7.1.2.1), (7.2.2.1), (7.3.2.3), (9.1.2.4), (10.3.2.2), (11.1.2.2), (11.2.2.7), (11.3.2.6), (11.4.2.3), (11.5.2.4), (12.1.2.2), (12.2.2.4), (13.1.2.2), (13.2.2.1), (13.4.2.2)

2 Facilitated Workshops 5.2.2.3, 5.3.2.42 Facilitation Techniques 4.1.2.2, 4.2.2.2

Focus Groups 5.2.2.2Forecasting 7.4.2.2Funding Limit Reconciliation 7.3.2.5Ground Rules 9.3.2.4Group Creativity Techniques 5.2.2.4

4 Group Decision-Making Techniques tba, 7.2.2.10Historical Relationships 7.3.2.4Independent Estimates 12.2.2.3Information Gathering Techniques 11.2.2.2

3 Information Management Systems tba, 13.4.2.12 Inspection 5.5.2.1, 8.3.2.3

Inspections and Audits 12.3.2.33 Interpersonal Skills tba, 13.3.2.2

Interviews 5.2.2.12 Leads and Lags 6.6.2.6, 6.7.2.5

Make-or-Buy Analysis 12.1.2.1Management Skills 13.3.2.3Market Research 12.1.2.3

114

115

ALL T&T2 of 2

# of Uses Technique Name First Use & Last Use17 Meetings (4.3.2.3), (4.4.2.4), (4.5.2.2), (4.6.2.3), (5.1.2.2),

(6.1.2.3), (7.1.2.3), (8.1.2.8), (9.1.2.5), (10.1.2.5), (10.3.2.3), (11.1.2.3), (11.6.2.6), (12.1.2.4), (13.1.2.3), (13.2.2.2), (13.4.2.3) 13.4.2.3

2 Modelling techniques 6.6.2.5, 6.7.2.4Multi-Criteria Decision Analysis 9.2.2.5Negotiation 9.2.2.2Networking 9.1.2.2Observation and Conversation 9.4.2.1Observations 5.2.2.7Organization Charts and Position Descriptions 9.1.2.1Organizational Theory 9.1.2.3

2 Parametric Estimating 6.5.2.3, 7.2.2.3Payment Systems 12.3.2.5

2 Performance Reporting 10.2.2.5, 12.3.2.4Performance Reviews 7.4.2.4Personnel Assessment Tools 9.3.2.7Preassignment 9.2.2.1Precedence Diagramming Method 6.3.2.1Probability and Impact Matrix 11.3.2.2Process Analysis 8.2.2.3Procurement Audits 12.4.2.1Procurement Negotiations 12.4.2.2Procurement Performance Reviews 12.3.2.2Product Analysis 5.3.2.2Project Management Information System 4.4.2.3

4 Project Management Software tba, 7.4.2.5Project Performance Appraisals 9.4.2.2Proposal Evaluation Techniques 12.2.2.2Prototypes 5.2.2.8Published Estimating Data 6.4.2.3Quality Audits 8.2.2.2Quality Management and Control Tools 8.2.2.1Quantitative Risk Analysis and Modeling Techniques11.4.2.2Questionnaires and Surveys 5.2.2.6Recognition and Rewards 9.3.2.6

2 Records Management System 12.3.2.7, 12.4.2.35 Reserve Analysis 6.5.2.6, 7.2.2.6, 7.3.2.2, 7.4.2.6, 11.6.2.52 Resource Optimization Techniques 6.6.2.4, 6.7.2.3

Risk Audits 11.6.2.2Risk Categorization 11.3.2.4Risk Data Quality Assessment 11.3.2.3Risk Probability and Impact Assessment 11.3.2.1Risk Reassessment 11.6.2.1Risk Urgency Assessment 11.3.2.5Rolling Wave Planning 6.2.2.2

2 Schedule Compression 6.6.2.7, 6.7.2.6Schedule Network Analysis 6.6.2.1

2 Scheduling Tool 6.6.2.8, 6.7.2.7Stakeholder Analysis 13.1.2.1

2 Statistical Sampling 8.1.2.6, 8.3.2.2Strategies for Negative Risks or Threats 11.5.2.1Strategies for Positive Risks or Opportunities 11.5.2.2SWOT Analysis 11.2.2.6Team-Building Activities 9.3.2.3Technical Performance Measurement 11.6.2.4Templates 6.2.2.3

2 Three-Point Estimating 6.5.2.4, 7.2.2.5To-Complete Performance Index (TCPI) 7.4.2.3Training 9.3.2.2Variance Analysis 5.6.2.1Variance and Trend Analysis 11.6.2.3Vendor Bid Analysis 7.2.2.9Virtual Teams 9.2.2.4

115

116

Interpreting EV Curves

• How are these projects doing?

