professional project management - sbook

PROJECTMANAGEMENTPROFESSIONAL

FIRSTEDITION

JavedAkhtar,CE,PE,[email protected]

AbstractProjectmanagementprofessionalhandbookisakeyforpassingPMPexamandbuilding

conceptualbasisforprojectmanagement.


P a g e |1JavedAkhtar,CE,PE,PMP

INTRODUCTIONProject:Atemporaryendeavorwithabeginningandanendwhichcreatesa,

Uniqueproduct, Animprovementofexistingproduct,(SixSigmaProject) Service, Result.

NOTE:Progressiveelaborationisthecharacteristicsoftheproject.ProjectManagement:Itisbothscienceandartofapplyingprojectmanagementskills,knowledge,andtoolsandtechniquesinasystematicwaytomeettheprojectobjectivesandrequirements.Thecorefunctionoftheprojectmanagementistomeetthebelowobjectives,

Scope Time Cost Quality CustomerSatisfaction

Itinvolvesfiveprocessgroups(05)whichincludesfortyseven(47)projectmanagementprocessandbalancingthecompetingprojectconstraints(Scope,Quality,Schedule,Budget,Resources,andRisks)forpotentialchanges.SuccessfulProject:Aprojectistobesaidsuccessfulwhenitmeetstheobjectives.

Intime, Withincostbaseline, Withoutorminimalunexpectedchangerequestsandvariationorders, Withinqualityspecifications, Ultimately,buyerissatisfiedwiththeproduct,service,and/orresult.

ProjectCompletion:SellerPerspective:Aprojectisannounced/declaredasCOMPLETED,when

Productisformallyandfinallyacceptedbythecustomer. Procurementissuccessfullyclosed. LessonslearnedaresubmittedtothemanagementorPMO.

Buyerperspective:Aprojectisannounced/declaredasCOMPLETED,when Productisformallyaccepted. Procurementissuccessfullyclosed.

Skill

Tools&Techniques

Knowledge

ProjectManagement



ProjectStakeholders:Anyonewho canpositivelyornegatively impact theprojectand canbe impactedby theproject.Stakeholderscanbe,

1. Sponsor(s),2. FunctionalManager(s),3. ProjectManager,4. ProjectTeam,5. Customer/Client/Owner/User/Buyer(s)6. PMO,

Treatingstakeholdersasassistantteammembersmeansyoukeeptheminformabouttheprojectandupdates.Operation:Itisanongoingendeavorwithnoends.Itgeneratesrepetitiveproduct,serviceorresult.Operationdoesnotend,butattheterminationofproductitmayflowinotherdirectionwithanewproductormodificationtotheprevious.NOTE:Pointofviewisveryimportanttoconsiderwhenidentifyinganoperationalprocessoraproject.Tothecustomer,theworkeffortmaybeaproject,howevertotheperformingorganizationtheworkeffortmaybepurelyoperationalandsomethingtheydoallthetime.OperationalStakeholders:Operationalstakeholders shouldbeengagedand theirneeds identifiedaspartof thestakeholderregister and their influence (positive or negative) should be addressed as a part of the riskmanagementplan.Program:Aprogramisagroupofprojectsandoperationswithsimilarobjectivesorgoals.Alsocanhavelowerlevelprogramsunderahighlevelprogram.Thepurposeinmanagingagroupofsimilarprojects:

Deriveeconomiestoabiggerscale. Theresourceutilizationimprovedbytheconceptoflearningcurve. Improvedskills,knowledge,lessonlearnedonsimilarprojects,therisksdecreasedtoacertain

degree. Controlovertheprojectsincreases. Organizationsbuildtheirprofileandexpertiseindeliveringspecificprojectsthatarethepart

ofaprogram,hencecapturingthebusinessandsettingmarketplacefortheirbusiness.ProgramManagement:Programmanagementcontrols theprogramsandprojectand their interdependencies inorder torealizespecifiedbenefits.Actionsrelatedtotheseinterdependenciesmayinclude,

Resolving resource constraints and/or conflicts that affect multiple projects within theprogram,

Aligning organizational/strategic direction that affects project and program goals andobjectives,



Resolvingissuesandchangemanagementwithinasharedgovernancestructure.Program management subdivide the large projects into smaller, more manageable pieces orcomponentscalledsubprojects.Thisapproachofprojectdecompositionisadoptedtoensurethattheprojectsuccess,benefitsandobjectivesareachievable.Portfolio:Aportfolio isagroupofprograms,projectsandoperationswhicharenotrelatedtoeachother.Aportfoliorepresentstheorganizationalentireinvestment.Mostofthecases,portfoliosarebeinglaunchedbythegovernmentatlargescale.PortfolioManagement:Portfoliomanagementalignswithorganizational strategicgoalsby selecting the rightprogramorprojectanddeterminestheprioritiesamongtheprogramsand/orprojects.Relationship/Communications between Projects, Program and PortfolioManagers:BottomUpCommunication:

1. PerformanceReports,2. ChangeRequestswithanimpactonothersprojects.

TopDownCommunication:1. Strategies&Policies,2. ProgressiveElaboration,3. Governance,4. DispositiononChangeRequests,5. ImpactsofChangeRequesttootherprojects.

OrganizationalProjectManagement:Itistheframeworkforkeepinganorganizationasawholefocusedontheoverallstrategy.Itprovidesdirection for how portfolios, programs, and projects, and other organizational work should beprioritized,managed,executed,andmeasuredtobestachievethestrategicgoals. OrganizationalProjectManagementprovidesstrategicframeworktouseandguideportfolio,

program,andprojectmanagementtodeliverorganizationalstrategy. PortfolioManagementselectsandprioritizeprogramsandprojectsthatwillbestachievethe

organizationsstrategicgoals. ProgramManagement coordinateswith themanagementofdifferentprojects toachieve

specificthatsupportstheorganizationalstrategicgoals. ProjectManagementmanageseffortstodevelopspecificscope,whichsupportstheportfolio

orprogrammanagementobjectivesandultimatelyorganizationalstrategicgoals.ProjectsarebeingalignedtoanddrivenbytheOrganizationalStrategyandbeingprioritizedbasedonthat.Ifanyprojectisnotalignedwithorganizationalstrategy,theprojectwillbelowprioritizedandevencanbeterminatedmidway.



OrganizationalProjectManagementMaturityModel:(OPM3)OPM3standsforOrganizationalProjectManagementMaturityModel.ThismodelisdesignedbyPMItohelporganizationstodeterminetheirlevelofmaturityinprojectmanagement.ProjectManagementOffice(PMO):PMO is not a single entity. PMO rolewithin an organization can be broadly divided into threecategories.SupportivePMO:SupportivePMOprovides

Templates,practices,policies,methodologies,andlessonlearnedfromotherprojects. Ittypicallyexercisesalowlevelofcontroloverprojects.

ControllingPMO:BesidesprovidingTemplates,practices,policies,methodologies,andlessonlearned,

Itprovidestraininginprojectmanagementandprojectmanagementsoftware(PMIS), Assistswithprojectmanagementtools, Ensurecompliancetotheorganizationalpractices, Ittypicallyhasamoderatelevelofcontroloverprojects.

DirectivePMO:ThisPMOdirectlycontrolstheprojectswithahighdegree.Alsoauditstheprojectsfortheirsuccess.AllofthefollowingarethecharacteristicsofdirectivePMObutnotlimitedto,

1. Responsible for creating and distributing project management methodologies,processesandprocedures(OPA).

2. Monitor compliancewith the organizational projectmanagementmethodologies,processesandprocedures.

3. Responsibleforcompiling lesson learnedfortheorganization,andprovidingtotheprojects.

4. Determinesprioritiesamongtheprojects.5. Manageinterdependenciesbetweentheprojects.6. Provideguidancetotheprojects.7. Canhelpprovidingtheresources(projectmanagers).8. PMOisthepartofChangeControlBoard(CCB).9. Canrecommendprojecttermination.

NOTE:PMO rolemayvary fromanadvisory to fullauthorityoverprojects. It isa liaisonbetweenportfolios,programs,projects,andcorporatemeasurementsystem.

Sr. Description TypeofPMO1 Compileslessonlearnedfortheorganization. ALLPMO2 Recommend common terminology, practices, templates, forms, and

reportingandotherprocedurestobeusedontheprojectsthroughoutSupportivePMO



theperformingorganization.Itpromotesconsistencyandstreamlinetheefforts.

3 Providessupport,trainingsandguidance,requiresalltheprojectwithintheorganization tousedesignatedprojectmanagement softwarebutdoesnotexertcontrolovertheprojects.

ControllingPMO

4 Manageallprojectsthroughouttheorganization. DirectivePMO5 Providesprojectmanagers. DirectivePMO6 Terminatesprojectmanagerorproject. DirectivePMO7 Hashighestlevelofcontroloverprojects. DirectivePMO8 Manageinterdependenciesbetweentheprojects. DirectivePMO9 PMOisthepartofChangeControlBoard(CCB). DirectivePMO10 PerformsPMOaudit. DirectivePMO11 Monitor compliance with the organizational project management

methodologies,processesandprocedures.Controlling+Directive

12 Creates and distributes the project management methodologies,processes,andprocedures.

Controlling+Directive

13 Prioritizeprojectstoalignwithstrategicgoals. Controlling+Directive

14 Coordinatesallprojectswithintheorganization. Controlling+Directive

ProjectMonitoringUnit:PMUPMUisthedepartmentorcompanytomonitortheprojectworksandprogress.Itcanbe,

Athirdpartyhiredbythebuyerforprojectmonitoringandreportingpurpose. Adepartmentwithinthesellerorganizationmonitoringtheprojectandreportingtothehigh

managementandCEO.ProjectObjectives:

BuyersObjectives:Businessneed,marketplaceetc.

SellersObjectives:1. Scope,2. Time, 3. Cost,4. Quality,5. CustomerSatisfaction,



ManagementbyObjectives:MBOMBOisaphilosophyofprojectmanagementwithfollowingthreesteps,

1. Establishunambiguousandrealisticobjectives,2. Periodicallyevaluatewhetherobjectivesarebeingmet,3. Implementcorrectiveaction.

Forprojectmanagers,MBOmeansiftheprojectisnotinlinewiththeobjectivesordoesnotsupportthecorporateobjectives,itislikelytoloseresources,assistanceandattention.MBOiseffectiveonlywhenmanagementsupportsit.ProjectBasedOrganization:PBOPBOcarrytemporarysystemformanagingprojects.Thetemporarysetupbeingestablishedbasedontheprojectrequirementandsuccess/workisbeingmeasuredbythefinalresultratherthanbypositionorpolitics.PBOistypicallyProjectizedorganization.Sometimes,largePBOshavefunctionalsupportareas.ProjectConstraints:Projectconstraintsarelimitingfactorsthatdefineprojectboundaries.Therecanbeahundredsofconstraintsonaproject.Belowisthelistofthekeyprojectconstraints

1. Scope,2. Time/Schedule,3. Cost/Budget,4. Quality,5. Resources,6. Risk,7. CustomerSatisfaction.

Definingprojectconstraintsandplanningthemprofessionallywill, Ensureprojectsuccess, Ensurecustomersatisfaction

Sometimes,projectconstraintsmay severely impact theprojectoptimization.Allconstraintshavecertainimpactoncustomersatisfactionwhichitselfisaconstraintontheprojects.

TheTripleConstraints: Scopeisbaselinetomeasuretimeandcost. Scope increasemeans increase intimeandcost.Projectscope isdefined inProject

ScopeStatementandcontrolledthroughWBS.AnychangeinprojectscopemustbesubjecttoChangeRequest(CR).CostchangesaresubjecttoVariationOrderandtimechangesarerecordedthroughExtensionofTime(EOT).

