Project Management FrameworkProject Management Process Groups

Project QualityManagement

Project CostManagement

Project TimeManagement

Project ScopeManagement

ProjectManagement Integration

Knowledge Area Processes

Schedule ControlActivity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimatingSchedule Development

Cost ControlCost EstimatingCost Budgeting

Perform Quality Control

Perform Quality Assurance

Quality Planning

Scope VerificationScope Control

Monitor and Control Project WorkIntegratedChange Control

Monitoring & Controlling Process

Group

Scope PlanningScope DefinitionCreate WBS

Develop Project Management Plan

PlanningProcess Group

Direct and Manage Project Execution

ExecutingProcess Group

Develop Project CharterDevelop Preliminary Project Scope Statement

Initiating Process Group

Close Project

Closing Process Group

Project Management FrameworkProject Management Process Groups

ProjectProcurementManagement

Project RiskManagement

ProjectCommunicationsManagement

Project HumanResourceManagement

Knowledge Area Processes

Risk Monitoring and Control

Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response Planning

Performance ReportingManage Stakeholders

Information Distribution

Communications Planning

Manage Project Team

Acquire Project TeamDevelop Project Team

Human Resource Planning

Contract Administration

Monitoring & Controlling Process

Group

Plan Purchases and AcquisitionsPlan Contracting

PlanningProcess Group

Request Seller ResponsesSelect Sellers

ExecutingProcess Group

Initiating Process Group

Contract Closure

Closing Process Group

Project Stakeholders

Project Selection Decision Models

This is similar to the decision tree in that the project is evaluated using one criterion at a time. However, in this model the project continues to be considered even if it fails to meet some of the criteria.

Criteria profiling

This type of model is similar to criteria profiling, but different criteria may be weighted and factored into the scoring. Weighted factor

In a Q-sorting model, groups of people rate the relative priority of a number of projects. Q-sorting

In the Delphi technique, individuals can be located remotely and may remain anonymous, yet still participate in group decision making. People participating in a Delphi process are given criteria, asked to rate a project on a zero-to-ten scale, and provide reasons for their ratings.

Delphi technique

In a decision tree model, selection criteria are arranged along the branches of a tree flowchart. The project is evaluated against criterion. If the project fails to meet any criterion, it is removed from consideration.

Decision tree

DescriptionSystem

Create Project Charter

Include the project and authority identification information. Include a clear, concise description of the business need,

opportunity, or threat that the project is intended to address.

Include summary descriptions of the product or service of the project.

Include a description of the project's relationship to the business need it is intended to address.

Consider any known constraints and/or assumptions.Ensure the person with the required knowledge and

authority signs the project charter.Distribute the signed charter to the appropriate project

stakeholders.

Product Analysis

Identifying what the customer's needs are, and translating those needs into technical requirements. Appropriate for each stage of the product development cycle.

Analyzing products holistically, integrating factors such as users, usage environment, and related hardware or software with which the product must function.

Quality function deployment

Systems engineering

Identifying and developing the cost versus benefits ratio for each function of a product. A method for controlling costs while maintaining performance and quality standards. Very common in military and construction contracts.

Value engineering and value analysis

Analyzing all of the things that a product does, including primary and related functions, to identify unnecessary functions that might drive up cost on a product.

Functional analysis

DescriptionTechnique

Alternatives Identification

A group technique that extracts and summarizes anonymous group input to choose among various alternatives. Often used to arrive at an estimate or forecast.

Delphi technique

A general creativity technique for generating possible alternatives. Brainstorming methods can be structured or unstructured in approach. The goal is to generate as many ideas as possible from as many team members as possible.

Brainstorming

A creative approach to problem solving in which the team attempts to think about a problem in new ways and generate a fresh solution.Lateral thinking

DescriptionTechnique

Create A Scope Statement

Refine the project objectives, deliverables, and product scope description.

Reexamine the project requirements.Review the project boundaries.Update the preliminary project constraints, risks, and

assumptions.Create schedule milestones. Include a revised overall cost estimate and define any cost

limitations. Identify and document known risks.Map out the internal organization.Document project specifications and approval requirements.Finalize the procedure for accepting completed products.

Work Breakdown StructureThis is a technique to analyse the content of work and cost by breaking it down into its component parts. It is produced by :-Identifying the key elements Breaking each element down into component parts Continuing to breakdown until manageable work packages have been identified. These can then be allocated to the appropriate person.Below is a work breakdown structure for the recruitment of a new person to fill a vacant post.

PERT Program Evaluation and Review Technique-

planificación de duración de actividades. Se asignan valores a las condiciones:

• Optimista• Pesimista• Lo más probableLa distribución de las 3 posibilidades se multiplica

por el valor dado a la condición, y se divide entre 6.