Time

£

BCWS

ACWPBAC

Now

BCWP

Time

£

BCWSACWP

BAC

Now

BCWP

Time

£

BCWSACWP

Now

BCWP

Time

£

BCWS

ACWP

Now

BCWP

116

117

• Cost Variance CV = EV-BCWP – ACWP AC=ACWP = Actual Cost of• Schedule Variance SV = EV-BCWP – PV-BCWS Work Performed• Cost Performance Index CPI = EV-BCWP / ACWP PV=BCWS = Budgeted Cost of• Schedule Performance Index SPI = EV-BCWP / PV-BCWS Work Scheduled

EV=BCWP = Budgeted Cost of• Cost Variance% CV% = CV / EV- BCWP Work Perform• Schedule Variance% SV% = SV / PV-BCWS• EV BCWP = PV-BCWS * % Complete• Estimate At Completion EAC = ACWP + Estimate to Complete (ETC)• Estimate to Complete ETC = (BAC – EV-BCWP) / efficiency factor

• Efficiency Factors any of Cumulative CPI to date, Average CPI last n period(CPI x SPI), (0.8 x CPI + 0.2 x SPI), PM’s chosen value

• BAC – EV-BCWP known as Budgeted Cost of Work Remaining (BCWR)• To Complete Performance Index TCPI = (BAC – (EV-BCWP) / (EAC† – ACWP)

• †EAC should be taken as BAC unless project funding rebase lined

Earned Value Formulae117

118

£ Hours• PV = =

• AC = =

• EV = =

• CV = =

• SV = =

• CPI = =

• SPI = =

• EAC CPI = =

• EAC CS = =

Exercise

• Project Objectives • Scope: 200 drawings• Schedule: 10 months• Budget: 30 hours/

drawing• BAC: £120K

(6000 hrs x £20/hr)• Plan: 20 drawings/

month• Month 5 Status

• 70 drawings completed• 2450 hours spent• £22/hour average cost

PV = 5 mths * 20 dpm * 30h = 3,000hr @ £20 = £60k

AC = 2450 hrs @ £22 = 53,900

EV = 70 d * 30h = 2,100hr @ £20 = £42k

CV = £42k – 53,900 = -11.9k or 2,100hr - 2450 = -350

SV = £42k – £60k = or -18k or 2,100hr - 3,000hr = -900

CPI = £42k / 53,900 = .779 or 2,100hr or / 2450 = 0.857

SPI = £42k / £60k or 2,100hr / 3,000hr = 0.7

EAC-CPI = 53.9 + (130*30*20) / 0.779) = 154k or 700013*30*20=78k/0.78=100k

EAC-CS = 53.9 + ((130*30*20) / .779*.7)) = 53.9 + (78,000 / 0.5453) = 196.9k

or 8950hrs

118

119

EVA

BAC 100k

Plan Status Performance Indicators Forecast

BCWSPV

ACWPAC

BCWPEV CV CPI CV% SV SPI SV% EAC1

(CPI)CPI xSPI

EAC2(CS)

TCPI†

Mth 1 10k 8k 6k -2 .75 -033 -4 .6 -.4 133.3 .45 217 1.02Mth 2 20k 24k 19k -5 .79 -.36 -1 .95 -.05 126.3 .75 132 1.07Mth 3 30k 40k 32k -8 .80 -.35 2 1.07 .07 125 .85 120 1.13Mth 4 40k 50k 39k -11 .78 -.38 -1 .98 -.03 128.2 .76 130 1.22Mth 10 100k 98k 87k -11 .89 -.13 -13 .87 -.13 112.6 .77 115 6.5Mth 11 100k 116k 100k -16 .86 -.16 0 1.0 0 116 .86 116 0• Cost Variance CV = EV-BCWP – ACWP AC=ACWP = Actual Cost of• Schedule Variance SV = EV-BCWP – PV-BCWS Work Performed• Cost Performance Index CPI = EV-BCWP / ACWP PV=BCWS = Budgeted Cost of• Schedule Performance Index SPI = EV-BCWP / PV-BCWS Work Scheduled• Cost Variance% CV% = CV / EV- BCWP EV=BCWP = Budgeted Cost of• Schedule Variance% SV% = SV / PV-BCWS Work Performed

EV BCWP = PVBCWS * % Complete• Estimate At Completion EAC = ACWP + Estimate to Complete (ETC)• Estimate to Complete ETC = (BAC – BCWP) / efficiency factor

• Efficiency Factors any of Cumulative CPI to date, Average CPI last n period(CPI x SPI), (0.8 x CPI + 0.2 x SPI), PM’s chosen value

• BAC – EV-BCWP known as Budgeted Cost of Work Remaining (BCWR)• To Complete Performance Index TCPI = (BAC – (EV-BCWP) / (EAC† – ACWP)

