pmp presentation chapter 1 to 7

PMP Presentation

Saad Merie, PMPPlanning Engineer

Engosoft

Introduction

The Exam

PMBOK

Why I need PMP

PMP Preparation Course – Engosoft – Saad Merie

Introduction

PMP Holder Non-PMP Holder

Why I need PMP

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Introduction

PMBOK

Organizations & Framework

General Organizations

Knowledge Areas

Integration

Human Resources

Scope

Communication

Time

Risk

Cost

Procurement

Quality

Stakeholder


Framework

1. Introduction: General 1.2

Project?temporary endeavor undertaken to createa unique product, service, or result.

Considered Finished in three cases:

• Complete all objectives (from Owner Side).• Terminated when Can't Complete its objectives.• Terminated when there is no need for it anymore.


1. Introduction: General• Temporary: Has Start and End Dates• Creates a unique product• Progressively Elaborated

• Over the Product Life Cycle• Enhancements with production• Enhancements may be small projects

Project

Operation

1.2PMP Preparation Course – Engosoft – Saad Merie

1. Introduction: General

Project

Operation


Building an Extension on a houseShelving books at the libraryBaking a wedding cakeWatering Plants Twice a

weekRunning an assembly line

in a toy factoryOrganizing a large

conference

1. Introduction: GeneralPortfolioSubportfoli

o

Programs

Projects

ProgramSubprogram

Projects

ProjectPhase 1 Phase 2

1.2.1



Project

Result of Company’s Strategic

Considerations

Program

Coordination between projects to obtain benefits not

available by managing projects

individually

Portfolio

Manage Programs and Projects

together to achieve Company’s Strategic

Objectives



Market Demand

Business Need

Social Needs

Environmental Needs

Customer request

Technological advance

Legal Requirement

Why we make a Project?

1.4.3


1. Introduction: GeneralProject Management Office PMO

Supportive

Act like Consultant

Templates, best practices, Training

Projects May not follow PMO instructions

Low Control

Controlling

Force Projects to follow PMO rules

Rules may be management

framework and methodologies

Moderate Control

DirectiveAct like project

manager

High Control

1.4.3


1. Introduction: GeneralProject Management Office PMO

Supportive

Controlling Directive

1.4.3


Provides the process documents and templates

for your project.

A centralized group of project managers who are

assigned to manage projects.

When a project gets started, this group makes sure that the team has followed all of the initiating processes and have the right approvals to

startworking.

When you sit down to do your risk planning for your project, you go to them to find a good example of a risk plan that’s

been useful on other projects.


Initiating

What is Project management?

Closing

Planning

Executing

Monitoring and

Controlling

5 Process Groups47 Processes


2.1 Organizational Influences 2.1

Organization?

Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing a purpose, which may involve undertaking projects.Structure

Functional

Matrix

Projectized

Culture and Style

Values

Reward System

Policies

Communications

Distance Effect

Technology Usage


2.1 Organizational Influences 2.1.3

Organizations Structure Types

Each Employee has one boss (The Functional

Manager)Employees are staffed by department (Production,

Marketing, Finance ..)Each Department do its part in the project interdependent

from other departments

Coordination on Functional Managers

Level

Functional Organization



Organizations Structure Types

Project Manager is assigned as coordinator

Project Manager has some Authorities

Each Department do its part in the project in Coordination

with Other Departments

Coordination on Lowest Level

Weak Matrix Organization



Organizations Structure Types Balanced Matrix Organization

Project Manager work full timeProject Manager

has more Authorities

Project Manager is under Functional

Manager Department



Organizations Structure Types Strong Matrix Organization

Project Manager work full timeProject Manager has wide but not full Authorities

Project Manager is under Projects Management

Department



Organizations Structure Types Projectized Organization

Project Team work in same place

Project Manager has full Authorities

All Company’s Resources located

in the projects



Organizational Structure Effect



Organizational Process Assets (OPA)

OPA

The plans, processes, policies, procedures, and Knowledge bases specific to and used by the performing organization.

The Project Team can follow OPA when needed.



Organizational Process Assets (OPA)

OPA

• Internal Guidelines and Policies• Internal Forms and Templates• Change Procedures• Financial controls procedures• Risk control procedures• Historical information and lessons

learned• Project files from previous projects



Enterprise Environmental Factors (EEF)

EEF

Refer to conditions, not under the control of the project team, that influence, constrain, or direct the project.



Enterprise Environmental Factors (EEF)

EEF

• Organizational culture and structure• Government or industry standards• Existing human resources• Personnel administration• Marketplace conditions• Political climate• Project management information system


2.2 Project Stakeholders 2.2.1

Stakeholders?

All interested entities that may affect on the project in Positive or Negative way.• Project Team• Project Manager• The Owner• The Consultant• Competitor


2.2.3 Project Success 2.2.3

Scope

Time

Cost

QualityResources and Risk

Will be measured in terms of completing the project within the constraints of:

As Approved


2.4 Project Life Cycle 2.4

A project life cycle is the series of phases that a project passes through from its initiation to its closure.

Design

Phase

Construction Phase

Maintenance Phase


Project Life

Cycle


Design

Phase•Initiating•Planning•Executing•Controlling•Closing

Constructio

n Phase

•Initiating•Planning•Executing•Controlling•Closing

Maintenanc

e Phase

•Initiating•Planning•Executing•Controlling•Closing

THE PROJECT



Predictive

Plan Driven / Waterfall

Scope, Time and Cost Determined early and everything is planned

Construction Projects

Iterative

Repetitive iterations or phases to develop the

product

Each iteration include activities from process

groups

Design Projects

Adaptive

Change Driven / Agile

Product Concept Submitted in short period and enhance

with next submission

Software Projects

Types


2.4 Project Life Cycle 2.4PMP Preparation Course – Engosoft – Saad Merie

3. Project Management ProcessesWhat is Project management?


T 3-1Knowledge

Areas

Project Management Process GroupsInitiating Process Group

Planning Process Group

Executing Process

Group

Monitoring and Controlling

Process Group

Closing Process Group

4. Project Integration Management

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

4.6 Close Project or Phase

5. Project Scope Management

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope5.6 Control Scope

6. Project Time Management

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

6.7 Control Schedule


T 3-1

Knowledge Areas

Project Management Process Groups

Initiating

Process Group


Executing Process Group

Monitoring and

Controlling Process Group


7. Project Cost Management

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

7.4 Control Costs

8. Project Quality Management

8.1 Plan Quality Management

8.2 Perform Quality Assurance

8.3 Control Quality

9. Project HR Management

9.1 Plan Human Resource Management

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10. Project Communication Management