Changestothetripleconstraintmustbeapprovedbythesponsor.



ProjectRoles:1.ProjectManagerPowers:

1. Formal/Legitimate:Itispowerofpositiondefendingwithlogicsandjustification.2. Rewarding:Itispowerofposition.3. Penalizing/Coercive:Itispowerofposition.4. Expert:ItisthepowerofPMhimself.5. Referent:ItisthepowerofPMhimselfbutcomesthroughanotherperson.Ifanother

person/employee likes you andwants tobe like you,definitelyhewillobey yourinstructionsandwillbeaffectionatetoyouandprojectaswell.

2.ProjectCoordinator:1. Reportingtoexecutiveorfunctionalmanager.2. Ensuringtaskcompletion.3. Cantmakebudgetorprojectdecisions.4. Havesomeauthoritytoreassignresources.5. Foundinweakmatrixorfunctionalorganization.

3.ProjectExpeditor:It istheweakestofthethreeprojectmanagementroles. It isanassistantstaffwhohas littleornoformalpower.

1. Reportingtoexecutiveorfunctionalmanager.2. Ensuringtaskcompletion.3. Canttakedecisions.4. Foundinfunctionalorganization.5. Theirrolemaybeparttime.

4.SeniorManagement:Anyonemoreseniorthanaprojectmanagercomesunderseniormanagement.5.FunctionalManager:Functionalmanagersarethedepartmentmanagersandhavetheirownresourceswhichcanbeloanedtotheprojects.Financemanager,procurementmanager,design&technicalmanageretc.6.Stakeholders:WheneverPMBOKsaysStakeholdersthatsmeansKeyStakeholdersandthoseareseniortotheprojectmanager.7.Sponsor:Thepersonoracompanywho investson theproject.Sponsormaybe internalorexternal to thecompany.Itmaybeacustomer,companyorathirdparty.Sponsorleadstheprojectthroughinitiating



processesuntilformallyauthorized,andplayasignificantroleindevelopinginitialscopeandcharter.Forissuesbeyondprojectmanagercontrol,thesponsorservesasanescalationpath.Sponsormustbeinvolvedin,

Authorizingscopechanges, Go/NoGodecisionswhenrisksareparticularlyhigh,



ORGANIZATIONALINFLUENCESANDPROJECTLIFECYCLEORGANIZATIONALIMPMACTONPROJECTS1. OrganizationalCulture:Organizational culture affects the project management, progress, and success. It is enterpriseenvironmentalfactorandincludes,

Motivationandrewardsystems, RiskTolerance, Leadership,hierarchy,andrelationships, Codeofconduct,workethic,andworkhoursetc.

2. OrganizationalCommunication:Projectmanagementishighlydependentonaneffectivecommunicationstyle,especiallyinthefaceoftheprojectmanagementprofession.Itisanenterpriseenvironmentalfactor.3. OrganizationalStructure:Organizationalstructure isanenterpriseenvironmentalfactor,whichmayaffecttheprojectbytheavailabilityofresourcesandprojectmanagerauthority.Thesearemostimportantfactorsinordertoevaluatetheorganizationalstructure.Differenttypesoforganizationstructureswillhaveapositiveornegativeeffectontheeffectivenessofprojectmanagementinyourorganization.Belowtableishelpfultocategorizethestructureofanorganization.

Tracetheorganizationstructureusingprojectcharacteristics.



FunctionalOrganization:Itisaverycommonorganizationalstructurewhereteammembersworkforadepartment.Advantages:

1. Coordinationattoplevelbetweenthedepartmentmanagers.2. Highcompanyexpertisebyfunction.3. Highdegreeofprofessionalspecialization.4. Clearlydefinedcareerpathintheareasofworkspecialization.5. Teammembersreporttoonlyonesupervisor.

Disadvantages:1. Littleornoauthorityoftheprojectmanager.2. Employeesemphasisontheirfunctionalspecialty.3. Hence,givinglowprioritytotheprojects.4. Resourcesareoftennotdedicatedtotheprojectandarerentedfromthefunctional

managers.5. Projectmanagerandadminstaffrolesareparttime.

ProjectizedOrganization:ProjectizedorProjectBasedOrganization(PBO).Advantages:

1. ProjectManagerhascompleteauthority.2. Resourcesarefullydedicatedtotheproject.Disagreement/contentionforresources

doesnotexist.3. Communicationiseasiestandeffective.4. Strongloyaltytotheteamandtheprojectaswell.5. Projectmanagerandadminstaffrolesarefulltime.

Disadvantages:1. NoHomeDepartmentfortheprojectteam.Aftertheprojectisover,teamwillmove

toanotherprojectorbacktohomes.2. Lowemployeesexpertiseandlowprofessionalgrowth.3. Duplicationoffacilitiesandjobfunctions.4. Mayresultinlessefficientuseofresources.5. Teammemberswillnotfocustocompletetheprojectjobsastheywillbelookingfor

anotheropportunity.MatrixOrganization:

Matrixorganizationsreflectablendoffunctionalandprojectizedcharacteristics.Matrixorganizationcan be classified asweak, balanced, or strongmatrix depending on relative level of power andinfluencebetweenfunctionalandprojectmanagerandtheresourcesavailability.WeakMatrixOrganization:Advantages:

1. SameasFunctionalOrganizationwithfollowingdisadvantages.



Disadvantages:2. Projectmanagerhasverylittleornopower.3. Lowprioritytotheprojectsforfunctionalmanagersandteammembers.4. Resourcesarepartiallydedicatedtotheproject.5. Projectmanagerandadminstaffrolesarenotfulltime.

BalanceMatrixOrganization:Advantages:

1. SameasFunctionalOrganizationwithfollowingdisadvantages.Disadvantages:

1. Moderateprioritytotheprojects.2. Resourcesarepartiallydedicatedtotheproject.3. Projectmanagerandadminstaffrolesarefulltime.4. Powerissharedbetweenprojectmanagerandfunctionalmanager.

StrongMatrixOrganization:Advantages:

1. PMO exists in strong matrix organization as project managers are reporting tocentralizedprojectmanagementbodywhichcanserveasPMOaswell.

Disadvantages:1. ResourcedonotreporttoprojectmanagerandlessloyaltoPM.2. Resourcescauseaconflictbetweenprojectmanagerandfunctionalmanager.

NOTE:Abovetwofactorsdistinguishbetweenstrongmatrixandprojectizedorganizations.OverallAdvantages&DisadvantagesofMatrixOrganization:

Matrix(balancedorstrong)organizationispreferredwhenprojectislarge&multidisciplinary.

MatrixorganizationAdvantages DisadvantagesHighlyvisibleprojectobjectives. Extraadministrationisrequired.Improvedprojectmanagercontroloverresourcesfromweektostrongmatrix. Morethanonebossforprojectteam.Moresupportfromfunctionalareas. Resourceallocation/managementiscomplex.Bettercoordination. Multipleinputstoteammembers.Improvedhorizontalandverticaldisseminationofinformationfromweektostrongmatrix.

Complexcommunications.

Teammembersmaintainahome. Nohome.Teammembersgainexpertiseinthefieldoftheirprofession. Higherpotentialofresourceconflicts.



Projectmanagementstaffisworkingfulltimefortheproject.

Requiresadditionalpoliciesandproceduresforemployees.

Administrationstaffisworkingfulltimefortheproject.

Differentpriorities and/orobjectivesmayexist.

Skilledresources,highexpertise. Requiresmoreeffortsformonitoringandcontrollingtheprojects.

CompositeOrganization:An organization that uses a combination of organizational structures is called a compositeorganization.Manyorganizationalstructuresincludecertainlevelssuchas,

StrategicLevel, MiddleManagementLevel, OperationalLevel.

Projectmanagermayinteractwiththeselevelsdependinguponfactorssuchas, Strategicimportancetotheproject, Capacityofkeystakeholderstoexertinfluenceontheproject, Degreeofprojectmanagementmaturity, Projectmanagementsystem,and Organizationalcommunications.

Theaforesaidfactorsdefinetheprojectcharacteristicssuchas, Projectmanagersauthoritylevel, Resourceavailabilityandmanagement, Entitycontrollingtheprojectbudget, Projectmanagersrole,and Projectteamcomposition.

Thesecharacteristicshelptodeterminethetypeoforganizationalstructure.ProjectManagerPowerW.R.T.OrganizationalStructure:ProductLifeCycle:

1. Productlifecyclegenerallyconsistsofsequentialandnonoverlappingphases.2. Phasetophaserelationshipisdefinedbytheoperationandcontroldivision.3. Aprojectlifecycleoccursinoneormorephasesofaproductlifecycle.4. Startswithconceptofanewproductandendsatproductwithdrawal.5. Productlifecyclemaybethesimilarforaproductindifferentindustries.



ProjectLifeCycle:1. Projectlifecycleistodeterminetheprojectphasesandtheirrelationship(sequential,

overlapping,oriterative).2. Projectlifecycle(projectphases)aredeterminedduringinitiatingprocessgroupwhile

performinghighlevelplanning.3. Projectlifecycledescribeswhatyouneedtodotocompletethework/project.4. Projectlifecycleconsistsofdifferentphasessuchas,5. Construction: Feasibility,Planning,Design,Execution,Turnover.6. Information Technology: High level design, detailed design, Coding, Testing,

Installation,Conversion,andturnovertooperations.ProgressiveElaboration:(Iteration)Theprocessofcontinuallyrefiningscopeandprojectestimatesisknownasprogressiveelaboration.It is ongoing definition of the project which means that the information on the project willprogressive be elaborated with the passage of time on the project. It involves continuousimprovement.

1. Rollingwaveplanning(6.1_DefineActivities)2. Prototype(5.1_CollectRequirements)3. Iterativerelationship(phasetophase)4. Developingprojectmanagementplan

PhasetophaseRelationships:Projectmanager is responsible to determine an appropriate phasetophase relationship for theproject.Followingarethephasetophaserelationships,SequentialRelationship:Previousphasewillbecompletedbeforestartofnextphase.OverlappingRelationship:Projectphasescanbeoverlapped.ParallelRelationship:TwoormoreprojectphasesarerunningparallelPredictiveLifeCycle:Predictivelifecyclesareonesinwhichprojectscope,andtimeandcostrequiredtodeliverthatscope,aredeterminedasearlyintheprojectlifecycleaspracticallypossible.It isalsoknownas plandrivenor waterfallapproach indeliveringtheprojectscope.Thebelowgraphicsrepresentsatypicalwaterfallimplementationofprojectphases.



Workforeachphaseisdifferentinprecedingorsubsequentphase,therefore,theskillsetsrequiredfortheprojectteammayvaryfromphasetophase.IterativeandIncrementalRelationship:Due to undefined and uncertain environments, the phases of the project are being repeatedintentionally.Therepetitivephasessuccessivelyadd incrementalfunctionalitytotheproduct.Eachphase canbe termed as iteration. The iterationsmaybeperformed in sequentialoroverlappingfashion.Aniterationisanexampleofprogressiveelaboration.AdaptiveLifeCycles:These are called as change driven or agile. Adoptive methods or agile project managementapproachesaregenerallypreferredtoaddresshigh

Levelofchanges, Projectrisks,and/or Uncertainties.