• †EAC should be taken as BAC unless project funding rebase lined

119

120

Summary So Far

• Story & Cube• Best answers & Concerns• Eligibility, Booking test & Test taking strategies • Resources; SG, S & PE, PMBok, RDS, EthicsCh 1: Guide’s Purpose, Def’tn Project, Pf-Pgm-Pj-Ops, Value, PM's role, Skills-X3Ch-2: Culture-Style-Comms, Structure-F()-WM-BM-SM-Pj, OPA, EEF, 7 classes of S/H,

Governance, Pj Success, Team's 7 roles/ Dedicated etc, Pj Life-Cycle & 4 Phases-Sequential vs Overlapping, Predictive, Iterative/Incremental, Adaptive

Ch-3: Process-Pj & Pd oriented, Pg 51, Pg 53 flow-chart, WPI-D-R, Pg 61Ch 4: 4.1-6! 4.3-Deliverables, 4.5 Cm & CcCh 5: Pd & Pj scope, SMP & ReqMP, Group Facilitation & DM techniques, Reqts & traceability,

WBS & B/Line, Long gap! Validate (Accept), ControlCh 6: SMP, Activities+MS, PDM & 8 Dependency types, Lead-Lag, Estimating-A&P +3pt

+Reserves, Durations+Resources, CPM & Fwd/Bkwd calcs, Critical chain, Smooth & Level, What-if & Simulation, Crash & Fast Track, TrackingGantt-MS, EVA-SV-SPI, CRs

Ch 7: CostMP, EV-Types, Estimate+BoE, Reserves, CoQ, Budget-PMB-CBB, EVM formulaCh 8: QP-QC-QA, FFP-C2s-Grade, CoQ-CoNQ-NCoQ, PDCA-CPI, 7 Tools (C&E, Flow, Check,

Pareto, Histogram, Control-chart, Scatter)-Sampling, Brainstorm, ForceField, NGT, Improvement plan, Assurance-Affinity-PDPC-Digraph-Tree-Matrix-Network, Audit, QC

120

121

Thomas & Kilman

Others NeedsCooperation

Ow

n N

eeds

Asse

rtive

Compromise (Also known as Lose-

Lose) - Pragmatism due to time/cost

pressures

Avoid - When a better time is possible (or

impossible!)

Accommodate -Relationship

outweighs outcome

Collaborate - When Outcome and

relationship key.

Compete/Force - Time of essence. Relationship not

important. Outcome critical

121

122

Herzberg’s Hygiene Factors

•

9-49 of:61

A Thank You

Bureaucracy

Hygiene factors; absence is NOT

motivating

Job Security

Salary (!?)

Motivating factors; absence is weakly

de-motivating

Challenging Work

122

123

Blake and Mouton

Concern for Task

Con

cern

for P

eopl

e

Middle-of-the-Road 5,5Status Quo

Seeking balance, Failing Both

Impoverished Style 1,1Indifferent

“Teflon Management”Low innovation

Produce or Perish! 1,9Dictator

“Do what I pay you for, or else”Crisis management – Theory X

“Team Style” 9,9‘Sound’ – Theory YContribute & Commit

Your valued

Country-Club 1,9Accommodating

Friendly Boss

OpportunisticSelf-service, Manipulative &

Shifting position

PaternalPraise (while you do it my way)

Alternately 1,9 and 9,1

Low-1 High-9

Low

-1H

igh-

9

123

124

Myers-Briggs Type Indicator

• J – Judging – Making DecisionsP – Perceive – Valuing Options

• S – Uses senses Touch etcN – Uses iNtuition & Patterns

• T – Thinking & LogicF – Feelings & Emotions

• P’s focus is S or NT’s focus is T or F

• E is shows the world their P or JI is keeps P or J in own head

124Unit 9

9-53 of:61

125

PMBoK Places to Focus

• Meeting chair’s role = Encourage participation, handle differences, kep focus, summarise, Agenda, Location, Length, Distractions…

• Control ‘x’ creates RFCs – Control Comms; Triggers repeat Plan & Manage ‘x’

• Be sensitive to feelings• Distribute the PMP (!) to reduce uncertainty• Performance reporting = Status – where are

we, Progress-Team accomplishments, Forecast

• Matrix comms challenges – many bosses, priorities differ, lack commitment,

• Blocking statements – negative vibes• War room• Encode transmit decode acknowledge

feedback compare

• Formal & informal, Written & oral, Horizontal & Vertical, Official & un-Official – EgAcceptances – Combination helps integration

– Verbal is Quick, Clarifies/Feedback, Problem-solving

• Encourage Active, effective listening – focus & paraphrase, Ask clarifications, watch non-verbal, maintain eye contact,

• Brooks formulae (n2-n) / 2• Comms barriers encourage conflict – eg

Distance, Time delay, Culture, Jargon, Native tongue, Noise/Distraction, Attitude