10.1 Plan Communications Management

10.2 Manage Communications

10.3 Control Communications


T 3-1Knowledge

Areas

Project Management Process GroupsInitiating Process Group



Monitoring and Controlling

Process Group


11. Project RiskManagement

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

11.6 Control Risks

12. ProjectProcurementManagement

12.1 Plan Procurement Management

12.2 ConductProcurements

12.3 ControlProcurements

12.4 CloseProcurements

13. ProjectStakeholderManagement

13.1 IdentifyStakeholders

13.2 Plan Stakeholder Management

13.3 ManageStakeholderEngagement

13.4 ControlStakeholderEngagement


3. Project Management ProcessesProject Information

3.1

Work Performance Data

Work Performance Information

Work Performance Report

s


Common Terms in PMBOK

Process

Series of activates to get an output(s)

Deliverable

Any Unique and Verifiable result required to be produced to

complete the project

WBS

Work Breakdown Structure

554PMP Preparation Course – Engosoft – Saad Merie


Baseline

Approved Version of a work product that can be changed only

through formal Change Request

Change Request

A formal proposal to modify any document,

deliverable, or baseline.

EEF

Conditions, not under the immediate control of the team,

that influence, constrain, or direct

the project



Expert Judgment

Judgment provided based upon

expertise in an application area

Milestone

A significant point or event in a project

Product

An artifact that is produced, is

quantifiable, and can be either an end item in itself or a component item



PMIS

Project Management Information System

Requirement

A condition or capability that is

required to be present in a product,

to satisfy the contract

Resource

ManpowerEquipment

And Materials



Work Authorization System

Formal Document define who is authorized to do what, and which are the procedures for the work to be done


Exam Questions QPMP Preparation Course – Engosoft – Saad Merie

A project is handled by departments of an organization and expedited by a project coordinator. Which of the following statements is most likely to be true?

a) The performing organization is a weak matrixb) The performing organization is doing "management by projects"c) The performing organization is a strong matrixd) The performing organization is Projectized.


Which of the following is NOT a type of project management office?

A. DirectiveB. Value-drivenC. SupportiveD. Controlling


Which of the following is NOT a characteristic of a project?

A. TemporaryB. StrategicC. Specific resultD. Progressively elaborated


Which of the following is NOT true about portfolio management?

A. The portfolio manager judges the success of the portfolio by combining data from all of its programs and projects.B. A portfolio can contain projects and programs.C. A portfolio is organized around a business goal.D. A portfolio is always a group of programs.


A project coordinator is having trouble securing programmers for her project. Every time she asks her boss to give a resource to the project he says that they are too busy to help out with her project. Which type of organization is she working in?

A. FunctionalB. Weak MatrixC. Strong MatrixD. Projectized


You’re a project manager working on a software engineering project. The programmers have started building the software, and the testers have started to create the test environment. Which process group includes these activities?

A. InitiatingB. PlanningC. ExecutingD. Closing


Which of the following is NOT true about overlapping phases?

A. Each phase is typically done by a separate team.B. There’s an increased risk of delays when a later phase can’t start until an earlier one ends.

C. There’s an increased risk to the project due to potential for rework.

D. Every phase must go through all five process groups.


4

Integration?

includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups

Knowledge Areas


Initiating

Process Group



Monitoring and




4.1 Develop project Charter

4.2 Develop ProjectManagement Plan

4.3 Direct andManage ProjectWork

4.4 Monitor and Control Project Work4.5 Perform Integrated ChangeControl

4.6 Close Projector Phase



4.1

4.1 Project Charter

document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.



4.1

4.1 Project Charter

• Formally Authorize the project• Define Start and End• Create official record for the project• Guarantee that the project align with company’s

strategic goals• It is not a contract• Approved and Changed by the sponsor• should be general so we don’t change it• Scope Changes subject to what is written in Charter• Without Charter, Project Cannot begin



4.1

4.1 Develop Project Charter

Inputs

.1 Project statement of work

.2 Business case

.3 Agreements

.4 Enterprise environmental factors

.5 Organizational process assets

Tools & Techniques

.1 Expert judgment

.2 Facilitation techniques

Outputs

.1 Project charter



4.1

• Description of the product that the project create• Part of the Tender or the Contract• Refer to:• Business need (same as following business case)• Company’s Strategic Plan and where the project fit in

it.

4.1 Develop Project Charter4.1.1 Develop Project Charter: Inputs

4.1.1.1 Project Statement of work



4.1

• Describe from business point of view if the project worth investment.

• Determine Project Boarder• Business Case define why we created the project (same

reasons mentioned before here)


4.1.1.2 Business Case



4.1

• Can be Contract, Letter of Agreement, Letter of Intent, Email, or any other formal document


4.1.1.3 Agreements



4.1

• Consultants• Stakeholders• Technical Advisors• Industry Experts• Subject Matter Experts (SME)• Project Management Office (PMO)

4.1 Develop Project Charter4.1.2 Develop Project Charter: Tools and Techniques

4.1.2.1 Expert Judgment



4.1

• Brainstorming• Conflict Resolution• Problem Solving• Meeting Management

4.1 Develop Project Charter4.1.2 Develop Project Charter: Tools and Techniques

4.1.2.2 Facilitation Techniques



4.1

4.1 Develop Project Charter4.1.3 Develop Project Charter: Outputs

4.1.3.1 Project Charter

Project Manager Authority

Project Purpose

Project Objectives

Assumptions and

ConstraintsCustomer Needs

High Level Requirement

s



4.2

the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The key benefit of this process is a central document that defines the basis of all project work


4.2 Project Management

Plan


4.2

4.2 Project Management

Plan

• Define how to Execute, Monitor and Close Project.

• It is Progressively Elaborated and prepared over the project life cycle until project close.

• It is controlled and approved through Perform Integrated Change Control Process.

• When it is baselined, it can be changed Only with Change Request.