Thislifecycleisalsoiterativeandincrementalbuttheiterationsareplannedtoperformforashortdurationofusually2to4weeks.ProductBacklog:Theprojectscopeisdecomposedtosmallelementsknownasproductbacklog.Theproductbacklogsarefurtherprioritizebycollaborationofcustomerandtheperformingorganization.The customer, product owner is ultimately responsible for what gets developed and in whichsequence.PotentiallyShippableproductIncrement:Theprojectteamdevelopsanddeliveranincrementoftheproducttotheproductionstandardswhichisknownaspotentiallyshippableproductincrement.Itissubmittedtocustomerforreviewandacceptance.Incompleteordefectivefeaturesarenotacceptedforsignoffataniterationendreview.SCRUM:Itistheoneofthemosteffectivemethodscurrentlyusedinagileprojectmanagementspace.Ascrumrepresentsagroupofpeopleworkingclosely(headtohead)andpushingagainsteachothertoachievethetarget.SPRINT:Ashortattemptor iteration isknownas sprint.Theproduct featuresassigned toashortattemptoriterationareknownassprintbacklog.



CharacteristicsofProjectLifeCycle:Withtheprogressiveelaborationandpassageoftimeontheproject,

StakeholdersInfluence:Higheratinitialphaseoftheprojectandgraduallydecreaseswiththepassageoftime.

CostofChanges



Resource/Staffing:Loweratinitialphases(initiatingandplanning),Thengraduallyincreasesandhighestduringexecution,monitoringandcontrolling,Lowersdownfromthepeaktotheminimumduringtheprojectclosingphase.ProjectCost:Sameasprojectresources.Projectcostincreaseswiththeincreaseinprojectresources.RiskImpact&probability:Sameasstakeholders influence.Higherat initialphaseoftheprojectandgraduallydecreaseswiththepassageoftime.CostofChangeRequests:ThisfactorisoppositetoStakeholdersInfluenceandRiskImpact.Costofchangesislowatthestartoftheprojectandbecomeshighwiththepassageoftime.EnterpriseEnvironmentalFactor:(EEF)TherearetwotypesofEEF,Internal&Externalandtheireffectcanbepositiveornegative.FollowingcanbetheInternalEEFactors,InternalEEF:

1. OrganizationalCulture.2. OrganizationalStructureandgovernance.3. Company/Industry/OrganizationalStandards.

Standardsaresetofrulesorprincipleswhichshouldbeadoptedduringtheprojectphases.Thesearenecessarytofollowbutnotobligatory.Notfollowingthesestandardsmaycausereworkorextracostandcanaffectthemarketplaceconditionsbutitwillnotletyourbusinesstostoporcauseyoutoputinprison.

4. ExistingHumanResources:Itincludestheexistingresourcesandtheircalendarswiththeinformationofresourcetype,category,skill,discipline,workethicsetc.

5. OrganizationalInfrastructure:Organizational Existing Facilities and capital equipment such as insurance policies,transportationetc.

6. ProjectManagementInformationSystem:(PMIS)Thesearetheautomatedtoolssuchasschedulingtools,

ProjectManagementSoftware, InformationCollectionandDistributionSystem, ChangeControlSystem, ConfigurationManagementSystem, ContractChangeControlSystem, RecordsManagementSystem, WorkAuthorizationSystem(WAS).

7. Company/ProductMarketplaceCondition:8. OrganizationsEstablishedCommunicationChannels:9. PersonalAdministration:



Staffing,retentionguidelines,employeeperformancereviewsandrewards,trainingrecords,timetrackingandovertimepoliciesetc.

10. EmployeesWorkEthics:WorkAuthorizationSystem(WAS):Workauthorizationsystemisparticularlydesignedto

Assignprojectworkstotheteam, Ensurethatworkisapprovedbeforeitbegins,and Ensurethattheworkisdoneattherighttimeandincorrectsequence.

WBSisaneffectivetooltoassigntheworkandtomonitor&controltheprojectscope.WorkpackagedictionaryisanexampleofWAS.Organizationsmayhavedifferentapproachestoassigntheworktotheprojectteam.ExternalEEF:

11. GovernmentRegulations:12. PoliticalClimate:13. CommercialDatabases:

Commercialdatabasemay includetheResourceProductivityRatesandUnitCostRatesetc.

14. StakeholdersRiskTolerance(Canbeinternalorexternalbasedonstakeholdertype)Standards:

1. Anapprovedanddocumentedguidelinesbyarecognizedbody.2. Compliancewiththestandardsisnotmandatory.3. Noncompliance to the standards may causemarketplace to become lower and

reducedchancesoffuturebusiness.Regulations:

1. Anofficialguidelinesprovidebyagovernment.2. Compliancewiththestandardsismandatory.3. Noncompliancetoregulationsmaycauselitigation,closedbusinessandsometimeto

Jail.OrganizationalProcessAssets:(OPA)OPAarethetemplates,plans,processes,procedure,policies,methodologies,andknowledgebasesspecific to and used by the performing organization.OPA are the input tomostof the planningprocesses.OPAprovidesguidelinesandcriteriafortailoringeithertheorganizationsprocessesorPMIprocessestothespecificneedoftheproject.OPAsarebroadlydividedintotwomajorcategories.

1. ProcessesandProcedures,2. CorporateKnowledgeBase.

ProcessesandProcedures:ProcessesandProceduresarefurthercategorizedtothreesubcategoriesasbelow,

1. InitiatingandplanningPNP.2. Executing,MonitoringandControllingPNP.3. ClosingPNP.



InitiatingandPlanning: Specificorganization standards such asHR,HSE,Ethics,Projectmanagement, andquality

policiesandprocedures. Templatesused/adoptedby theorganization forproject initiatingandplanningprocesses.

Thesetemplatesmayincludeavarietyofformsandformatsaslistedbelowbutnotlimitedto,

Executing,MonitoringandControlling: Scope,time,cost,andqualitycontrolprocedures. Changecontrolproceduresincludingstepsbywhichthemedications/changeswillbe

initiated,approved,performedandvalidated. Financialcontrolprocedures(costcontrolaccountsandpolicies,fundingcontrolplans,

paymentmethods(cash,checks,LCetc.)andpaymentterms. Issueanddefectmanagementproducersdefiningissueanddefectidentification,issueand

defectcontrol,resolutionandactionlists. Organizationalcommunicationrequirements,technology,methodsetc. Proceduresforprioritizing,approvingandissuingworkauthorizations. Riskcontrolproceduresandtemplates. Procurementcontrolproceduresandtemplates. Listofthetemplatesusedformonitoringandcontrolmayincludebutnotlimitedto

Closing:

Projectclosingguidelinesandrequirements(e.g.,lessonedlearned,financialaudits,projectevaluationbyPMO,productvalidation,acceptancecriteria, listofrequiredprojectarchivesetc.)

CorporateKnowledgeBase:Corporateknowledgebasereferstothedatabasesandsystemforstoringandretrievingtheprojectrecordsandinformation.Someorganizationsduetotheirimmatureprojectmanagement,havetheirdatabasesintheformoflogs.Itmayinclude,ConfigurationManagementSystem:Thissystemordatabasecontaintheversionsandbaselinesofallorganizationalstandards,procedures,policies,methodologiesandprojectdocuments.FinancialDatabase:Itcontainslaborhours,incurredcosts,budgets,costoverruns,fundingrequirements(cashinoutgraphs)etc.HistoricalInformationandLessonLearnedDatabase:Itcontainsprojectrecords,documents,projectclosureinformationanddocumentation,projectselectionsandprojectperformanceinformationandinformationfromriskmanagementactivities.



LessonLearned:PostMortemLesson learned are the historical records containing (variances, causes of variances, selectedcorrectiveactions,documentedpreventiveactions,andreasonsforselectedcorrectiveaction)whicharehelpful,

o Asaninputtotheprojectforeffectiveplanningbyavoidingmistakesandadoptinggoodpracticesdonebyothers.

o Asanoutputoftheprojecttobeusedashistoricalrecordsforfutureprojects.o Toidentifythepersonswhoareaccountableformistakes.

NOTE:Aprojectmanagerwilluselessonlearnedforpoints1&2whileacompanywillusethemforpoint#3.Lessonlearnedshouldbedocumentedwhenexecuting,monitoringandcontrolling,andclosingtheprojectorphaseandarchivedwhileclosingtheprojectorphase.Ifyoudocumentlessonlearnedwhileclosingtheprojectorphase,thosewillbeuselessforyourproject.IssueandDefectManagementDatabase:Itcontainsissuesanddefectslogswithinformationofstatus,control,resolutionandactionlists.ProcessMeasurementDatabase:ItcontainstheprocessesmeasurementdataandQAaudits,resultsofauditsandcorrective/preventiveactionlists.ProjectLibrary:Itcontainsfilesfrompreviousprojects(scope,cost,schedule,performancemeasurementbaselines,projectcalendars,projectschedulenetworkdiagrams,riskregisters,plannedriskresponse,definedriskimpacts,ingeneralitincludesallprojectfilesashardcopyandsoftcopyformat).ProjectGovernance:Projectgovernanceisaframeworkformakingprojectdecisions,definingrolesandresponsibilities,andaccountabilitiesforprojectsuccessanddeterminestheeffectivenessoftheprojectmanager.PMOmayplaysomedecisiveroleintheprojectgovernance,andtheprojectgovernanceframeworkmayincludeanyorallofthefollowingelements:

Deliverableacceptancecriteria, Escalationprocessforresolvingissuesduringtheproject, Relationshipbetweenprojectteam,organizationgroups,andexternalstakeholders, Projectorganizationchart, Processesforprojectcommunications, Decisionmakingprocessesfortheproject, Aligningprojectgovernanceandorganizationalstrategy, Projectlifecycleapproach, Processforphasereview, Processforreviewandapprovaloftheprojectchanges(Budget,scope,quality,schedule), Processforaligninginternalstakeholderswithprojectprocessrequirements.



PhaseEndReview:Atthecompletionofeachphase,amanagementreviewofdecisiongateisexecutedtodeterminewhethertheprojectcancontinue,needsfurtheradjustments,orshouldbecancelled.Thusaphaseendreviewcanachievetwogoalsfortheproject:

Authorizationtoclosethecurrentprojectphase. Authorizationtoinitiatethesubsequentprojectphase.

Implementingtheprojectphasestructureinaprojectcandeliverthefollowingbenefits: Breakingdowntheworkintophasesenablesmoreaccuratebudgetandtimelineestimates. Ihelpspreventscopecreep.



PROJECTMANAGEMENTPROCESS&PROCESSGROUPSProcess:Aprocessisasetofinterrelatedactionsandactivitiesperformedtocreateaperspecifiedproduct,service,andresult.Inorderforaprojecttobesuccessful,theprojectteamshould,

Selectappropriateprocessesrequiredtomeettheprojectobjectives, Useadefinedapproachtomeetrequirements, Establishandmaintainappropriatecommunicationandengagementwithstakeholders, Balancethecompetingconstraintsofscope,time,cost,quality,resources,andrisktoproduce

thespecificproduct,serviceorresult.Theprojectprocessesaregenerallyfallintotwomajorcategories.ProjectManagementProcess:Aprojectmanagementprocess isacombinationof inputs,tools&techniques,andoutputs(ITTO).OPAandEEFshouldbetakenintoaccountforeveryprocess,eventheyarenotexplicitlylistedasaninputinthePMIprocessspecification.APMprocessensuretheeffectiveflowoftheprojectthroughoutitslifecycle.Input:Everyprocessrequiressomeinformationtoapplycertaintoolsandtechniquetogetvaluableoutput.Thisinformationisintheformofdocumentandservesasinputtotheprocess.Tool&technique:Toolsand techniquesare themethodsand/oractions thatareused toevaluate,manipulate,andtransform inputs to outputs. Tools can be software, calculation sheets, formulas etc. Tools andtechniquesarealsousedtosolvetheproblemsincasetheinputisaproblem.Output:Everyprocessgeneratesatleastoneoutput.Outputistheendofyourefforts.Itcanbeadocument,product,service,oraresult.Outputfromoneprocessisusedasaninputtoanother.ProductorientedProcess:Theseprocessesdemonstratetechnicalityoftheproduct.Inotherwords,theseprocessescarriedouttomeettechnicalrequirementsandspecificationoftheproduct.Forexample,variousconstructiontoolsandtechniquesneedtobeconsideredwhendeterminingtheoverallcomplexityofthehousetobebuilt.ProcessGrouping:Projectmanagementprocessesaregroupedintotwocategories.