• 80+% of PM time is Comms – PM is key to good comms

• Comms requirements analysis, Technologies, Models, Methods & Meetings

• Tight matrix = co-location

125

126

Summary So Far

• Story & Cube

• Best answers & Concerns• Eligibility, Booking test & Test taking strategies • Resources; SG, S & PE, PMBok, RDS, Ethics

• Ch 1: Guide’s Purpose, Def’tn Project, Pf-Pgm-Pj-Ops, Value, PM's role, Skills-X3

• Ch-2: Culture-Style-Comms, Structure-F()-WM-BM-SM-Pj, OPA, EEF, 7 classes of S/H, Governance, Pj Success, Team's 7 roles/ Dedicated etc, Pj Life-Cycle & 4 Phases-Sequential vs Overlapping, Predictive, Iterative/Incremental, Adaptive

• Ch-3: Process-Pj & Pd oriented, Pg 51, Pg 53 flow-chart, WPI-D-R, Pg 61

• Ch 4: 4.1-6! 4.3-Deliverables, 4.5 Cm & Cc

• Ch 5: Pd & Pj scope, SMP & ReqMP, Group Facilitation & DM techniques, Reqts & traceability, WBS & B/Line, Long gap! Validate (Accept), Control

• Ch 6: SMP, Activities+MS, PDM & 8 Dependency types, Lead-Lag, Estimating-A&P +3pt +Reserves, Durations+Resources, CPM & Fwd/Bkwd calcs, Critical chain, Smooth & Level, What-if & Simulation, Crash & Fast Track, TrackingGantt-MS, EVA-SV-SPI, CRs

• Ch 7: CostMP, EV-Types, Estimate+BoE, Reserves, CoQ, Budget-PMB-CBB, EVM formula

• Ch 8: QP-QC-QA, FFP-C2s-Grade, CoQ-CoNQ-NCoQ, PDCA-CPI, 7 Tools (C&E, Flow, Check, Pareto, Histogram, Control-chart, Scatter)-Sampling, Brainstorm, ForceField, NGT, Improvement plan, Assurance-Affinity-PDPC-Digraph-Tree-Matrix-Network, Audit, QC

• ‘Obvious’ best answer may not be available• Look out for All, May, Never, Always• Reading last 2 sentences of long questions• True in ALL cases• Avoid assumptions when possible – investigate• Change only via ICC to determine necessity• PM is executive decision maker on S/H behalf• Know & respect your Stake holder’s wants• Always make progress• Investigate/ Plan before acting• Lessons Learned and Historical data are key• Change must be controlled and integrated• Communicate• Use Experts (EG to estimate)• Accept the questions for what they are• Some are tough & some are easy • Some are long and wordy• Some words and data will be irrelevant to the answer• Some questions have poor grammar• For some your experience will disagree with the required answer• Some are just plain ‘unfair’• Some *will* be about stuff you’ve never heard of before

• None-the-less: You just have to ‘Get Over It’ – the exam is easy to pass if you do the preparation (and realistically its probably impossible without prep)

• New wording same themes• Integrate / synthesis facts• Ignore the irrelevant• Substitute terminology • (Try to) skip long scenarios• Handle unfamiliar best you can – I,P,E,M+C,C Q+S, T+C, R+P, Hr+C+Sh, I• Overall difficulty is even – feel neutral to easy/ hard questions in a row• Build a time bank for breaks, loo, long/ tough questions• Pick your view of the BEST answer AVAILABLE & move on

126

127

Summary So Far

• Most important: your questions• We have seen the rhythm, now for the detail

– Now need the detail– Four project stages – each has 5 process groups bounding activity from 10 KA– Initiation = Charter(Authority) & Stakeholders– Planning = ‘Policies & Strategies’ and Baselines– Execute = ‘Real work’ + Team, QA & – M+C = WPDWPI– Close = Archive

• Next each area in as much detail as is possible

127

128

• Risk is an uncertainty with an effect / impact• Upside & downside – Mitigate/ Reduce & Avoid (Event or impact), Transfer

(impact – insurance & warranties, Consult/Contract), Accept Accept, Enhance, Ensure, Share

• Contingency is for risk mitigation• Identified throughout, WBS is key input, Qualitative identifies high priority risks• Cause/ Event, Consequence/ Outcome/ Impact, Urgency• Schedule & Cost risk can use PERT, Wide range = higher uncertainty• Quantitative analysis: two events-multiply probabilities, EMV = P * I,• Monte-Carlo more pessimistic than PERT – path convergence• Workarounds = responses to unforeseen risks• Decision trees

128

129

Decision Tree—Example

• Should we build a prototype of the new flight simulator product?– Project requirements were poorly defined. As a result, there is the risk that the final

product will not pass the customer acceptance test. A prototype also would substantially reduce the cost of rework for failures at customer acceptance test.