4.2

4.2 Develop Project Management Plan

Inputs

.1 Project charter

.2 Outputs from other processes



Tools & Techniques

.1 Expert judgment

.2 Facilitation techniques

Outputs

.1 Project management plan



4.2

4.2 Develop Project Management Plan4.2.3 Develop Project Management: Outputs

4.2.3.1 Project Management Plan

• All other management plans• Scope Baseline, Schedule Baseline, Cost baseline• Selected Project life cycle• Selected processes for this project• Description of the Tools and Techniques for those processes• Description how we maintain the integrity of the baselines• Open Issues and cases



4.3

4.3 Direct and Manage

Project Work

the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.The key benefit of this process is that it provides overall management of the project work.



4.3


Inputs


.2 Approved change requests



Tools & Techniques

.1 Expert judgment

.2 Project management information system

.3 Meetings

Outputs

.1 Deliverables

.2 Work performance data

.3 Change requests

.4 Project management plan updates

.5 Project documents updates



4.3

• Perform Project Activities• Create Deliverables• Acquire, Train and manage project team• Get and manage resources• Apply method of Statements• Create and manage communication tunnels• Issue Change Requests• Manage Risks, Procurement and stakeholders• Collect and manage lessons learned• Apply process enhancements




4.3

4.3 Direct and Manage Project Work4.3.1 Direct and Manage Project Work: Inputs

4.3.1.2 Approved Change Requests

• Outcome from 4.5 Perform Integrated Change Control• CRs which approved by CCB (Change Control Board)

• Approve• 4.5 Perform

Integrated Change Control

CR• Implement• 4.3 Direct and

Manage Project Work

Approved CR

• Follow up• 4.4 Monitor

and Control Project Work

Validated CR



4.3

4.3 Direct and Manage Project Work4.3.2 Direct and Manage Project Work: Tools and Techniques

4.3.2.2 Project Management Information System (PMIS)

Part of EEF that Contain:• Scheduling Tool• Work Authorization System• Configuration Management System• Information Collection and Distribution System• Interface to Online Automated System• Automated Gathering and Reporting on KPIs



4.3

4.3 Direct and Manage Project Work4.3.2 Direct and Manage Project Work: Tools and Techniques

4.3.2.3 Meetings

• Three Types: 1. Information Exchange.2. Brainstorming and Options Evaluation.3. Decision Making.

• The Best Practice is to make each type in separate meeting.• Each meeting should have specific Agenda, Purpose and Time.• Should Documented through MOM and Action Items.• MOM to be saved in PMIS as planned.• Preferably FACE to FACE meeting.



4.3

4.3 Direct and Manage Project Work4.3.3 Direct and Manage Project Work: Outputs

4.3.3.1 Deliverables

Any Unique and Verifiable result required to be produced to complete the project.


Work Performance Data

Work Performance Information

Work Performance Report

s


4.3


4.3.3.2 Work Performance Data



4.3


4.3.3.3 Change Requests

• CR: A formal proposal to modify any document, Deliverable, or baseline.

• CRs are implemented in this process only.

Corrective Action

Realign Project Performance with

Project Management Plan

Preventive Action

Insure that future performance is

aligned with Project Management Plan

Defect Repair

Modify the product or part of

it as per requirements and

standards

Updates

Update plans and documents to match new

idea or content



4.3



Corrective Action Preventive Action Defect Repair Updates


Honeycomb at Columns

Costs are over budget

Final Project Cost may exceed

BudgetChange Wall

Colors


4.4

the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, Schedule, and scope forecasts.

4.4 Monitor and Control Project Work



4.4

• Compare Actual vs Planned Performance• Determine if Change Request is needed• Identify new Risks and follow up current ones• Monitor Product Status• Analyze project information • Prepare Cost and Schedule Estimates • Follow up Implemented Change Requests




4.4

Inputs


.2 Schedule forecasts.3 Cost forecasts

.4 Validated changes.5 Work performance information



Tools & Techniques

..1 Expert judgment

.2 Analytical techniques

.3 Project management information system

.4 Meetings

Outputs

.1 Change requests

.2 Work performance reports






4.4

4.4 Monitor and Control Project Work4.4.1 Monitor and Control Project Work: Inputs

4.4.1.2 Schedule Forecasts

Comes from Control Schedule Process

4.4.1.3 Cost Forecasts

Comes from Control Costs Process



4.4


4.4.1.4 Validated Changes




Manage Project Work

Approved CR



Validated CR



4.4


4.4.1.5 Work Performance Information

Performance DataFrom 4.3

Performance Information

Performance Reports



4.4

4.4 Monitor and Control Project Work4.4.2 Monitor and Control Project Work: tools and Techniques

4.4.2.2 Analytical Techniques

Regression Analysis

Grouping Methods

Casual Analysis

Root Cause Analysis



4.4

4.4 Monitor and Control Project Work4.4.3 Monitor and Control Project Work: Outputs


Comparing Performance Results with Plan may require CR

4.4.3.2 Work Performance Reports

• Reports is the way to show information in useful interface to make it easy for decision makers, or to highlight problems.

• It is part of Project Documents• Contain: Project Status, Memos, Reasons of Delay, Notes,

Recommendations, Updates.



4.5

the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition.

The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.

4.5 Perform




4.5

• It is Project Manager Responsibility Entirely • It started from first inspection in the project till close• CRs may be requested by a stakeholder• All CRs should be documented officially• Estimate the impact of CR on time and cost• Approval through Change Control Board (CCB)• CCB can be one person and can include the sponsor• Approved and Rejected CRs to be distributed • Approved CRs will be implemented through 4.3

4.5 Perform




4.5

Configuration Management Control Keep: 1. Deliverables Specs2. Processes Specs

4.5 Perform


Change Management Control:1. Manage Changes on Deliverables2. Manage Changes on Documents3. Manage Changes on Baselines and Plans



4.5

Inputs


.2 Work performance reports

.3 Change requests



Tools & Techniques

.1 Expert judgment

.2 Meetings

.3 Change control tools

Outputs

.1 Approved change requests

.2 Change log



4.5 Perform Integrated Change Control



4.5

4.5 Perform Integrated Change Control4.5.1 Perform Integrated Change Control: Inputs





Manage Project Work

Approved CR



Validated CR

Project Manager Main Priority is to resist unnecessary changes



4.5

4.5 Perform Integrated Change Control4.5.3 Perform Integrated Change Control: Outputs

4.5.3.2 Change Log

• Approved and Rejected CRs to be documented in Change Log

• to be updated and distributed Regularly to entities and stakeholders

• Change Log is part of Project Documents



4.6

the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase.The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