ProcessGroups KnowledgeAreas



KnowledgeArea:Aknowledgearearepresentstheareaofspecializationandgroupedsimilarprocesseswithcompletesetofconcepts,terms,andactivitiesthatmakeupaprofessionalfield.Therearetenknowledgeareascoveringtheprofessionalprojectmanagementandarelistedbelow,

1. ProjectIntegrationManagement,2. ProjectScopeManagement,3. ProjectTimeManagement,4. ProjectCostManagement,5. ProjectQualityManagement,6. ProjectHumanResourceManagement,7. ProjectCommunicationsManagement,8. ProjectRiskManagement,9. ProjectProcurementManagement,and10. ProjectStakeholdersManagement.

ProcessGroups:Morethanoneprocesseswithsimilarrelatedactivitiesmakeaprocessgroup.Thisisverticalgroupingof the processes in processes in table 3.1. There are five process groups involved in projectmanagementandarelistedbelow,

1. InitiatingProcessGroup,2. PlanningProcessGroup,3. ExecutingProcessGroup,4. MonitoringandControllingProcessGroup,and5. ClosingProcessGroup.

InitiatingProcessGroup:Thesesetofprocessesisperformedtodefineanewprojectornewphaseofanexistingproject.Theprojectinitiatingprocessesmaybeperformedatprogramoportfolioleveloutsidetheprojectslevelofcontrol.Thestepsinvolvedinprojectinitiatingare,butnotlimitedto

Assignaprojectmanager,(itispreassignment) Documentbusinesscaseandprojectselectioncriteria, Determineinitialprojectscope(projectstatementofworkforRFQ/RFP/Bids/Tenders) Dividelargeprojectintophases, Definemeasurableprojectobjectivesandrelatedsuccesscriteria Definehighlevelprojectassumptions,constraints,andrisks, Describeproduct/deliverableaspracticalascanbe. Determineprojecttimeframe(ROM+ExpertJudgment), Estimateprojectcost(ROM+ExpertJudgment), Defineprojectacceptanceandsuccesscriteria, Authorizeprojectmanager(obtainformalapprovalofprojectcharter) Identify stakeholders involved, their requirements, powers, influences, and interests are

importanttoknowatearlystageoftheprojectwhichhelpsbettertoplan,execute,monitorandcontrol,andclosetheproject.

Alignprojectpurposeswithstakeholdersexpectations.



CommonTNT: ExpertJudgment, FacilitationTechniques,and StakeholdersAnalysisCommonOutputs: ProjectCharter,and StakeholdersRegister.

Initiatingprocessandprojectlifecycle: Staffinglevelandresourcesarelow, ProjectCostsarelow, Costofchangesislow, Chanceofsuccessislow, Riskstotheprojectsuccessarehigh, Stakeholdersinfluenceishigh.

PlanningProcessGroup:Startingfrombusinesscase,projectcharter,andstakeholdersregister,itistimetodevelopaplanhowtoexecute,monitorandcontrol,and close theproject inorder toachieve itsobjective.Aprojectmanagement plan consists of different subsidiarymanagement plans, documents and baselines.Planningprocessesgrouphelpstodevelopprojectmanagementplan.

CommonOutputs: Projectdocuments, ManagementPlans,and PerformanceBaselines.

ExecutingProcessGroup:Executingprocessesgroupincludestheprocessesto

Executetheworkpackages, Collectanddistributeworkperformanceinformation, Performqualityassurance, Managestakeholdersexpectations.CommonOutputs:Thegeneraloutputsoftheprocessesare,

Thedeliverables(product,service,orresult), Workperformanceinformation, Changerequests, Conductprocurementoutputs,

Monitoring&ControllingProcessGroup:Monitoringandcontrollingprocessesgroupincludestheprocessesto

Performinspections.



Measureworkperformance, Performintegratedchangecontrol, Carryoutvarianceanalysis(EVM), Performforecasts, Identifyandanalyzetrends, Projectperformanceappraisals.CommonTNT: Inspections, PerformanceReviews, VarianceAnalysis, TrendAnalysis, Forecasting.CommonOutputs:Thegeneraloutputsoftheprocessesare,

Lessonlearned, Performancereports, Changerequests, Validatedchanges,(QC) Validateddeliverables,(QC) Completedchecklists,(QC) Validatedcorrective/preventiveactions,(QC) PMP,OPA,riskregister,andprojectdocumentsupdates.

Note:Therecanbesomanychangerequeststhatarepouringinduringexecutionandmonitoringandcontrollingstage.Insuchcases,itisrequiredtoreplantheprojectmanagementplan.Therootcauseofunexpectedchangescanbe improperlydefinedprojectscope.The findout the rootcause,PMshouldreviewthefollowingsindescendingorder,

ProjectScopeStatement, ProjectCharter,and BusinessCase.

ClosingProcessGroup:Closingprocessesgroupisthelastgroupofprocessesinaphaseorproject.Itincludes,

Closethephaseorproject, Closeprocurement.CommonTNT: Audits, ExpertJudgment, AnalyticalTechniquesCommonOutputs:Thegeneraloutputsoftheprocessesare,



Accepteddeliverable(productverification), Lessonlearned, Customerfeedback, Projectarchives.

Closingprocessandprojectlifecycle: Staffinglevelandresourcesarelow, ProjectCostsarelow, Costofchangesishigh, Chanceofsuccessishigh, Riskstoprojectsuccessarelow, Stakeholdersinfluenceislow.



ProcessChart:



ProcessGroupsInteraction:

WorkPerformanceData:

DeliverableStatus,Physicalpercentcomplete, Executedquantities, Actualstartandfinishdates, Actualduration,



Actualcosts, Numberofdefects, Numberofchangerequests,and Executedchangerequests.

WorkPerformanceInformation:Theworkperformancedatacollectedfromprojectexecutionisbeinganalyzedwithvariousanalysisandcomparisontools.Theoutputoftheanalysisiscalledworkperformanceinformation.WorkPerformanceReport:Workperformanceinformationiscompiledintoprojectdocuments(presetformats)knownasprojectperformance reports and distributed to the project team and stakeholders through projectcommunicationsmatrix.

ProjectExecution

ProjectControl

OverallProjectControl

ProjectChangeControl

ProjectManagement

Plan

ProjectCommunications

ApprovedChangeRequest

WorkPerformanceData

WorkPerformanceInformation

WorkPerformanceReports

ProjectTeamMembers

ProjectStakeholders

Reports

Updated/RevisedProjectManagement

Plan

WorkPerformanceData,Information,andReportsFlowChart

Projectexecutiongeneratestheworkperformancedata. Workperformancedataisbeinganalyzedthroughcontrolprocessestogetthework

performanceinformation. WorkperformanceinformationintheformofareportissubmittedtoProjectChange

Control,teammembers,andprojectstakeholders. Projectchangecontrolapprovetherequiredchanges. Projectmanagementplanismodified/revisedfortheapprovedchanges. Themodifiedprojectmanagementplanisdistributedtoprojectteamforexecution.



4.PROJECTINTEGRATIONMANAGEMENT:Projectintegrationmanagementincludestheprocessesandactivitiestocombine,unify,andmanageinterdependenciesamongtheprojectmanagementknowledgeareas.Please refer to the attached table for processes, inputs, tools& techniques, and outputs thoseconstitutetotheprojectintegrationmanagement.KeyoutputsofProjectIntegrationManagementprocessesare,

Initiating Planning Executing Monitoring&Controlling Closing

ProjectCharterProjectManagementPlan

Deliverables,WorkPerformanceData,ChangeRequests

ChangeRequests,CRStatusUpdates

AcceptedProduct

UpdatestoPMPlanProjectDocuments

OPAUpdates

4.1:DevelopProjectCharter:It istheprocessofdevelopinga formaldocumentthatauthorizestheexistenceoftheprojectandprovidesprojectmanagerthepowertoapplyorganizationalresourcesforprojectactivates.Projectworksstartaftersighingofftheprojectcharter.Itissimilartocontractualdocument(contract)insenseofobligations,bondage,andauthorization.

Contract:Legalbondagebetweensellerandbuyer. Charter:Internalbondage/contractbetweensponsorandtheprojectteam.



4.1.1.Inputs:1.ProjectStatementofWork(SOW):Statement of work (SOW) is narrative (practical as possible as can be) description ofproduct/deliverable.SOWisthepartofbiddocument(RFP,RFI,RequestforBid,oraspartofcontract).Itisusuallycreatedbythecustomer/sponsor.SOWincludes,

BusinessNeed, ProductScopeDescription, OrganizationStrategicPlan(OSP).

Forinternalprojects,thedetailsofSOWcanbedevelopedinWBS&WBSdictionary(IprefertocreateaninternalprojectrequirementsdocumentcontainingtheSOW).Forexternalprojects,theSOWiscalledprocurementstatementofwork.Itisalegaldocumentandmustbereviewedbycontractsadministrativeprofessional2.BusinessCase:BusinessCase is thedocumentwhich includesbusinessneedandproject selection to initiate theproject.Businesscaseisdevelopedbasedontheproject(business)needandselection.



2.1.BusinessNeed:Belowarethefactorscausingtoinitiateaproject,

1. MarketDemand2. CustomerRequest3. OrganizationalNeed4. TechnologicalAdvance5. LegalRequirement6. SocialNeed7. EnvironmentalRequirements

2.2.ProjectSelection:Projectselectionisthepartofbusinesscase.Therearetwobroadmethodsforprojectselection:MathematicalApproach:Theseareconstrainedoptimizationmethods.

LinearProgramming IntegerProgramming DynamicProgramming MultiObjectivePlanning

ComparativeApproach:Thesearethemethodstomeasuretheprojectbenefits.

MurderBoard PeerReview ScoringModels EconomicModels

EconomicModeling:Belowaretheeconomicmodelsandbasedoncomparativeanalysis.Mostcommonprojectselectioncriterionareasfollow,

1. BenefitCostRatioBCR,(Sellerandbuyer)2. PlaybackPeriod,(Buyer)3. PresentValuePV,IfBCRandpaybackperiodisgiven,theselectioncanbemadeonPresent

ValueConcept.PresentValue(PV):SelectprojectwithhighestPV.Presentvaluemeansthevalueoftodaycomparedwiththefuturevalue(FV).PValwayslessthanFVduetothedenominatorwhichismorethan1inallthecases.

PV=FV(1+r)nWhere,r=Interestrate,n=No.oftimeperiodNetPresentValue(NPV):SelectprojectwithhighestNPV.Theequationis

NPV=PVIPVCWhere,PVI=PresentValueofIncome,PVC=PresentValueofCost.TheprojectwithgreatestNPVistypicallyselected.Again,usethesameformulatocalculatepresentvalueeitherforcostorincome.Interestratewillbethesameforbothcostandincome.



InternalRateofReturn(IRR):ProjectwithhigherIRRpercentageshouldbeselected.NOTE:InterestrateisappliedtotheloanswhileIRRisappliedtotheinvestment.PaybackPeriod:Projectwithlowestpaybackperiodshouldbeselected.Itisthetimetorecoverthecostoftheproject.