129

Cost to build prototype £98,000Probability of passing customer acceptance test

With prototype 90%Without prototype 20%

Cost of rework after customer acceptance test

With prototype £20,000Without prototype £250,000

130

130 Decision Tree with Expected Value130

Pass customer acceptance test

Fail customer acceptance test

Pass customer acceptance test

Fail customer acceptance test

Expected Value with prototype:-£98,000+-£2,000+£0 = -£100,000

Expected Value without prototype:£0+£0+-£200,000 = -£200,000

Build prototype

Do not build

prototype

P-type cost -98kOK with 90% or rework -20kOK without 20% or rework -250k

131

Decision Tree

• What is the EMV of the outcome below?

• Draw the tree– Chance of A is 30%, else B– After A

chance of X is 20% and value is 30 otherwise Y with a value of 100

– After B decision between P cost 100 or Q cost 70

131

A

B

30%

70%

X

Y80%

20%30% x 20% x 30 = 0.3 x 0.2 x 30 = 0.18

30% x 80% x 100 = 0.3 x 0.8 x 100 = 24

P

Q

100

70

70% x 100 = 0.7 x 100 = 70

70% x 70 = 0.7 x 70 = 49

132

• Contract types: Cost Reimbursable, T&M, Fixed price

• Reward types – Fixed Fee, Incentive Fee- Award Fee

• FFP – Firm Fixed Price for a fixed scope –DEPENDS on change control

• Contract = legally binding agreement for mutual benefit between two competent parties –voluntary, agreement, benefit & legality

• Plan procurement decides what to make or buy• Negotiation = Everyone happy before signature,

Tactics = Deadline, Good cop/Bad, Fait accompli, Missing man, No Authority, Delay, Insults, Fair & reasonable

• Warranty = promise of action versus quality targets

• Sole source – speed, unique product, price transparency

• Indexation• Centralised = Organisational function – slower,

more buying muscle, aggregation

• Spec = verifiable description of what is required to complete contract

• PO = Unilateral contract, Bilateral = IFB-pencils, RFQ-Pencils again, RFP, RFI = Info

• Source Selection Criteria = basis to select a seller – Comprehension, Capability, Capacity, Patents & Secrets, TCO, Track record-Reputation, Control, Stability

• Control procurements – i/f between B+S & S+S –meet obligations eg make payments

• Standard clauses are simple to use• Inclusion of “Undefined work (so price) occurs

from urgency & Change• Procurement audit checks off against

procurement sow / wbs – agrees compensation for work not done

• LD = financial compensation• Create LfE

132

133

CPIF Pricing:

–

Unit 12

12-19 of:69

10-6

Max

Min

Risk? Buyer (Customer)Contractor guaranteed a minimum profit!

Negotiated

Fee Adjustment =(Tgt cost - Actual cost) * seller shareActual Fee = Target Fee + Fee Adjust

Target£100k

£20k

Fee

CostKey InfoTarget costTarget feeShare ratioMax feeMin feeCeiling price

£25k

90k

Share Ratio: 50-50

Cost + Fee = Price100k 20k 120k90k 25k 115k110k 15k 125k

Target:Actual #1:Actual #2:

See CPAF, p. 10-

£15k

110k

133

134

Fee

Cost

“PTA”(Point of Total Assumption)

£140k£150k

Cost + Fee = Price100k 20k 120k80k 25k 105k120k 15k 135k140k 10k 150k141k 9k 150k148k 2k 150k150k 0k 150k160k -10k 150k

Target:

Poss

ible

Act

ual O

utco

mes

Contract Terms are: TargetPrice = 120 = TF 20 + TC £100B:S Split (SR): 75-25 Ceiling Price £150

Target£100k

£20k

FPIF Price CalculationsTC = Target cost, TF = Target fee, SR = Share ratioPTA = Point of Total Assumption = Pt after which no sharingCP = Ceiling price = Buyer’s maximum cost exposure

Price Formula = Cost + Fee if < 150k else 150kFee = Target Fee + Fee AdjustmentFee Adjustment = (Target cost - Actual cost) * seller share

134

135

Summary Up-To Planning

• Initiating - 26 Qns from 2 Processes 6 Tasks and 6 Skills (ExamQuotient 26/14≈2)… List processes used, their “is” statement, Initiation’s i/p & o/p, t&t– I/P: Pj SOW, Business case, Agreements, EEF, OPA, Procurement docs– T&T: EJ, Facilitation, SH Analysis, Meetings– O/P: Pj charter, SH register– Tasks (& Skills) = Gather info (Meeting/ Interviews/ Workshops) on S/H's Power &

Interest (SH ID & Analysis Grid), Assess feasibility of expectations (business case & alignment) within Constraints and Risks (R~ ID), Record conclusions & Approach in Project Charter (pg 351) and secure Approval

• Best Answers:Investigate/ Plan before acting, Change must be controlled & integrated, DO NOT exceed scope, Lessons Learned & Historical data are key, Stake holders are key, Always make progress, Communicate, Experts estimate, PM is king, DO NOT assume, True in ALL cases. Note NOT, Always…. Skip long stems…

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Summary Of Planning

• Planning – 48 Qns, 24 P., 12 Tasks, 13 Skills (EQ 52/45≈1)– List processes used, their “is” statement, i/p & o/p, t&t– Describe: all the tools, techniques and sub-sections of planning (it’s a lot!)