4.6 Close Project or

Phase



4.6

Inputs


.2 Accepted deliverables


Tools & Techniques

.1 Expert judgment


.3 Meetings

Outputs

.1 Final product, service, or result

transition

.2 Organizational process assets updates

4.6 Close Project or Phase



4.6

4.6 Close Project or Phase4.6.1 Close Project or Phase: Inputs

4.6.1.2 Accepted Deliverables

• Control QualityDeliverable • Validate Scope

Verified

Deliverable

• Close Project / Phase

Accepted

Deliverable



4.6

4.6 Close Project or Phase4.6.3 Close Project or Phase: Outputs

4.6.3.2 Organizational Process Assets Updates

OPA to be update: • Project file in Company’s Archive • Lessons learned

If the owner has no more money to pay for the projectThen We have to close it



A team member approaches you with a change that could cut your schedule down by a month. What is the first thing you should do?A. Write up a change request and see if you can get it approved.B. Make the change; it’s going to save time and nobody will want the project to take longer than it should.C. Figure out the impact on the scope of the work and the cost before you write up the change request.D. Tell the team member that you’ve already communicated the deadline for the project, so you can’t make any changes now.


Brandi is a project manager on a software project. About halfway through development, her team found that they had not estimated enough time for some of the technical work they needed to do. She requested that the new work be added to the scope statement and that the time to do the work be added to the schedule. The change control board approved her change. What’s her next step?

A. Update the scope and schedule baselines to reflect the approved change.B. Start doing the work.C. Gather performance metrics on the team’s work so far.D. Perform Quality Assurance.


You have just delivered a product to your client for acceptance when you get a call that some features they were expecting are missing. What’s the first thing you should do?

A. Get your team together and reprimand them for building a product that doesn’t meet user expectations.B. Tell the client that the product passed all of your internal quality inspections and scope verification processes, so it must be fine.C. Tell the team to start building the missing features into the product right away.D. Call a meeting with the client to understand exactly what is unacceptable in the product and try to figure out what went wrong along the way.


Which of the following BEST describes the main purpose of the project charter?

A. It authorizes the project manager to work on the project.B. It identifies the sponsor and describes his or her role on the project.C. It contains a list of all activities to be performed.D. It describes the initial scope of the work.


Which of the following is NOT a characteristic of the Project Management plan?A. Collection of subsidiary plansB. Formal, written communicationC. A bar chart that shows the order of tasks and their resource assignmentsD. Must be approved by project sponsor


You are a project manager for a software project. Your team buys a component for a web page, but they run into defects when they use it. Those defects slow your progress down considerably. Fixing the bugs in the component will double your development schedule, and building your own component will take even longer. You work with your team to evaluate the cost and impact of all of your options and recommend hiring developers at the company that built the component to help you address problems in it. That will cost more, but it will reduce your delay by a month. What is your next step?A. Fix the component.B. Write up the change request and take it to the change control board.C. Start Plan Procurements so you can get the contract ready for the vendor.D. Change the scope baseline to include your recommendation.


The terms of union contracts are considered ______________ in your project plan.A. AssumptionsB. ConstraintsC. RequirementsD. Collective bargaining agreements

5. Project Scope Management 5

includes the processes required to ensure that the project includes all the workrequired, and only the work required, to complete the project successfully.

Knowledge Areas


Initiating

Process Group



Monitoring and



5. Project Scope Management

5.1 Plan ScopeManagement5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

5.5 Validate Scope

5.6 Control Scope

Scope Management



Product Scope

Specs and Properties of the required Product

Final Product Should be Compared with Product Requirements (5.2)

Project Scope

It is the work required to get the product

Final Result should be compared with Project Management Plan



Scope Change

Controlled

Uncontrolled

(Gold Plating)

(Scope Creep)



Inputs


.2 Project charter



Tools & Techniques

.1 Expert judgment

.2 Meetings

Outputs

.1 Scope management plan

.2 Requirements management plan

5.1 Plan Scope Management



5.1 Plan Scope Management5.1.3 Plan Scope Management: Outputs

5.1.3.1 Scope Management Plan

A plan to define how the Scope will be defined, Managed, Controlled and Checked.

5.1.3.2 Requirements Management Plan

A plan to define how the requirements will be analyzed, documented and managed.



The Process of collect, document and manage stakeholders requirements to achieve project objectives.

Project Success Depend on how much stakeholder involve in collect and document requirements process

5.2 Collect Requirement

s



5.2 Collect Requirements

Inputs


.2 Requirements management plan

.3 Stakeholder management plan

.4 Project charter

.5 Stakeholder register

Tools & Techniques

.1 Interviews

.2 Focus groups

.3 Facilitated workshops

.4 Group creativity techniques

.5 Group decision-making techniques

.6 Questionnaires and surveys

.7 Observations

.8 Prototypes

.9 Benchmarking

.10 Context diagrams

.11 Document analysis

Outputs

.1 Requirements documentation

.2 Requirements traceability matrix



5.2 Collect Requirements

Business Requirement

sStakeholder

Requirements

Solution Requirement

s

Transition Requirements

(Training)



5.2 Collect Requirements5.2.2 Collect Requirements: Tools and Techniques

5.2.2.2 Focus Groups

Arranged meetings between the prequalified stakeholders and subject matter experts to get their ideas about the required product.




5.2.2.3 Facilitated Workshops

• Workshop between The Key Stakeholders • It increases trust between Stakeholders• One example is Joint Application Design (JAD) in software field• Other example is Quality Function Development QFD in industries• QFD Start with collecting customer need which known as Voice of

Customer VOC.• The requirements get arranged and prioritized.




5.2.2.4 Group Creativity Techniques

• Brainstorming• Nominal Group Technique: same as brainstorming but with vote• Idea/Mind Mapping: put all the ideas in one map• Affinity Diagram: put similar ideas in groups• Multi criteria Decision Analysis: add several criteria to ideas




5.2.2.5 Group Decision Making Techniques

• Unanimity (All) • Majority (More than 50%)• Plurality (Most of, Less than 50%)• Dictatorship

5.2.2.6 Questionnaires and Surveys

When trying to get requirements from wild audience, or several places.