PaybackPeriod=NetInvestmentPeriodicCashInflowCostBenefitAnalysis:Benefitisthesameasrevenueandthesearenottheprofit.Forexamperspective,therecanbeeitherCBRorBC.CBR>1.0meanscostismoreandbenefitisless.LOSSCBR=1.0meanscostandbenefitareequal.LOSSCBR



ReturnonInvestment(ROI):Higherisbetter.

ROI=NetincomebeforetaxTotalInvestment; Netincomebeforetax=BenefitCostROI=NetincomeaftertaxTotalInvestment; Netincomeaftertax=BenefitCostTaxReturnonInvestedCapital(ROIC):

Higherisbetter.ROIC=NetIncomeaftertaxTotalcapitalinvestedintheprojectReturnonSales(ROS):Higherisbetter.ROS=NEBTorNEAT/TotalSalesReturnonAssets(ROA):Higherisbetter.ROA=NEBTorNEAT/TotalAssets3.Agreements:Anagreementcan take the formofacontract,service levelagreement (SLA), letterofagreement(LOA), letterof intent (LOI),ormemorandumofunderstanding (MOU).Contract is required if thecustomerisexternaltotheorganization.4.EnterpriseEnvironmentalFactors:

Companycultureandstructure, Governmentalregulationsandindustrialstandards, Marketplaceconditions.

Beforedevelopingprojectcharter,itismostimportanttounderstandabovementionedEEF.5.OrganizationalProcessAssets:

TemplatesofProjectCharter, Projectchartersfrompreviousprojects, Organizationalstandardprocesses,proceduresandpolicies, Historicalinformationandlessonlearned.

4.1.2.Tools&Techniques:4.1.2.1.ExpertJudgment:ExpertjudgmentisatoolusedextensivelyandbroadlyinprojectmanagementprocessesthroughoutPMBOKtoassesstheinputdataandinformation.

SubjectMatterExperts, KeyStakeholders, ProjectManagementOffice(PMO), ProfessionalsandTechnicalAssociates, Consultants, IndustrialGroups, Otherunitswithintheorganization,

4.1.2.2.FacilitationTechniques:Thesearethetechniquesexplainedin5.2CollectRequirementprocess.



4.1.3.Outputs:4.1.3.1.ProjectCharter:Benefitsofprojectchartercanbe,

Itformallyrecognizetheprojectexistence. Itformallyauthorizeprojectmanagertoutilizeresourcesandbudget. Canbeusedtolinktheprojecttotheorganizationalstrategicplan.

Theprojectchartermayinclude,butnotlimitedto; ProjectTitle, BusinessCase/PurposeandJustificationoftheProject, MeasurableProjectObjectivesandRelatedSuccessCriteria, ResourcePreassigned, HighLevelProduct/DeliverablesDescription, KeyStakeholders, StakeholdersHighlevelRequirementsasknown, HighLevelProjectRisks&Constraints, SummaryMilestonesSchedule, SummaryBudget,(ROM) ProjectApprovalRequirements,Itexplainswhowillensuretheprojectsuccess?Whowill

measureprojectsuccess?Andwhowillsignofftheproject? AuthorizedProjectManager, ProjectOwner/Sponsorsignoff.

Inadditiontoabove,aprojectchartermay includeSMART(Specific,Measurable,Agreed,realistic,Timebound)organizationalstrategicgoalswhichwillbehelpfultoaligntheprojecttoOSP.NOTES:

1. Inorder todevelop project charter, it is important to assign aprojectmanagerwhowillperformhighlevelprojectplanning&estimateswhicharethepartofprojectcharter.

2. Beforemovingtoplanningprocessgroup,itisimportant, TounderstandOrganizationalStrategicPlan&Culture, Toensurethattheprojectselectedfulfilsorganizationalstrategicplan, Toensurethattheproductscopeisasfinalaspractical.

4.2:DevelopProjectManagementPlan:Itistheprocessofintegratingandconsolidatingallsubsidiarymanagementplansandbaselinesintoacomprehensiveprojectmanagementplan.Allsubsidiarymanagementplansarebeingassembledintoonedocument inorder toattain its formal signoff fromkey stakeholdersandapproval from thecustomer.Theprojectmanagementplandefineshowyoullexecute,monitorandcontrol,andclosetheproject.Projectmanagementplan isnot etched instone, it isaprogressiveelaborationwheretheprojectteamlearnsmoreabouttheprojectwiththepassageoftimeonproject.



Keyoutputistheprjectmanagementplan.



4.2.3.Outputs:4.2.3.1.ProjectManagementPlan:

ProjectManagementPlan(PMP)isnotasingledocument. PMPisbeingcreatedbytheprojectmanagerwithinputfromkeystakeholders.



ItisateambuyinefforttodevelopPMP.Projectmanagementplanincludessubsidiaryplanswhichcanbe,

1. RequirementsManagementPlan,2. ScopeManagementPlan,3. ConfigurationManagementPlan,4. ChangeManagementPlan,5. ScheduleManagementPlan,6. CostManagementPlan,7. QualityManagementPlan,8. ProcessImprovementPlan9. HumanResourcePlan,10. CommunicationsManagementPlan,11. RiskManagementPlan,12. StakeholdersManagementPlan.

Baseline:Abaselineisanapprovedversionofworkproductthatcanbechangedonlythroughformalchangecontrolproceduresandisusedasbasisofcomparison.Thebelowarethetypicalprojectbaselines,

1. ScopeBaseline(ProjectScopeStatement+WBS+WBSDictionary),2. ScheduleBaseline,3. CostBaseline.

The performancemeasurement baseline (PMB) is an approved ScopeScheduleCost Plan for theprojectwork.NOTES:

It isnotnecessarytohavealltheplanesstatedabove involved inyourproject.Theprojectmanagershouldcarefullyaddresseachprocessanditsinput,tools&techniques,andoutputsanddeterminewhichareapplicabletotheprojecttheyareworking.ThiseffortisknownasTAILORING.

Anotherapproachcanbeadoptedinpreparationofprojectmanagementplan.ThePMOmaycombine thesubsidiarymanagementplansbasedontheprocessgroupsto formaprojectmanagement manual. The project management manual can be helpful for the projectmanagerstodefineandcreatetheprojectmanagementplan.

ProjectManagementplanitselfisabaselinedocumentwhichrequiresformalapproval,tobechangedforapprovedchanges,andisusedtomeasuretheprojectperformance.

ProjectDocuments:Thereareanumberofprojectdocumentsthatareusedtohelpmanagetheproject.Thesedocumentsarenotthepartoftheprojectmanagementplanbutarefrequentlycreated,used,andupdatedthroughouttheproject.Belowaremoreorlessgeneralprojectdocuments.

ProcurementSOW FundingRequirements WatchList Agreements ChangeRequests LessonLearned ProjectCharter ChangeLog RFI&Log



StakeholdersRegister Forecasts (Schedule&Cost) MIR&Log

RequirementDocumentation QualityMetrics

NCR&Log Requirement

TraceabilityMatrix QualityChecklists SSN&Log

ProjectScopeStatement QualityControlMeasurements RFS&Log

ActivityList ProjectStaffAssignments DWGSubmittalLog

ActivityAttributes Responsibility

AssignmentMatrix(RAM)

DocumentSubmittalLog

MilestoneList ResourceCalendars MaterialSubmittalLog ScheduleNetwork

Diagram IssueLog Supplier/Manufacturer

SubmittalLog ActivityResource

Requirement CommunicationMatrix SubcontractorSubmittal

Log ResourceBreakdown

Structure Teamperformance

Assessment TechnicalQueriesLog

ProjectCalendars ProcurementDocuments ConcessionRequestsLog ActivityDuration

Estimate SellerProposals BookofQuantities

BasisofEstimates RiskRegister DailyProgressReports ScheduleData WorkPerformanceData WeeklyProgressReports ProjectSchedule WorkPerformanceInformation

MonthlyProgressReports

ActivityCostEstimate WorkPerformanceReports ProjectOBS

BudgetEstimate RiskBreakdownStructure SourceSelectionCriteria

4.3:Direct&ManageProjectWork:Keyoutputsare,

Deliverables, ChangeRequests,and WorkPerformanceData.



4.3.3Outputs:4.3.3.1Deliverables:DeliverableistheoutputofDirect&ManageProjectExecutionProcess(4.3)whichwillbesubjectto8.3_PerformQCforitsvalidationandthenitissubjecttoprocess5.5_ValidateScopefordeliverableacceptance.4.3.3.2WorkPerformanceData:WorkPerformanceInformationistheoutputof4.3_Direct&ManageProjectExecution.Itincludes,

DeliverableStatus, ScheduleProgress, CostIncurred.

Inthe listofprojectdocuments,startingfromRFI loguptodailyprogressreportaretheresultsofexecutingprojectworks.4.3.3.3ChangeRequest:Change Requests is the output of 4.3_Direct &Manage Project Execution. It includes followingdocumentation,

PreventiveAction:PreventiveactionisaPROACTIVEapproachtoavoidthedefecttohappenincaseyouareprematureandexperiencedsuchcasesbefore.Chronically,preventiveactionfollowsthecorrectiveactioninordertoavoidthedefecttohappenagaininfuture.

CorrectiveAction:



Correctiveactionisanapproachtorectifytheproductfaultwithoutapproachingtothereworkstage.Toapplyacorrectiveaction,youmusthavequalitymetricssetinadvancetoidentifytherootcauseanditsjustification.

DefectRepair:Theprocessorprojectcomponenteithertoberepairedorreplacedbasedontheresultplottedoverthecontrolcharts.Defectrepaironlycanhavetwooptions,

1. Rework:Theoutputdoesmeettotheproductspecificationsandneedtobebroughtbackintocompliance.Reworkisalwaysmoreexpensivethanthepreventiveaction.

2. Scrap:Itrepresentstotallossofworkandinvestmentandisexpensivethananyoftheabovescenarios(corrective,preventive,rework).

Updates:Changestoprojectdocuments,planes,andbaselinesasaresultofCRapproval.

Changemayhappeninfollowingprojectobjectives, Scope, Schedule, Cost, Quality, ProjectPoliciesandProcedures,

ChangeRequest(CR)maybeofmanykindsdependinguponthewayyouaregoingtodealwith, Internal&External, Direct&Indirect, Optional&Mandatory.

4.4:Monitor&ControlProjectWork:NOTE:PMImissedanimportantinputthatisdeliverableswhicharetobesubjectto8.3_PerformQualityControltovalidatethedeliverables.Keyoutputsare,

ValidatedDeliverables,



WorkPerformanceReports(Generatedthrough4.3processanddistributedthrough10.2process),and

ChangeRequest.4.4.2:Tools&Techniques:4.4.2.2.Analyticaltechniques:

RegressionAnalysis,



GroupingMethods, CausalAnalysis, RootCauseAnalysis, ForecastMethods, FailureMode&EffectAnalysis(FMEA), FaultTreeAnalysis(FTA), ReserveAnalysis, VarianceAnalysis, EarnedValueManagement, TrendAnalysis.

4.5:PerformIntegratedChangeControl:KeyTools&Techniquesis

ChangeControlToolsAndkeyoutputis

ApprovedChangeRequests. ChangeLog.



4.5.2Tools&techniques:4.5.2.1.ChangeControlBoard(CCB):ChangeControlBoardisaformallycharteredgroupresponsibleforreviewing,evaluating,approving,delayingor rejectingchanges to theprojectand recordingandcommunication thedecisions.ThefollowingmustbethepartofCCB,

ProjectManager, Sponsor, PMO.