• See your Collection of Simon’s Free Extras from the memory stick– I/P: Charter, S/H Register, Resource calendars, Project staff assignments,

Agreements(12.2)– T&T: See next slide– O/P: PMP {3 baselines & subsidiary mgmt plans}, CRs, Make Buy decisions,

Process Improvement plan, Proc MP, Resource calendars, Project Funding Reqts, Quality checklists, Schedule data, Source selection criteria

– Tasks (& Skills): Gather (interviews etc) scope into detailed requirements & WBS (Decomposition), Create Budget & Schedule (Estimating & Work-flow), Plan HR (Org structures) & Comms & Quality & Risk & Change & Procurement (C/Q/R/C/P Management) then present for Approval

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T&T of Planning

• “Seven Basic Quality Tools”, Additional Quality Planning Tools, Alternative Analysis, Alternatives Generation, Analytical Tqs, Applying Leads & Lags, Assumptions Analysis, Benchmarking, Checklist Analysis, Communication Methods, Communication Models, Communication Requirements Analysis, Communication Technology, Context Diagrams, Contingent Response Strategies, Cost Aggregation, Cost of Quality (COQ), Cost-Benefit Analysis, Critical Chain Method, Critical Path Method, Data Gathering & Representation Tqs, Decomposition, Dependency Determination, Design of Experiments, Diagramming Tqs, Document Analysis, Documentation Reviews, Estimating; Analogous, Bottom-Up/ Parametric/ Three-Point/ Published Data, Expert Judgment, Facilitated Workshops, Facilitation Tqs, Focus Groups, Funding Limit Reconciliation, Group Creativity Tqs, Group decision-making Tqs, Historical Relationships, Information Gathering Tqs, Interviews, Leads and Lags, Make-or-Buy Analysis, Market Research, Meetings, Modelling Tqs, Networking, Observations, Organization Charts and Position Descriptions, Organizational Theory, Precedence Diagramming Method, Probability and Impact Matrix, Product Analysis, Project Management Software, Prototypes, Quantitative Risk Analysis and Modelling Tqs, Questionnaires and Surveys, Reserve Analysis, Resource Optimization Tqs, Risk Categorization, Risk Data Quality Assessment, Risk Probability and Impact Assessment, Risk Urgency Assessment, Rolling Wave Planning, Schedule Compression, Schedule Network Analysis, Scheduling Tool, Statistical Sampling, Strategies for Negative Risks or Threats, Strategies for Positive Risks or Opportunities, SWOT Analysis, Templates, Vendor Bid Analysis,

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Summary Of Direct & Manage Execution

• Executing – 60Qn 6 Tasks, 8 Process, 6 Skill (EQ 60/20 = 3)– I/P: Approved CRs, Change log, Comms MP, HR MP, Make Buy Decisions, Process

Improvement Plan, Procurement Docs & MP & P. SOW, Source Selection Criteria, Stakeholder MP, Team Performance Assessments, Work Performance Reports

– T&T: Acquisition, Advertising, Analytical Tqs, Bidder Conferences, Collocation, Communication Methods, Communication Models, Communication Technology, Conflict Management, EJ, Ground Rules, Independent Estimates, Information Management Systems, Interpersonal Skills, Management Skills, Meetings, Multi-Criteria Decision Analysis, Negotiation, Observation and Conversation, Performance Reporting, Personnel Assessment Tools, Preassignment, Process Analysis, Procurement Negotiations, Project Management Information System, Project Performance Appraisals, Proposal Evaluation Tqs, Quality Audits, Quality Management and Control Tools, Recognition and Rewards, Team-BuildingActivities, Training, Virtual Teams

– O/P: Deliverables, CRs, Issue log, EEF & OPA & PjMP & Pj Doc Updates, – Tasks (& Skills): Build the team (HR-MP), Delegate and monitor work of the PMP,

Obtain resources & outsourced deliverables, Follow the Cost-MP/ Schedule-MP/ Scope-MP/ Requirements-MP/ Quality-MP/ Risk-MP/ Change-MP

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Summary Of M&C

• M&C – 50Qn 6 Tasks, 11 Processes, 12 Skills inc. PERT & EV (EQ 50/29 ≈ 1.7)– I/P: Agreements, Deliverables, Issue Log, Procurement Documents, Pj Calendars, Pj Communications, Pj Funding