5.2.2.7 Observations

• Known as Job Shadowing• Check how experts do the work• Used when it is hard to get the requirements

5.2.2.8 Prototypes

• To get early feedback on requirements and Model of the product.• Type of Risk Avoidance




5.2.2.9 Benchmarking

• Compare current practice with Best Practice

5.2.2.10 Context Diagrams

• Chart that show the whole process

5.2.2.11 Document Analysis

• We can get requirements by analyzing some documents like business plans, market conditions, agreements, request for proposal…



5.2 Collect Requirements5.2.3 Collect Requirements: Outputs

5.2.3.1 Requirements Documentation

Requirements Have to be:1. Unambiguous (measurable and testable)2. Traceable3. Complete4. Consistent 5. Acceptable to key stakeholders



5.2 Collect Requirements5.2.3 Collect Requirements: Outputs

5.2.3.2 Requirements Traceability Matrix

• It link Requirements with Deliverables, and Reduce Gold plating• The benefit of it is to insure that each requirement add business

value• It is the basis of Requirement Management



the process of developing a detailed description of the project and product.

Not all requirements will be in the scope of works, here we define which requirements should be included.

5.3 Define Scope



5.3 Define Scope

Inputs


.2 Project charter



Tools & Techniques

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation

.4 Facilitated workshops

Outputs

.1 Project scope statement




5.3 Define Scope5.3.2 Define Scope: Tools and Techniques

5.3.2.2 Product Analysis

• It is used when the project is created to make a product only• To get the product, there are several ways, analyzing the product

help to define them

5.3.2.3 Alternatives Generation

• Analyze all possible methods to accomplish the project



5.3 Define Scope5.3.3 Define Scope: Outputs

5.3.3.1 Project Scope Statement

It is progressively elaborated, and contains:• Product Scope Description• Acceptance Criteria• Deliverables list• Project Exclusion (what is excluded) • Constraints• Assumptions (Assumed in Charter, Detailed in Define Scope)



the process of subdividing project deliverables and project work into smaller, more manageable components.

The project decomposed into work packages, each one represent the lowest level that work can be managed, estimate, and controlled.

5.4 Create WBS



5.4 Create WBS

Inputs






Tools & Techniques

.1 Decomposition

.2 Expert judgment

Outputs

.1 Scope baseline




5.4 Create WBS5.4.2 Create WBS: Tools and Techniques

5.4.2.1 Decomposition

• Subdividing Scope intro smaller components • It is progressively elaborated, and this known as Rolling

Wave Planning • Level of decomposition depend on the project complexity• Decomposition can be by Stage or Deliverable• Extra Decomposition make work hard to follow up



5.4 Create WBS5.4.3 Create WBS: Outputs

5.4.3.1 Scope Baseline

WBS Diction

aryWBS

Scope Statem

ent

Scope Baseli

ne



5.4 Create WBS5.4.3 Create WBS: Outputs

5.4.3.1 Scope Baseline

WBS Dictionary includes details about each WBS like:• WBS Accounts Code• Work Description• Constraints and Assumptions• Entity in charge• Internal Activities• Cost, time, resources estimates



the process of formalizing acceptance of the completed project deliverables.

5.5 Validate Scope



5.5 Validate Scope

Inputs




.4 Verified deliverables


Tools & Techniques

.1 Inspection


Outputs

.1 Accepted deliverables

.2 Change requests

.3 Work performance information




5.5 Validate Scope5.5.3 Validate Scope: Outputs

5.5.3.1 Accepted Deliverables

• Control QualityDeliverable • Validate Scope

Verified

Deliverable

• Close Project / Phase

Accepted

Deliverable



the process of monitoring the status of the project and product scope and managing changes to the scope baseline.

Scope Creep: the additional work added to scope without consideration for time or cost or resources.

5.6 Control Scope



5.6 Control Scope

Inputs






Tools & Techniques

.1 Variance analysis

Outputs


.2 Change requests






Which of the following best describes decomposition?

A. Waiting for a task to expire so that it can break down into smaller tasksB. Taking a deliverable and breaking it down into the smaller work Packages so that it can be organized and plannedC. Categorizing work packagesD. Dividing work packages into deliverables that can be planned for


Tom is the project manager of an accounting project. He has just finished defining the scope for the project and is creating the WBS. He goes to his organizational process asset library and finds a WBS from a past project to use as a jumping-off point. Which of the following describes the asset that Tom is using?A. DecompositionB. Delphi techniqueC. BrainstormingD. Templates


Which of the following is the correct order of the Monitoring and Controlling processes for Scope Management?

A. First Validate Scope, then Control Scope.B. First Control Scope, then Validate Scope.C. Both happen simultaneously.D. There is not enough information to decide.


You are managing a software project. During a walkthrough of newly implemented functionality, your team shows you a new feature that they have added to help make the workflow in the product easier for your client. The client didn’t ask for the feature, but it does look like it will make the product easier to use. The team developed it on their own time because they wanted to make the client happy. You know this change would never have made it through change control. What is this an example of?

A. Gold platingB. Scope creepC. Alternatives analysisD. Schedule variance


You are developing the project scope statement for a new project. Which of the following is NOT part of creating a project scope statement?

A. Validate ScopeB. Using the project charterC. Alternatives identificationD. Obtaining plan approval


The scope baseline consists of:

A. The Scope Management plan, the project scope statement, and the WBSB. The Scope Management plan, requirements documents, and the WBSC. The Scope Management plan, the WBS, and the WBS dictionaryD. The project scope statement, the WBS, and the WBS dictionary


You are the project manager on a construction project. As you’re planning out the work your team will do, you divide up all of the work into work packages and create a WBS that shows how they fit into categories. For each one of the work packages, you write down details such as initial estimates and information about what account it should be billed against. Where do you store all of that information?

A. Scope Management planB. WBSC. WBS dictionaryD. Project scope statement

6. Project Time Management 6

includes the processes required to manage the timely completion of the project.

Knowledge Areas


Initiating

Process Group


Executing

Process Group

Monitoring and



6. Project Time Management

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule


Time Management



6.1 Plan Schedule Management

Inputs


.2 Project charter



Tools & Techniques

.1 Expert judgment


.3 Meetings

Outputs

.1 Schedule management plan



6.1 Plan Schedule Management6.1.3 Plan Schedule Management: Outputs

6.1.3.1 Schedule Management Plan

• Methodology and tool of developing project schedule • Accuracy level of estimating• Units (days, months?) and Calendars • Updating Schedule procedures • Control Thresholds • Performance measurement rules (like EVM)• Reports samples



6.2 Define Activities

Inputs


.2 Scope baseline



Tools & Techniques

.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

Outputs

.1 Activity list

.2 Activity attributes

.3 Milestone list



6.2 Define Activities6.2.2 Define Activities: Tools and Techniques

6.2.2.2 Rolling Wave Planning

Iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

It is a form of progressive elaboration.