NOTE:AllchangesmustbeapprovedbyCCBandonlyapprovedchangesmustbeincorporated.4.5.2.2.ChangeControlTools:Changecontroltoolsaretheautomatedandcomputeraidedsoftware.ExamplescanbeChangecontrolsystemandconfigurationcontrolsystems.Forsmallorganization,thechangecontroltoolscanbeintheformofexceloraccessdocument.ChangeControlSystem:Change Control System is a tool to track approved and disapproved changes to the projectdeliverables, planes, baselines, and documentations. It can be a part of Project ManagementInformationSystem(PMIS).ConfigurationControlSystem:ConfigurationmanagementSystemisthepartofPMISwhich

DocumentsthetechnicalandfunctionalcharacteristicsoftheProduct. Recordsandreportseachchangetothosecharacteristics.

ChangeControlVSConfigurationControl:ChangeControl ConfigurationControl

Itfocusesonchangestotheprojectcharacteristics. Itfocusesonchangestotheproductcharacteristics,Itmaintainslatestversionsofprojectdeliverables,documents,plan,andbaselines.

Itmaintainslatestversionsofproducts,theirtechnicalandfunctionalcharacteristics.

Itensuresthateveryoneisworkingwiththelatestandsameversionofdocuments,planes,andbaselines.

Itensuresthateveryoneisworkingwiththelatestversionofproductwithitstechnicalandfunctionalcharacteristics.

ProcessofMakingaChange:Bysequence/descendingorder.

1. Preventtherootcauseofchanges,(Proactiveapproach)2. Identifychange,3. Evaluatethechangeimpact,4. CreateaChangeRequest(CR),

Theprojectmanagerisresponsibletoperformtheaboveactionsinthecontextofchangerequest.Ifthechangeisbeingidentifiedbytheteammember,beforeapproachingtotheprojectmanagertheteammembermustperformtheaboveactions.

5. PerformIntegratedChangeControl(ICC),5.1 Assessthechange,



5.2 Lookforoptions,The projectmanager is responsible (either by himself or with the help of teammember)toperformtheaboveactionsbeforeapproachingtoCCBforCRapproval.

5.3 CRApproved/Rejection,5.4 UpdatetheCRstatusinChangeControlSystem,

6. ProjectManagementPlanand/orBaselinesUpdates,7. Implement,trackandupdatetheapprovedchange,8. Communicatethechange&itsstatustostakeholders.

4.5.3Outputs:4.5.3.2ChangeLog:Changelogisthepartofprojectdocumentsandisusedtorecordthechangesoccurredinproject.Thechangelogcontainschange,changeapproval,implementation,andvalidationstatus,andtheirimpactonprojectintermsofcost,time,andrisk.Note:Allchangesshouldbeloggedwitherapprovedorrejected.4.6:CloseProjectorPhase:TheKeyinputsare,

ProjectManagementPlan, AcceptedDeliverables,

Andkeyoutputsare, ProductTransition/Handover, OPAupdates,



ProjectCloseoutDocumentation:Alsoknownasprojectarchivesandbecomepartoforganizationalprocessassets.ProjectFiles:AllfilesrelatedtotheprojectincludingRFI,MIR,NCN,SSN,AccidentReports,TestReports,SiteStaffDailyReports,RiskRegister,andalllogsassociatedtoprojectactivities.Project/PhaseClosureDocuments:

1. ProjectCompletionCertificate,2. ProjectAcceptanceCertificate,3. ProjectHandoverCertificate,4. ProjectTerminationandTransferDocument.

LessonLearned:Lessonlearnedarearchivedduringphaseorprojectclosure.ProjectorPhaseClosureActivities:

1. Performproducttransition(acceptance,handover),2. Completeprojectandcontractperformance(successorfailure)report,3. Obtainformalacceptanceofprojectfromcustomeraswellasfromsponsor,4. Performlessonlearned,5. Createprojectarchives,6. Reportperformanceappraisals,7. Releaseresource,and8. Celebrate!



Belowactivitiesarepartofcloseprocurementprocesswhicharetobeperformedinconjunctionwiththecloseprojectorphaseprocess.

1. Conductprocurementaudits,2. Createprocurementfiles/recordNOTES:1. Itisbettertoassignprojectmanagerbeforeauthorizingprojectcharter.Itwillhelptoperform

highlevelplanningtoestablishprojectcharter.2. Projectfeasibilityreportistobepreparedbeforeprojectcharterisassigned.Projectselection,

businesscase,andprojectscopeofworkarethepartsoftheprojectfeasibilityreport.3. Phaseendreviewmustbeperformedforperformanceevaluation.4. Contractclosuremustbeperformedbeforeadministrativeclosureofphaseorproject.



5.SCOPEMANAGEMENT:ProductScope:The technical and functional features of the product. Product scope is determined based onstakeholders(Customer,Client,and/orSponsor)requirements.ProjectScope:Theworkrequiredtodeliveraproduct,serviceorresultwithspecifiedfeaturesandfunctions.Usuallyitevolvesaroundscope,time,cost,andquality.NOTES:

1. ScopeManagementinvolvesmanagingbothprojectscopeaswellasproductscope.2. ChangeManagement Plan deals with the changes to Project Scope while Configuration

ManagementPlandealswiththechangestoProductScope.ScopeCreep:Scopecreepreferstouncontrolledchangestotheprojectwhichareintentionallyorforcefullyimposedtotheproject.Therearetwosubsetsofscopecreep.ClassicScopeCreep:Scopechangeoradditionimposedtotheprojectbythecustomerorsponsorwithoutallowingadditionaltimeandcosttoimplementthechangeoraddition.GoldPlating:Theelementsorscope(unapproved)addedtotheprojectbytheperformingteam.Therecanbemanyreasonsbehindgoldplating.

Offeringadditionalfeaturesoftheproducttothecustomertomakethecustomerhappy. Addingadditionalfeaturestotheproductforenhancedperformance.

Inanycase,goldplatingisprohibitedact.Sinceitisanunapprovedscopechangeoraddition,itmaycostthemoneyandtimethatwasnotincludedinthecostandtheschedulebaselines.Requirements:Arequirementisaconditionorcapabilitythatmustbepossessedbytheproduct,service,orresulttosatisfyorfulfilcontractorotherformallyimposedspecifications.



5.1PlanScopeManagement:Thekeyinputsare,

ProjectManagementPlan, ProjectCharter,

Andkeyoutputsare, ScopeManagementPlan, RequirementsManagementPlan.



5.1.3Outputs:5.1.3.1ScopeManagementPlan:Thescopemanagementplanisacomponentofprojectmanagementplanthatdocumentshowtheprojectscopewillbedefined,executed,validated,andcontrolled.Scopemanagementplanisaffiliatedwithorganizationalstrategicplan(OSP).Thedevelopmentofscopemanagementplanstartsfromtheinformationcontainedintheprojectcharter.Scopemanagementplanincludesprocessesto,

DevelopProjectScopeStatement, EstablishWBSandWBSDictionary, Approveandmaintainscopebaseline, Obtaindeliverableformalacceptance, Controlscopechanges,(changemanagementplanandchangecontrolsystem)

ChangeManagementPlan:ChangeManagement Plan describes how changes to project objectives (Time, Cost,Quality, andScope)willbemanagedandcontrolled.ItdealswiththeProjectCharacteristicsandmayinclude,

ChangeControlProcedure Approvallevelsforauthorizingchanges ChangeControlBoard Planoutlininghowchangeswillbemanagedandcontrolled. Organizationaltoolsusedtotrackandcontrolchanges

5.1.3.2RequirementsManagementPlan:Therequirementmanagementplanisacomponentofprojectmanagementplanthatdocumentshowrequirementswillbecollected,analyzed,documented,andmanaged.Inadditiontotherequirements,theprojectmanagermustchooseanappropriateandeffectivephasetophaserelationshiptomeettheprojectandproductrequirementsanddocument thatapproach inrequirementsmanagementplan.Requirementmanagementplanincludes,

Howrequirementswillbeplanned,tracked,andreported. Howconfigurationmanagementactivitieswillbeperformed. Howtherequirementswillbeprioritized. Howtherequirementsarebeingreflected inRTMandhowrequirementsattributeswillbe

capturedfromRTM.ConfigurationManagementPlan:Configuration Management Plan includes how the latest version of technical and functionalspecificationsoftheproductwillbemaintainedanddistributedtothestakeholdersandensuresthateveryoneisawareofthelatestchanges.Whendealingwithsoftwareproducts,avarietyofproductversionsarereleasedinthemarketplaceduetoimprovement.Theconfigurationmanagementmustdocumentthesechangessothatthecustomerreceivesthecorrectversionoftheproduct.ConfigurationManagement&controlsystemdealswiththeProductCharacteristics.



NOTES: Change management is associated with scope management plan and configuration

managementiswithrequirementsmanagementplan. Iprefer to keepbarrierbetweenproject scope (under changemanagement) andproduct

scope (underconfigurationmanagement) to record, track,maintain,and report the latestversionsforprojectandproductscoperespectively.

5.2CollectRequirements:5.2.2:Tools&Techniques:1.Interviews:Interviewingstakeholders/subjectmatterexpertsoneononebutmayinvolvemultipleinterviews.



2.FocusGroups:Focus groups bring together prequalified stakeholders and subject matter experts. A trainedmoderatorguidesthegroupthrough interactivediscussion. It ismoreconversationalandeffectivethanaoneononeinterviewandbrainstorming.3.FacilitatedWorkshops:Crossfunctional stakeholders (Designer/Suppliers+EndUsers/Customer) arebrought together todefineproductrequirements.Examplesare, JADJointApplicationDevelopment,usedinsoftwaredevelopment.

QFDQualityFunctionDeployment,usedinmanufacturingandalsoknownasVOCVoiceofCustomer.

Advantagesoffacilitatedworkshops, Buildtrust, Promoterelationships, Improvecommunication

4.GroupCreativityTechniques:Thesearedata/information/requirementgatheringtechniques.Thesearedividedintotwotypes,ADatagatheringtechniques:4.1Brainstorming:Brainstormingisnotanindividualeffort.Itisgroupcreativitytechnique.Oneparticipantwillgenerateanideawhichmayleadtogenerateideasbyotherparticipant,whichleadstoyetanotherandsoon.4.2NominalGrouping:Ideasgeneratedbybrainstormingarefurtherrankduringthesamemeetingorinaseparatemeetingforrequirementsgroupingandprioritization.4.3TheDelphiTechnique:Withthistechnique,aRFI(requestforinformation)issenttoconcernedstakeholdersanonymously,their response are further compiled and results are sent back to the stakeholders for their finalapproval/review.Thisisverygoodtechniqueespeciallywhen

Therearechancesthatthestakeholderscanopposeeachother. Iftheinformationistobekeptsecured. ItisessentialtoofficiallydocumenttherequirementinRFI.

BDataAnalysisTechnique:4.4MindMapping:It is data analysis technique. Ideas generated through brainstorming are plotted as tree. Colors,picturesandnotationscanbeusedtomakethediagrammorereadable.Mindmappingishelpfulin

Detailedstudyofrequirementsordata, Problemsolving,



Decisionmaking.4.5AffinityDiagram:Also known as KJ (Kawakita Jiro) method. This is requirements grouping technique. Similarrequirementsaregatheredintogroupsandeachgroupisgivenwithaname.Thisgroupingmakesiteasiertoseeadditionalareasofscope(orrisks)thathavenotbeenidentified.