Requirements, Pj Schedule, Quality Checklists, Quality MP, Quality Metrics, Requirements Documentation, Requirements Traceability Matrix, Risk Register, Schedule Data, Work Performance Data, Work Performance Reports

– T&T: “Seven Basic Quality Tools”, Analytical Tqs, Approved Change Requests Review, Change Control Tools, Claims Administration, Contract Change Control System, Earned Value Management, EJ, Forecasting, Group Decision-MakingTqs, Information management Systems, Inspection, Inspections and Audits, Leads and Lags, Meetings, Modelling Tqs, Payment Systems, Performance Reporting, Performance Reviews, Procurement Performance Reviews, Project Management Information System, Project Management Software, Records Management System, Reserve Analysis, Resource Optimization Tqs, Risk Audits, Risk Reassessment, Schedule Compression, Scheduling Tool, Statistical Sampling, Status Meetings, Technical Performance Measurement, To-Complete Performance Index (TCPI), Variance Analysis, Variance and Trend Analysis

– O/P: Change Log, Accepted Deliverables, Quality Control Measurements– Tasks (& Skills): Measure & communicate performance to S/H (using EV, thresholds, variance

and reporting procedures) to manage change to scope/ Cost/Time while deliverables meet quality standards (of QMP/ customer requirements/ business alignment)

• Id/ asses/ manage risks and issues, take approved corrective actions

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Summary Of Closing

• Closing – 16Qn Tasks, 2 Processes, 8 Skills (EQ16/17 <1)– I/P: Accepted Deliverables, Procurement Documents– T&T: Expert Judgment, Analytical Techniques, Meetings, Procurement Audits,

Procurement negotiations, Records Management System, – O/P: Final Product, Service, or Result Transition, Closed Procurements,

Organizational Process Assets Updates, – Tasks (& Skills): Obtain final acceptance and transition of results vs scope to customer.

Finalise legal/ admin/ archiving/ end-of-liability, distribute project summary & update knowledge bases with project lessons. Check satisfaction

• Cross Cutting Skills: Lead, Listen, Facilitate, Negotiate, Communicate, Present, Motivate, Prioritise, Make decisions, Handle conflict, Be sensitive & ethical, Build relationships, Gather data/ ideas (Brainstorm), Solve problems, Manage information, Manage Time

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Preview: Project Baseline Development and Maintenance

ScheduleDevelopment

Cr. Charter (4.1), ID Stakeholders (13.1), Acquire team members (9.2),

Strategic Risk (11.2)

Decompose Del’blesWBS (5.4 & 9.3/4) Team 9.1,2ActList(WkPkg 6.2) Inc Risk (11.2-5), Make-Buy:12.1

Dependencies-PDM6.3 (& 9.3) (&11.x)

Response toTactical Risk (11.5 & 9.3)

Approve PMP (4.2) FinalisedCost/ Time/ Scope baselines

Execute (4.3) Monitoring, Tracking & Control (4.4+5, 8.2+8.3+4.6, 5.5, 5.6, 6.7, 7.4, 8.3, 11.6, 12.39.2, 9.3& Close (4.6+12.4)

Cost Baseline7.3 (&9.3)

Scope & ResponsibilityBaseline (RAM) (9.3)

Schedule Baseline6.6-CPA (&9.3)

Cost &Resource Estimating

Build PMP (4.2 x.1) Deliverables (5.2, 5.3))Select stds (8.1), Plan Risk, Comms, HR etc

ScopeDevelopment

6.4/9.2 Resourcing (6.5 D = W ÷ (A x P))1st Work Assignments (RAM/RACI)

Level of Activity

Initiating Process Group

Planning Process Group

Executing Process Group Closing Process Group

Monitoring & Control Process Group

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Whole Breadth of PMBoK-G But Only a Shallow, Simple Picture

• 4.1 Initiation: ID SH Develop charter• 4.2 Planning

– Scope (& Reqts) MP + Cost MP + Time MP + HR Plan (& Staff MP) Collect Rqts Def Scope Create WBS Def Activities Sequence Act Dev Schedule

Estimate Activity Res & Est Act Durations Estimate Cost Determine Budget

Risk MP Risk ID HML & Numerical Responses StakeHolder MP + Quality MP + Procurement MP

Baseline• 4.3 Execute

– Acquire Staff Develop Team Manage Team Manage Contract Manage Comms Manage SH Do QA

• 4.4 & 5 Monitor & Control– Control Risk

Control Quality Validate Scope Control SH Engagement Control Comms Control Procurements

Control Cost/Time/Scope ICC • 4.6 Close: Close Contracts Close Phase or Project

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• Yo!• The EV Qns and the 1 page summary - the last bit to send you (I think)• For more questions I suggest using the list of links I sent previously• Please support each other with a study circle - maybe meet lunchtimes in the

canteen for a 30m Q-n-A on 'foggy spots'• Please Mail me your exam experiences, the balance of question types, Topic of

any questions that were a surprise and if possible the question's details• In this way we generate the sort of info that I have already forwarded to you for

future classes• Book the exam the exam next week for a week or 2 ahead - this is the best way to

maintain self-motivation, get it out of the way and use what is currently fresh in your mind.