6.2 Define Activities6.2.3 Define Activities: Outputs

6.2.3.2 Activity Attributes

Other attributes to be added to activity list like:• Activity ID• WBS ID• Activity Start and End Dates • Successor and Predecessor• Resources requirements



6.3 Sequence Activities

Inputs


.2 Activity list.3 Activity attributes

.4 Milestone list.5 Project scope statement.6 Enterprise environmental factors


Tools & Techniques

.1 Precedence diagramming method

(PDM)

.2 Dependency determination

.3 Leads and lags

Outputs

.1 Project schedule network diagrams




6.3 Sequence Activities6.3.2 Sequence Activities: Tools and Techniques

6.3.2.1 Precedence Diagramming Method (PDM)

One way to show it is AON (Activity on Node)The Activity on node, and the relationship on ArrowIt has 4 types of relationships:FS,FF,SS,SF

A




6.3.2.2 Dependency Determination

Mandatory Dependencies

Hard LogicContractually or legally

required

Inherent in the nature of work

Has Physical limits

It is not Constraints

Discretionary Dependencies

Soft Logic

Best Practice

Documented

External Dependencies

Out of Project team control

Internal Dependencies

Under project team control




6.3.2.3 Leads and Lags



6.3 Sequence Activities 6.3.3 Sequence Activities: Outputs

6.3.3.1 Project Schedule Network Diagrams

Workflow shows logical relationships between activities, and explanation for strange ones.



6.4 Estimate Activity Resources

Inputs


.2 Activity list.3 Activity attributes

.4 Resource calendars.5 Risk register

.6 Activity cost estimates.7 Enterprise environmental factors


Tools & Techniques

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom-up estimating

.5 Project management software

Outputs

.1 Activity resource requirements

.2 Resource breakdown structure




6.4 Estimate Activity Resources6.4.2 Estimate Activity Resources: Tools and Techniques

6.4.2.2 Alternative Analysis

• Manual vs Automatic• Buy vs Build vs Rent



6.4 Estimate Activity Resources6.4.3 Estimate Activity Resources: Outputs

6.4.3.1 Activity Resource Requirements

• Quantity and Type• Assumptions and Basis of Estimate• Availability



6.5 Estimate Activity Durations

Inputs


.2 Activity list



.5 Resource calendars


.7 Risk register




Tools & Techniques

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three-point estimating


.6 Reserve analysis

Outputs

.1 Activity duration estimates




6.5 Estimate Activity Durations6.5.2 Estimate Activity Duration: Tools and Techniques

6.5.2.2 Analogous Estimating

• Use date from old project for same activity • Activity should be same quantity• Used when we don’t have a lot of information• Pros: Low cost and Time• Cons: Lack of Accuracy




6.5.2.3 Parametric Estimating

• Depends on unit estimate • Like square meter cost in construction • More Accuracy




6.5.2.4 Three-Point Estimating

Depend on Pert Technique:tO: Optimistic tP: Pessimistic tM: Most Likely




6.5.2.5 Group Decision-Making Techniques

• Brainstorming , Delphi Technique , Nominal group• Used to enhance estimates• People who participate in estimates tend to keep their

words.




6.5.2.6 Reserve Analysis

Contingency Reserves

Known-unknownsAccepted Identified Risks which have response Strategies

Can be % or fixed numberCalculated by Monte-Carlo Simulation

Visited while executingDocumented

Management Reserves

Unknown-Unknowns

Unseen work inside scope

Not part of Schedule Baseline

Part of Overall Project Duration Requirements



The process of analyzing activity sequences, durations, resource requirements, andschedule constraints to create the project schedule model.

6.6 Develop Schedule



6.6 Develop Schedule

Inputs


.2 Activity list


.4 Project schedule network diagrams


.6 Resource calendars

.7 Activity duration estimates


.9 Risk register

.10 Project staff assignments




Tools & Techniques

.1 Schedule network analysis.2 Critical path method.3 Critical chain method

.4 Resource optimization techniques

.5 Modeling techniques.6 Leads and lags

.7 Schedule compression.8 Scheduling tool

Outputs

.1 Schedule baseline

.2 Project schedule

.3 Schedule data

.4 Project calendars





6.6 Develop Schedule6.6.2 Develop Schedule: Tools and Techniques

6.6.2.2 Critical Path Method (CPM)


Time

A

C

E

B

D

Float





Time

FreeFloat

TotalFloat

A

B

C

D




• Critical path is the longest path represent minimum project duration• Calculate ES,LS,EF,LF for all activities using forward pass and backward

pass• It doesn’t consider Resources Limitation• It is used to Calculate float for each path in the Scheduling model• Total float: amount of time the activity can be late without making project

late• Free float: amount of time the activity can be late without making next ES

late• Total float for Critical path = 0 (Usually)




6.6.2.3 Critical Chain Method


CP

Path 1

Path 2

Buffer

Buffer



6.6.2.3 Critical Chain Method

• We add Buffer for each path to consider Resources Limitation and Uncertainty

• It developed from CPM• It consider resource levelling and optimization• Critical Chain is Critical Path constrained by resources • Instead of Float Management, we have Buffer Management• We add Feeding Buffer on non-critical paths




6.6.2.4 Resource Optimization Techniques

Resource Levelling

Adjust Actives Start and Finish to get balanced resource requirements

Used when we have same Resources for same period

Done on Critical Path

It may extend the project

Resource Smoothing

Adjust Activities Start and Finish in Free / Total Float

Put fixed limit for resources

Not on Critical path

No project extension




6.6.2.5 Modelling Techniques

What-if Scenario Analysis• Study each scenario and its impact on the project• What would happen in Scenario X?• It help with contingency plans

Simulation• Check project duration with different estimates (like three point estimates)• Most famous one is Monte Carlo Simulation• We choose several input values randomly and check possible project

duration• We put possibilities in Histogram




6.6.2.5 Modelling Techniques




6.6.2.7 Schedule Compression

Crashing

Add Resources

Add Overtime

Applied on Critical Path

May increase Risk and Cost

Fast Tracking

Make Activities Overlapping

Modify Leads and Lags

May cause re-work

May increase Risk



6.6 Develop Schedule6.6.3 Develop Schedule: Outputs

6.6.3.1 Schedule Baseline

It is the Approved version of Schedule Model, and used as basis of comparison

6.6.3.2 Project Schedule

In the beginning of project it is same as schedule baseline, then it get updates• Bar Chart or Gantt Chart• Milestone Chart• AON