Note:MindMappingandAffinityDiagramhelptoverifythescopewithprojectcharter.4.6MulticriteriaDecisionAnalysis:Thistechniqueisusedtogroup,sort,andprioritizethedecisionsusingdecisionmatrix.Thedecisionsmadeareanalyzedfordifferentcriteriasuchasrisklevel,uncertainty,andvaluation.5.GroupDecisionMakingTechniques:It isused togenerate,assess,classifyandprioritize theproduct requirements.Decisionmaking iscarriedoutwithdifferenttechniques,

A. AnalyticHierarchyProcess(AHP):Thisprocessisusefulwhen

Requirementsareextremelycomplex,or Difficultdecisionsneedtobemade.B. Voting:(UMPD)

Unanimity:Everyoneagreesonspecificrequirements.Majority:Morethan50%agreesonspecificrequirementsPlurality:If50%isnotachieved,thelargestblockinthegroupdecides.Dictatorship:Oneindividualmakesthedecisionforthegroup.Itcanhavenegativeimpactsontheproject.

6.QuestionnairesandSurveys:Thesearewrittensetsofpredesignedquestions.Thistechniqueisusedforlargegroups. 7.Observations:ItisalsoknownasJobShadowing.Itisdoneexternally(externalobserver)whileuserisperforminghisjob.Itcanalsobedonebyaparticipantobserverwhoactuallyperformaprocesstoexperiencehowitisdonetouncoverhiddenrequirements.ThisisakeytoolforQFDtocaptureVOCinfacilitatedworkshops.8.Prototypes:ItisanexampleofProgressiveElaboration.Theseareexperimentalmodelswhichcanbesubjecttorevisionstograduallycollectthestakeholdersrequirements.9.ContextDiagrams:AsusedinPMBOKfordataflowdiagramsshowinginputsandtheelementsprovidingtheinputsaswellasoutputsandtheelementsreceivingtheoutputs.10.DocumentAnalysis:Analyzing project documentations (business plans, agreements, RFP, RFQ, processes, policies,procedures,issuelogs,codes,guidelinesetc.)canrevealthenewrequirements,risks,andinformation.



5.2.3:Outputs:RequirementDocumentation:Requirementdocumentationincludesfollowinginformation,

1. BusinessRequirements:a. Businessandprojectobjectivesfortraceability,b. Businessrules,c. Guidingprinciples,

2. StakeholdersRequirements:a. Impactstootherorganizationalareasorgroups,b. Impactstootherentitiesinsideoroutsidetheorganization,c. Stakeholderscommunicationsandreportingrequirements.

3. SolutionRequirements:a. Functionalandnonfunctional(physicalandtechnical)productrequirements,b. Technologyandstandardcompliancerequirements,c. Supportandtrainingrequirements,d. Qualityrequirements,e. Reportingrequirements,etc.

Solutionrequirementscanbedocumentedtextuallyorinmodelsorboth.4. ProjectRequirements:

a. Performance,safety,complianceetc.b. Productacceptancecriteria.

5. TransitionRequirements:6. Requirementassumptions,dependencies,andconstraints.

RequirementTraceabilityMatrix:Itshouldbedividedintotwopartsasbelow,A.RequirementAttributes:Requirementattributematrixcontains,

Requirements, Owner, Source, Priority, Stability, ComplexityLevel, Version, Status(Completed/Approved/Added/Deleted/Deferred/Cancelled) AcceptanceCriteria.

B.RequirementTraceability:Ithelpstolinktherequirementstotheprojectobjectivesorproductfeaturesandtotrace&balancethestakeholdersrequirements.Helpfultotracemissedand/orextrarequirements.ResolvingCompetingRequirements:Requirement must be prioritized and balanced. One technique to balance the competingrequirementsistoselect/accepttherequirementswhichbestcomply(inorder)withthebelow,



BusinessCase, ProjectCharter, ProjectScopeStatement, ProjectConstraint,

RequirementsNotes: Ifitisnotrelatedtothereasontheprojectisinitiated. Ifyes(above)butnotfallwithintheprojectcharter. Changes to theprojectcharter shouldbebrought into sponsorsattention for

approval. Requirements delaying/affecting the project constraint (schedule or cost or

scope)shouldnotbeaccepted. Requirementsenhancingtheprojectconstraintshouldbeaccepted.

5.3DefineScope:



5.3.2:Tools&Techniques:5.3.2.2.ProductAnalysis:Itincludesthefollowingtechniquestouseinordertobreakdownhighlevelrequirementsintotangibledeliverables,

ProductBreakdown/Decomposition, RequirementsAnalysis, System/ProcessAnalysis, ValueAnalysis, System/ProcessEngineering, ValueEngineering.

5.3.2.3.AlternativeIdentification:Define/identify/generatedifferentapproachesinordertoselectappropriateonebyBrainstorming.5.3.2.4.FacilitatedWorkshops:Explainedinprocess5.2_CollectRequirements.5.3.3:Outputs:5.3.3.1.ProjectScopeStatement:

ProjectScopeStatement includes, indetails,theprojectdeliverablesandworkrequiredtocreatethosedeliverables.

Inenablesprojectteamtoperformmoredetailedplanning. Guidestheprojectteamsworkduringexecution. Providesbaselineforevaluatingthechangeswhetheradditionalworkiswithinoroutsidethe

projectboundaries.DetailedProjectScopeStatementincludes,

1. ProductScopeDescription,2. ProductAcceptanceCriteria,3. ProjectDeliverables,4. ProjectExclusions,5. ProjectAssumptions,6. ProjectSpecifications,7. ProjectConstraints.



5.4CreateWBS:Keyinputisprojectscopestatementandkeyoutisscopebaseline.ScopeBaseline:ProjectScopeStatement+WBS+WBSDictionary



5.4.2:Tools&Techniques:5.4.2.1.Decomposition:Itisthetechniquetosubdividetheworkrequiredforeachdeliverableintofundamentalcomponents.Correctnessofdecompositioncanbedeterminedbythecomponentsbyverifyingeitherthosearesufficientforcompletionofcorrespondinghigherleveldeliverables.Itisateambuyinprocess.5.4.3:Outputs:5.4.3.1.WBS:WorkBreakdownStructureDetailedworkrequiredtodeliverprojectdeliverablesisdecomposedintomanageabledeliverables.WBSisacompletehierarchyofallthescopeoftheproject.

ToplevelofWBSiscalledSummaryLevel. LowestlevelisknownasWorkPackageLevel. SecondlowestlevelisknownasControlAccountLevel. WBSiscreatedwiththehelpofteam(creatingWBSisteambuyinprocess). WBS isused to trackandverify theprojectscope. Ithelpspreventchanges,preventwork

slippagethroughcracks. Itfocusestheteammembersonwhatneedstobedonewithanincreasedquality. WithWBS,projectiseasytomanage. AgenericWBScanbeatemplateinOPA.



Helpspeopletogettheirmindaroundtheproject. Preventsscopecreepandgoldplating. DoesNOTshowdependenciesamongtheworkpackages.WBSdictionaryhelpstoovercome

thissituation.WBScanbepreparedinthefollowingforms,

OrganizationChart/Graphical, Outline(List), FishboneDiagram

WorkPackages:ItisthelowestlevelofWBSandcontainsactivitiesandmilestone,atwhichthecost,resourcesandschedulecanbeestimatedeasily.AlsoknownasLevelofDeliverables(deliverablefocused).ControlAccounts:Thelevelnexttoworkpackageinascendingorderismostlyconsideredascontrolaccount.Acontrolaccountcanhavemorethanoneworkpackagesorcanhaveonlyonebutaworkpackagecanbeassociatedwithonlyonecontrolaccount.Controlaccountsareusedforearnedvalueforperformancemeasurement. 5.4.3.2.WBSDictionary:Itissimilartoprojectcharter.Itisausefuldocumentswhich,

Preventsscopecreepandgoldplating, ItisusedaspartofWorkAuthorizationSystem. Itisusedtocontrolthework. Itcontainsinterdependenciesbetweenworkpackages. Itincludesallinformationoftheworkpackages,

1. WorkPackageDescription,2. AcceptanceCriteria,3. Assumptions,4. Technicalreference(drawingno.etc.)5. AgreementInformation(Optional)6. Risks,7. Resourceassigned,8. Duration,9. ScheduleMilestones,10. Cost,11. ContractInformation,12. Completiondate,13. Quantifieddeliverables.14. PredecessorandSuccessorworkpackages.

AnexampleofWBSdictionaryisshownonthefollowingpage.



5.4.3.3.ScopeBaseline:Scopebaselineconsistsofthreedocuments,

ProjectScopeStatement, WBS, WBSDictionary.



5.5ValidateScope:Itistheprocessofformalizingtheacceptanceofthecompletedprojectdeliverables.Thekeyinputisverifieddeliverableandkeyoutputsareaccepteddeliverables,changerequestsandworkperformanceinformation.Keytools&techniquesisInspection(RFI).5.5.3:Outputs:

AcceptedDeliverables ChangeRequest,



ProjectDocumentsUpdates,NOTE:ValidateScopeisthelastprocessbeforemovingtonextphaseoftheproject.Inthisprocess,deliverablesaresubjecttoverificationandacceptancewhichyieldsACCEPTEDDELIEVRABLE.5.6ControlScope:5.6.2:Tools&Techniques:VarianceAnalysis:Comparison/VarianceanalysisofScopeBaselinevs.WorkperformanceInformationNote:Importantaspectsofprojectscopecontrolare,

Determinethecauseanddegreeofvariancew.r.t.baseline.



Decidetherequiredcorrectiveandpreventiveactions.5.6.3:Outputs:1.WorkPerformanceMeasurement:It can include planned vs. actual (technical and/or physical) performance. This information isdocumentedandcommunicatedtostakeholders.2.ChangeRequests:Refertoprocesses4.3and4.5inthebookfordetails.3.OPAUpdates:

Causeofvariance, Correctiveactionchosenandthereason, Lessonlearned.

4.PMPUpdates: ScopeBaseline, CostBaseline, ScheduleBaseline

5.ProjectDocumentsUpdates: RequirementDocumentation, RequirementTraceabilityMatrix.



6.TIMEMANAGEMENT:6.1PlanScheduleManagement:It is theprocessofdeveloping the scheduling tools,procedures, templates, formats,policies,andmethodologiesforplanning,developing,executing,andcontrollingtheprojectschedule.



6.2DefineActivities:



6.2.2:Tools&Techniques:RollingWavePlanning:Itisaprocessofprogressiveelaboration.NeartermprojectactivitiesareplannedindetailsandfutureworkisplannedathigherlevelofWBS.ItismostlyusedindevelopmentofITsystemandlessoftenusedforconstructionprojects.Itisperformedforthe, Complexprojectswithlessdetails/informationareavailableatthebeginning, Projectswhichareunique innatureanddonothaveanyhistorical informationorprevious

example.5.4.2.1.Decomposition:Itisthetechniquetosubdividetheworkrequiredforeachdeliverableintofundamentalcomponents.Correctnessofdecompositioncanbedeterminedbythecomponentsbyverifyingeitherthosearesufficientforcompletionofcorrespondinghigherleveldeliverables.

Itisateambuyinprocess. Decomposesworkpackagesintosmallercomponents,

o Whichareeasytomanage,o Thatgiveareasonableresourceestimate,o Thatgiveareasonabledurationestimate,o Thatgiveareasonablecostestimate,

TheWorkpackagesaretobecomposedtofollowtheheuristics, 4/40Forsmallprojects, 8/80Forlargeprojects,

The8/80 rule isusedasa reminder toprojectmanagers to limit the sizeofWBSworkpackages.Following theseguidelineswillpreventmicromanagementor the creationofworkpackages thatbecometoolargetomanage.Workpackagesshouldbe: Nosmallerthan8hours, Nolargerthan80hours,and Between1and10daysinduration

Thisrulesuggeststhattaskdurationsbetween8hoursand80hoursaregenerallysizedaboutright.Tasksshorterthanonedaymightbetoogranularortasklongerthan2weeksmightbetoolongtomanageproperly.6.2.3:Outputs:1.ActivityList:Itincludestheactivitydescriptionandidentifier.Togenerateactivitylisttherequiredinputsaredesigndrawings,billofquantities,andscopebaseline.ActivityTypes:It is important to understand the activity types to plan the project activities. Task and resourcedependentactivitiesarediscreteeffortsandLOEisapportionedeffort.