• Today isn't the end - its the beginning• Best regards• Simon

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Summary

• The exam is easy – But there is a lot of study– Nearly finished the over view of structure

• Seen one practice exam• 175 Qn, 61% to pass, Prometrics + ID, Application, • Question: Long - Read the last 1 or 2 sentences first. Double take - Some are easy• Best = Plan 1st, Change is controlled, No Scope Creep, LfE & DATA, Stakeholder,

Progress, Communicate, Experts estimate, PM is Boss, NO assumptions, true in ALL cases

• Project/ Pgm/ Portfolio - pg 5,8,9, 42 "is", Ethics guide, • x.x.1.x i/p, .2. T&T, .3. o/p, EJ, OPA, EEF, 4 Stages, 5 PG, 10 KA• Initiation = 4.1 & 13.1 & 3 o/ps• Planning = 4.2 +5.1/234+bl (& O/P) + 6.1/2/3/4/56+bl (& O/P) + 7.123+bl (& O/P)• and 8.1+plan, 9.1+plan, 10.1+plan, 11.1+p/2/3/4/5 (& 2 O/P), 12.1+plan, 13.2+Plan

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Summary

• Know where the exam centre is, be early to park, dressed comfortably for AC or not, Photo ID, Something with a signature & Registration letter!!!

• Be able to draw the Key Memory Aids– From now on start each revsion by drawing pg61 (or equivalent) and all formulae aids– Know the 47 process opening lines "XXXX is the process of...."

• In exam Initiation “Early project activity” almost column 1 of pg 61 = SH, PM assigned, Highlevel project view defined– Planning = Scope & Time & Cost, …– Know where the major ITTO are created: Charter, SH, S/T/C baselines, The P/Q/R/Sh

Management plan(Strategy) and as many others as you can– Look for patterns in the naming eg ~ing

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Exam Thoughts

• Know Ch-1 view of Pj/Pgm/P'folio, Role of PM, EEFs OPA etc• Know Ch-2 Single phase and multi-phase projects: every phase uses IPEMCC =

4.1/2/3/45/6• Each includes the cross-cutting skills - See Appendix x3 for personal attributes• Think for each question

– Which process group, which process, which I/P or T&T or O/P, which role

• PM is chief, People are KEY, Historical data is crucial - Make & Use LL, Experts estimate, Always uncertain +/-, Always constraints & expectations, Process in proportion, Responds to business need, Be ethical

• After 1 minute– Guess and move on

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Revision Focus: Can You…

• M&C 4.4, 4.5, 5.5+5.6, 6.7, 7.4, 8.3, 10.3, 11.6, 12.3, 13.4… List processes, all “is” statements, PG’s i/p, o/p, t&t… Describe: Forecast – Cost & Schedule, CRs (Correct/Prevent/Repair) & Approved &

Change Log, CC Tools, WPI, EEF*2, OPA*2, EJ*2, Analytical tqs, PMIS, Meetings*2, WPR*2, PMP+PjDoc-Upd8*2, Config Mgmt (ID/CSA/V&A)

… Rqts Doc+Matrix*2, Verified-Deliverables, WPD*2, Inspect, Group DM, Accepted Deliverables, CRs*2, WPI*2, PjDocUpd8, OPA+Upd8, Variance Analysis

… PMP, Pj Schedule, WPD, • Closing 4.6, 12.4

… List processes, all “is” statements, Process Group’s i/p, o/p, t&t… Describe: … Accepted deliverables & transition, All OPA updates, Audits, Settlements

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Summary

• Questions?Ch 12: Project as customer, 12.1 Plan, OPA-Contract type, Make-Buy, PMP, P-SoW,

Selection Criteria, 12.2 Conduct (select Supplier), Solicitation, Conferences, Negotiation, Select, Sign 12.3 Control PmBok_in_Minature, Records & Claims 12.4 Close (admin), premature

Ch 13: .1 ID, Analyse Power & interest, Log SH's, Awareness etc, SMP, 13.2 Manage engagement (comms), 13.4 Close & archive

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The endwww.linkedin.com/in/simonharrispmp

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Navigation

• Animated Map• Materials Structure• BrownBook Summary• Cube of Stages & Phases• Processes by PG• All T&T• EVM

• Concepts Section– Project Baseline

Development– Initiating PG and Summary– Planning PG and Summary

and T&T– Executing PG and

Summary– Monitor and Control PG

and Summary– Closing PG and Summary

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