6.6 Develop Schedule6.6.3 Develop Schedule: Outputs

6.6.3.3 Schedule Data

• Resources Histogram• Alternative Schedules in Best case or Worst Case• Contingency Reserves • Cash-Flow (later)• Procurement Schedule• Submittals Schedule• Assumptions and Constraints• Attributes




Inputs


.2 Project schedule


.4 Project calendars

.5 Schedule data


Tools & Techniques

.1 Performance reviews.2 Project management software

.3 Resource optimization techniques

.4 Modeling techniques.5 Leads and lags

.6 Schedule compression.7 Scheduling tool

Outputs


.2 Schedule forecasts

.3 Change requests






6.7 Control Schedule6.7.2 Control Schedule: Tools and Techniques

6.7.2.1 Performance Reviews

To compare and measure time performance like:• Trend Analysis• Critical Path Method – Float Management• Critical Chain Method – Buffer Management• Earned Value Management


7. Project Cost Management 7

the process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.

Knowledge Areas


Initiating

Process Group



Monitoring and



7. Project Cost Management

7.1 Plan Cost Management

7.2 Estimate Costs

7.3 Determine Budget

7.4 Control Costs

Cost Management



7.1 Plan Cost Management

Inputs


.2 Project charter



Tools & Techniques

.1 Expert judgment


.3 Meetings

Outputs

.1 Cost management plan



7.1 Plan Cost Management7.1.2 Plan Cost Management: Tools and Techniques

7.1.2.2 Analytical Techniques

Used to calculate funding and revenue for the project

• payback period• return on investment• internal rate of return• discounted cash flow• net present value



7.1 Plan Cost Management7.1.3 Plan Cost Management: Outputs

7.1.3.1 Cost Management Plan

• Units and currency• Level of Precision (0.00)• Level of Accuracy (±10%)• Organizational procedures links• Control Thresholds• Performance measurements rules (like EVM)



7.2 Estimate Costs

• Rough Order of Magnitude ROM -25% to +75%• Definitive Estimate: -5% to +10%

Fixed• Mobilization• Set-up CostsVariable• Material Costs

Direct• Salaries• Materials

Indirect• Taxes• Zakat

Can Cut Costs



7.2 Estimate Costs

Inputs

.1 Cost management plan.2 Human resource management plan

.3 Scope baseline.4 Project schedule

.5 Risk register.6 Enterprise environmental factors


Tools & Techniques

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Bottom-up estimating

.5 Three-point estimating

.6 Reserve analysis

.7 Cost of quality


.9 Vendor bid analysis


Outputs

.1 Activity cost estimates

.2 Basis of estimates




7.2 Estimate Costs7.2.2 Estimate Costs: Tools and Techniques

7.2.2.2 Analogous Estimating

• Use date from old project for same activity • Activity should be same quantity• Used when we don’t have a lot of information• Pros: Low cost and Time• Cons: Lack of Accuracy




7.2.2.3 Parametric Estimating

• Depends on unit estimate • Like square meter cost in construction • More Accuracy




7.2.2.5 Three-Point Estimating

Depend on Pert Technique:cO: Optimistic cP: Pessimistic cM: Most Likely




7.2.2.6 Reserve Analysis


Known-unknownsAccepted Identified Risks which have response Strategies

Can be % or fixed numberIncluded in Cost BaselineVisited while executing

Documented

Management Reserves

Unknown-Unknowns

Unseen work inside scope

Not part of Cost Baseline

Part of Overall Project Cost Requirements

When used it moves to Cost baseline through CR




7.2.2.7 Cost of Quality (COQ)

Cutting off this costs may increase Risks




7.2.2.9 Vendor Bid Analysis

By offer the job or part of it to vendors

7.2.2.10 Group Decision-Making Techniques

• Brainstorming• Nominal Group Techniques• Delphi Technique



7.2 Estimate Costs7.2.3 Estimate Costs: Outputs

7.2.3.1 Activity Cost Estimates

• Direct and Indirect Costs• Inflation influence• Contingency Reserves

7.2.3.2 Basis of Estimates

• How estimate done• Assumptions and Constraints • Level of Accuracy



7.3 Determine Budget

Inputs

.1 Cost management plan.2 Scope baseline

.3 Activity cost estimates.4 Basis of estimates.5 Project schedule

.6 Resource calendars.7 Risk register.8 Agreements


Tools & Techniques

.1 Cost aggregation

.2 Reserve analysis

.3 Expert judgment

.4 Historical relationships

.5 Funding limit reconciliation

Outputs

.1 Cost baseline

.2 Project funding requirements




7.3 Determine Budget7.3.2 Determine Budget: Tools and Techniques

7.3.2.4 Historical Relationships

• Parametric Estimates • Analogous Estimates

7.3.2.5 Funding Limit Reconciliation

• Reconcile Funding limits • Funding may effect budget on time• Funding may require re-scheduling



7.3 Determine Budget7.3.3 Determine budget: Outputs

7.3.3.1 Cost Baseline

• It is the Approved version of (Time Phased Project Budget)• Used as basis of comparison

Project Budget

Management Reserves

Cost Baseline


Work Package Cost EstimateActivity Contingency

Reserves Activity Cost Estimate



7.3 Determine Budget7.3.3 Determine budget: Outputs

7.3.3.2 Project Funding Requirements



• Check influences on Cost Baseline• Manage Changes when happened• Monitor expenses and compare it to funds• Control cost performance and variance

7.4 Control Costs



7.4 Control Costs

Inputs


.2 Project funding requirements



Tools & Techniques

.1 Earned value management

.2 Forecasting.3 To-complete performance index

(TCPI)

.4 Performance reviews


.6 Reserve analysis

Outputs


.2 Cost forecasts

.3 Change requests






7.4 Control Costs7.4.2 Control Costs: Tools and Techniques

7.4.2.1 Earned Value Management

Term Definition

SV Schedule Variance

CV Cost Variance

SPI Schedule Performance Index

CPI Cost Performance IndexBudget of Remaining

Work BAC – EV

Remaining Funds BAC - AC

Term Definition

EV Earned Value

AC Actual Cost

PV Planned Value

BAC = Budget Budget At Completion

EAC Estimate At Completion

ETC Estimate to Complete

VAC Variance at completion





SPI =

CPI =

SV =

CV =

EV

EV

EV

EVPV PV

AC AC





Under BudgetSPI

CPI10

0

Ahead of ScheduleOver BudgetAhead of Schedule

Under BudgetBehind Schedule

Over BudgetBehind Schedule





Under BudgetSV

CV0

Ahead of ScheduleOver BudgetAhead of Schedule

Under BudgetBehind Schedule

Over BudgetBehind Schedule

-

-

+

+





Activity: Cutting the GrassBudget Cost: 1000 SARDuration: 10 Days

After 5 Days:• We spent 600 SAR• We Finished 40% of the Field

What is SPI,CPI,CV,SV for this activity?