TaskDependent:Activities are scheduled using the activity's calendar rather than the calendars of the assigned resources. Choose task dependent when you want to control the duration of the activity yourself (that is, no resources are assigned), or when one or more resources assigned to the same activity can work according to the same calendar. The activity is scheduled according to the activitys calendar, not the resource calendars. For example, you might have an activity to cure concrete; you know how long the task takes and the addition of resources wont complete the task any earlier. You would designate this activity as task dependent.ResourceDependent:Activitiesarescheduledusingthecalendarsoftheassignedresources.Thistypeisusedwhenseveralresourcesareassignedtotheactivity,buttheymightworkseparately.Chooseresourcedependentwhen youwant to schedule each resource according to his/her own time schedule, or resourcecalendar,nottheactivitycalendar.Theassignedresourceavailabilitydeterminesthestartandfinishdatesoftheactivity.Typically,youusethistypewhenmultipleresourcesassignedtothesameactivitycanworkindependently,orwhenavailabilitycanaffecttheactivitysduration.Forexample,anactivitythatrequiresanInspectormightbedelayedifthatresourceisassignedtomultipleprojectsorisonvacation.Resourcedependentactivitywillfollowtheresourcecalendarsandthedurationwillbechangeduponresourcelevelling.WBSSummary:Activitiesthatareusedtorollupdate,duration,andpercentcompletevaluesforagroupofactivitiesthatshareacommonWBScodelevel.ChooseWBSSummarytoindicatethattheactivityisasummarylevelWBSactivity.AWBSSummaryactivityrepresentsagroupofactivitiesthatshareacommonWBSlevel.ThesummarylevelWBSactivityenablesrollupsofdatesfortheactivitygroup.ThedurationofaWBSSummaryactivityextendsfromthestartoftheearliestactivityinagrouptothefinishofthelatestactivity.WBScodescontrolwhichactivitiesarepartofaWBSSummaryactivity;P6incorporatesanyactivitiesthatshareacomponentoftheWBSSummaryactivity'sWBScodeintotheWBSSummaryactivity.Forexample,allactivitieswhoseWBScodesbeginwithA(A.1,A.1.1,A.1.2,etc.)canbepartofoneWBSSummaryactivitywhoseWBScodeisA.Atalowerlevel,allactivitieswhoseWBScodesstartwithA.1(A.1.1,A.1.2,etc.)canbepartofaWBSSummaryactivitywhoseWBScodeisA.1.LevelofEffort:Activities have a duration that is determined by its dependent activities and are typicallyadministration type.Choose levelofeffort to indicate that the activitysdurationdependson itspredecessorand/orsuccessoractivities.Alevelofeffortactivityisusuallyonethatisongoing,suchasclericalwork,changemanagement,orprojectmanagementtasks.Forexample,sitecleanupcouldbeconsidereda levelofeffortactivity; itoccursrepeatedlyand isdependenton thecompletionofaphase.DiscreteEffort:Discrete effort is a term used to describe the work that can be measured and traced to thecomponents intheworkpackages.It istheactualworktocreatetheprojectdeliverables.Discreteeffortreferstotheparticularworkeffortthatcanbeidentifiedandtracedashavingadirecttietothefinalcompletionoftheprojectrelatedworkbreakdownstructurecomponentsandthedeliverables.Itisnecessarythatalltheeffortshaveaspecificmeasurableendproductorendresult.



ApportionedEffort:AnotherkindofactivitythatmustbeaccommodatedisApportionedEffort,sometimescalledfactoredeffort. Many inspection activities are dealt with on an apportioned basis. For example, amanufacturingworkpackagerequiresinspectionpriortoitscompletion.Ratherthancreateaseparatework package, the budget for the inspection activity can be included in themanufacturingworkpackageasapercentageoftheoverallbudgetandthatamountcanbeearnedautomaticallyastheworkpackageisaccomplished.Ifdesired,aseparateworkpackagecanbeestablishedwithitsbudgetapercentageofthebudgetforthetasktowhichitisapportioned.Astheprimarytaskisaccomplished,thevalueoftheapportionedefforttaskisearnedconcurrently.2.ActivityAttributes:Activityattributesareupdatedanddetailedversionofactivitylist.Theseareactivitycharacteristics,

1. ActivityID,2. ActivityCodes,(Location,discipline,workpackage,projectphase,steps,etc.)3. ActivityDescription,4. ActivityType,(Startmilestone,finishmilestone,taskdependent,resourcedependent,

WBSsummary,levelofeffort(LOE),discreteeffort(DE),apportionedeffort(AE)).5. LogicalRelations,Predecessor,Successor,Leadsandlags,6. Imposeddates,7. Responsibleperson,etc.

3.MilestoneList:Amilestoneisasignificant/keyeventintheproject.Itisdifferentthantheactivityinthecontextofduration.Activitieshavedurationmorethanzero(0)hours/dayswhilemilestoneshavezerodurationMilestonecanbe

Mandatory/Contractual (required by contract, customer, consultant) or optional/Control(requiredbyprojectmanager).

Startorfinishmilestone.Milestonescanbeusedforaproject,

TorepresenttheprojectprogresstohighmanagementCEO(MilestoneChart). Tocontroltheprojectprogress(Controlmilestones).

Itisadvisabletohavecontractualaswellascontrolmilestoneintheprojecttimescheduleforeffectiveschedulecontrol.



6.3SequenceActivities:6.3.2:Tools&Techniques:1.MethodstoDrawNetworkDiagrams:

PrecedenceDiagrammingMethod(PDM), ArrowDiagrammingMethod(ADM), GraphicalEvaluation&ReviewTechnique(GERT).



PrecedenceDiagrammingMethod:(PDM)ThismethodisusedforCriticalPathMethod(CPM)todrawnetworkdiagram.Anetworkdiagramcanbeoftwotypes,

1. AONActivityOnNode(AlsocalledPDM)2. AOAActivityOnArrow(AlsocalledADM)

LogicalorPrecedenceRelations:1. StarttoStart,2. StarttoFinish,3. FinishtoStart,4. FinishtoFinish.

AONActivityonNode: Nodesrepresentactivities, Arrowsrepresentlogical/precedencerelations.PDMcanhaveallfourlogicalrelations. Afterestimatingactivityduration,durationsareshownabove/belowthearrows. Nodummyactivities. Widelyusednowadays.

AOAActivityonArrow:

Arrowsrepresentactivities, Nodesrepresentsstartandfinish, Lengthofarrowrepresentsactivityduration, Onlybearsfinishtostartrelationship. Itcanhavedummyactivities. Rarelyusednowadays.



GraphicalEvaluation&ReviewTechnique:

Itisamodificationtonetworkdiagrammingmethod. Itiscomputersimulationtechnique. Itallowsconditionalbranchingandloopsbetweenactivities. ExampleofGERTisatypicalprocesschart. TheconditionalbranchingorloopsarebasedonYesNoorTrueFalsecriteria. Usedforprocessevaluationanddecisionmaking.

2.DependencyDetermination:(NatureofLogicalRelation)Dependenciesareoffourtypes,

1. MandatoryDependencies,2. DiscretionaryDependencies,3. ExternalDependencies,and4. InternalDependencies.

MandatoryDependencies:AlsoknownashardlogicE.g.,Regulations,ContractualConstraints,etc.



DiscretionaryDependencies:Alsoknownaspreferred,preferentialorsoftlogic.Thesearedefinebytheprojectmanagementteamandmayhavecertainleadsandlags.Softlogicsmustbedocumentedasthesecanlimittheschedulingoptions.Whenfasttrackingtechniqueisusedtocompresstheschedule,softlogicsarereviewedandmodifiedorremoved.ExternalDependencies:When thedependency isexternal toproject.Forexample,yourcontract is toprovide installationservicesforWaterTreatmentPlanandyourclienthascontractwithanothersuppliertosupplytheplant material. The dependency of equipment installation will be externally dependent to theequipmentdelivery.Butifyouhavesupplyandinstallationcontract,thenthenatureofdependencywillnotbeexternal.ExternaldependenciesshouldberecordedinRiskRegisterandshouldbetrackedcarefully.InternalMandatoryDependencies:ThesearethemandatorydependencieswhichrepresentthephysicalLimitationsunderprojectteamcontrolsuchas,

RoofslabcantbecastedwithoutcastingRCCcolumns.Thecontroloverthedependencyisundertheprojectteam.

Testingcantbeperformedunlessplantisinstalled.3.Applyleadsandlags:Leadsand lagsarebeingdeterminedby theprojectmanagement teambasedon thedependencydetermination.Leadsandlagsareappliedtothelogicalrelationshiptofulfildecenciesrequirements.LEAD:

Itistheaccelerationofsuccessoractivity. Overlappingofactivities. ItbearsVEmathematicalsign. Dont introduce too many leads in the initial plan. It will helpful later on for schedule

compression(crashing).LAG:

Itisthedelayofsuccessoractivity. Freetimebetweentwoactivities. Itbears+VEmathematicalsign.

NOTE:1. Inprojectmanagementsoftware(primavera),onlytermLAGisused.Ifitis+VEmeanslagand

ifitisVEmeanslead.2. Forschedulecompression(fasttracking),leadsareintroducedandlagsareoptimized.



4.ScheduleNetworkTemplates:Purposeofusingschedulenetworktemplates(fromOPA)istoexpeditethepreparationofschedulenetworkdiagram.Atemplatemaycontainapertorsegmentfrompreviousproject.Thissegmentisknownassubnetworkorfragmentednetworkschedule.6.3.3:Outputs:1.ProjectScheduleNetworkDiagram:PSNDProjectScheduleNetworkDiagramissimilartoaflowchartinappearance.ScheduleNetworkDiagramishelpfulasit,

Justifiesyourtimeestimateforproject. Showsworkflows. Helpseffectiveplanning,execution,monitoringandcontrol. Showslogicalrelations(interdependencies)betweentheactivities. Showsprojectprogresswhenusinginprojectcontrollingprocess. Identifiesopportunitiestocompressthescheduleinplanningandthroughoutthelifeof

theprojectaswell.NOTES:

1. Projectschedulenetworkdiagramdoesnotchangeduetochangeinthestartorenddate.Changingstart,finish,anddurationswillchangethelengthofcriticalpathortheproject.

2. PSNDchangesduetochangeinthelogicalrelations.3. Atthisstageofplanning,ScheduleNetworkDiagramdoesnotshowactivityduration.After

conducting 6.5_Estimate Activity Durations Process, activity durations are introduced toprojectschedulenetworkdiagram.

Pleaserefertotheprojectschedulenetworkdiagramonthefollowingpage.2.ProjectDocumentsUpdate:

1. ActivityList,2. MilestoneList,3. ActivityAttributes(forlogicalrelations,leads,andlags),and



4. RiskRegister(forexternaldependencies).6.4EstimateActivityResources:Itistheprocessofestimatingresourcesrequiredtoperformtheactivities.Thisprocessinvolvesthefollowingactions,

AnalyzeWBSandactivitylist, Estimatetheresourcesrequiredtodeveloptheproduct. Ifrequired,decomposetheactivitiesfurtherforaccurateresourceestimation. List theestimated resourceunder their respective categorywith theunits andestimated

quantity. Reviewtheresourceestimationforskillsandtypesofresourcesrequiredto implementthe