40%





Actual Cost = 600 SAR

40%

Planned Value= 5 Days x 100 SAR= 500 SAREarned Value= 40% x 1000 SAR= 400 SAR

Cost= 600

Value= 400

SPI = EV / PV = 400 / 500 = 0.8CPI = EV / AC = 400 / 600 = 0.67

SV = EV – PV = 400 – 500 = -100CV = EV – AC = 400 – 600 = -200





Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 100

200

400

600

800

1000

1200

PVAC AC

ACAC

ACAC

EV

EVEV

EVEV

EVOver Budget

Behind Schedule




7.4.2.2 Forecasting

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 + Day 100

200

400

600

800

1000

1200

1400

PVAC AC

ACAC

ACAC AC

EV

EVEV

EVEV

EV EVBAC

CPI = 0.67

CPI = 1 , SPI

= 1

EACBudget of Remaining Works =

BAC - EV

ETC = (BAC – EV) (/CPI=1)

EAC = ETC + AC

1st Scenario: Continue as Planned

VAC = BAC - EAC




7.4.2.2 Forecasting

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 +Day 100

200

400

600

800

1000

1200

1400

1600

PVAC AC

ACAC

ACAC AC

EV

EVEV

EVEV

EV EVBAC

CPI = 0.67

CPI = 0.67 , SPI =

1

EACBudget of Remaining Works = BAC - EV

ETC = (BAC – EV) / CPI

2nd Scenario: Consider Prev. CPI

EAC = ETC + AC

VAC = BAC - EAC




7.4.2.2 Forecasting

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 + Day 100

200

400

600

800

1000

1200

1400

1600

1800

2000

PVAC AC

ACAC

ACAC AC

EV

EVEV

EVEV

EV EV

BAC

CPI = 0.67

CPI = 0.67 , SPI =

0.8

EACBudget of Remaining Works = BAC - EV

ETC = (BAC – EV) / CPI x SPI

3rd Scenario: Consider Prev. CPI and SPI

EAC = ETC + AC

VAC = BAC - EAC




7.4.2.2 Forecasting

CPI = 1

)

CPI = Current

𝐸𝐴𝐶=𝐵𝐴𝐶 /𝐶𝑃𝐼

CPI and SPI = Current

𝐸𝐴𝐶=𝐴𝐶+(𝐵𝐴𝐶−𝐸V )𝐶𝑃𝐼𝑥𝑆𝑃𝐼




7.4.2.2 Forecasting

40%

AC = 600 EV = 400BAC = 1000SPI = 0.8CPI = 0.67

ETC = BAC – EV = 600EAC = ETC + AC = 1200VAC = BAC – EAC = -200ETC = (BAC – EV) / 0.67 = 900EAC = ETC + AC = 1500VAC = BAC – EAC = -500ETC = (BAC – EV) / 0.67*0.8 = 1125EAC = ETC + AC = 1725VAC = BAC – EAC = -725

123




7.4.2.3 To-Complete Performance Index (TCPI)

Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 100

200

400

600

800

1000

1200

PVAC AC

ACAC

ACAC

EV

EVEV

EVEV

EVBAC

CPI = 0.67CPI = TCPI

EACEAC = BAC

ETC = BAC – AC

VAC = 0





TCPI: The required CPI to finish the project on the original budgetIt is the most index to tell us what is the performance of the project





40%

AC = 600 EV = 400BAC = 1000SPI = 0.8CPI = 0.67

EAC = BAC = 1000ETC = EAC - AC = 400VAC = BAC – EAC = 0

TCPI




7.4.2.4 Performance Reviews

• Variance Analysis• SV• CV• VAC

• The Accepted Variance get decrease with project progress• Trend Analysis• Earned Value Management



You are the project manager for a railroad construction project. Your sponsor has asked you for a forecast for the cost of project completion. The project has a total budget of $80,000 and CPI of .95. The project has spent $25,000 of its budget so far. How much more money do you plan to spend on the project?A. $59,210B. $80,000C. $84,210D. $109,210


You are managing a project with a total budget of $450,000. According to the schedule, your team should have completed 45% of the work by now. But at the latest status meeting, the team reported that only 40% of the work has actually been completed. The team has spent $165,000 so far on the project. How would you BEST describe this project?A. The project is ahead of schedule and within its budget.B. The project is behind schedule and within its budget.C. The project is ahead of schedule and over its budget.D. The project is behind schedule and over its budget.


You are managing a construction project that is currently being initiated. You met with the sponsors, and have started to work on identifying stakeholders. You’ve documented several key stakeholders and identified their needs. Before you can finish initiating the project, your company guidelines require that you make a rough order of magnitude estimate of both time and cost, so that the sponsor can allocate the final budget.What’s the range of a rough order of magnitude (ROM) estimate?

A. –10% to +10%B. –25% to +75%C. –50% to +100%D. –100% to +200%


You are managing a construction project to install new door frames in an office building. You planned on spending $12,500 on the project, but your costs are higher than expected, and now you’re afraid that your project is spending too much money. What number tells you the difference between the amount of money you planned on spending and what you’ve actually spent so far on the project?A. ACB. SVC. CVD. VAC


You’re managing a construction project to install several hundred air conditioner panels in a new office building. You have completed 350 panels out of a total of 900 planned panels, but according to your schedule you should have completed 400 of them. Your company’s contract states that you’ll be paid a fixed price of $75 per panel. You’ve spent $45,000 so far on the project. Which of the following BEST describes your situation?

A. The CPI is .813, which means your project is currently over your budget.B. The CV is –$4,350, which means your project is currently over your budget.C. The TCPI is 1.833, which is the minumum CPI you need to stay within budget.D. The SPI is .84, which means your project is behind schedule.