Project Evaluation Review Technique (PERT)Network analysis or PERT is used to analyse the inter-relationships between the tasks identified by the work breakdown structure and to define the dependencies of each task. Whilst laying out a PERT chart it is often possible to see that assumptions for the order of work are not logical or could be achieved more cost effectively by re-ordering them. This is particularly true whilst allocating resources; it may become self evident that two tasks cannot be completed at the same time by the same person due to lack of working hours or, conversely, that by adding an extra person to the project team several tasks can be done in parallel thus shortening the length of the project.Below is the PERT chart of the WBS shown above after network analysis as been applied.

Activity

An element of project work that requires an action to produce a deliverable.

Typically has an expected duration.Usually consumes costs and resources.

Examples of activities:Revise user manualDig footersReserve conference room

Create Activity List

Gather inputs and resource materials.Decompose each work package in the WBS

into activities required to produce the deliverable.

Consult records of similar projects to identify possible activities.

Consult subject matter experts about unfamiliar activity.

Ensure activities listed are necessary and sufficient to successfully complete. the work package.

Finish-to-Start (FS) Example

A10 days

B4 days

A (10 days) B (4 days)

B can’t start untilA is finished

B can’t start untilA is finished

14 days

Finish-to-Finish (FF) ExampleA

10 days

B4 days

A (10 days)

B (4 days)

B can’t finishuntil A finishesB can’t finish

until A finishes

A (10 days)

B (4 days)

FF

14 days (Worst Case)

10 days (Best Case)

Start-to-Start (SS) ExampleA

10 days

B4 days

A (10 days)

B (4 days)

B can’t startuntil A startsB can’t startuntil A starts

A (10 days)

B (4 days)

SS

10 days (Best Case)

14 days (Worst Case)

Start-to-Finish (SF) ExampleA

10 days

B4 days

A (10 days)

B (4 days)

A (10 days)

A must start before B can finish

A must start before B can finish

B (4 days)

10 days (Best Case)

14 days (Worst Case)

SF

Arrow Diagramming Method

Start Finish

A

BC

D E

F G H

I

J

Project Network Diagram

Start

Finish

A B

C

D

E

F G H I J

Hammock Activity

Start

Finish

A B

C

D

E

F G H I J

Hammock

GERT Network Diagram with Loop Example

Design Logo

SponsorApproval?

Demo for FocusGroups

FocusGroupOK?

Produce FinalArtwork

no

Loops

yes

yes

no

GERT Network Diagram with Conditional Branch

Dig trench

Fill withWater?

Lay pipe

Conditionalbranch

Pump trenchInstall sump

systemyes

no

Completed Sidewalk Replacement Work Package Network Diagram

2.3.3.1

Remove Old Sidewalk

2.3.3.2

ExcavateLawn

2.3.3.3

BuildForms

2.3.3.7

RemoveForms

2.3.3.4

PourConcrete

2.3.3.5

ReplaceTopsoil

2.3.3.6

LaySod

Estimate Activity Resources

Determine what resources are necessary to complete each activity.

Determine what quantity of resources is necessary to complete each activity.

Generate possible alternatives for unavailable resources.

Analyze the scope statement.Consider organizational policies that could

affect resource acquisition and usage.Identify and use expert judgment resources.Analyze the resources already available.

Activity Duration Estimates

Number of work units required to complete the activity.

Assumptions made when making the estimates.

Range of variance for the estimate.

Analogous Estimating

The amount and reliability of historical information.

The similarity of the historical project on which the estimates are based.

The expertise and relevancy of the expert judgment used to make the estimates.

Estimate Activity Durations

Involve the work package owners.Consult historical information.Determine which work unit you will use.Consider resource requirements and capabilitiesDetermine the appropriate estimation method to use.Modify the constraints and assumptions from the

other planning processes.Verify the accuracy of your estimates.Consider the need for reserve time.Include the list of assumptions made in the creation of

estimates.Include a range of variance for each estimate.

Critical Path

Ruta Crítica

Como gerente de proyectos, debo concentrarme en las actividades que están en la ruta crítica, que es la de menor flexibilidad.

Float: tiempo que puedo dilatar sin impactar el proyecto. Conocido como “slack”

Free float: se puede compartir en una secuencia de actividades.

Compresión de Itinerario

Fast Tracking Realizar tareas secuenciales de forma concurrente.

Crashing

Crashing: “trade off” de tiempo por costo. Es la reducción de actividades que menos cuesten, y que acorten el tiempo de ejecución de un proceso. Por lo regular se hace “crashing” a las tareas de la ruta crítica. El “crashing” aumenta el factor de riesgo en error, los costos del proyecto y su calidad

Simulación

• Montecarlo Analysis

• What-if Scenario

Nivelación de Recursos

Estimado de Costos

• Proyección de recursos necesarios para completar el proyecto

• Análisis de reserva: se establece cuando hay riesgos que pueden impactar el costo del proyecto. Se evalúa a medida que el proyecto avanza.

• Luego de tener los estimados de costo, puedo trabajar en el “baseline”. Son elementos de monitoreo. Puede sufrir cambios si el proyecto tiene un ajuste en alcance o costo. El “baseline” se crea en la fase de planificación para controlar el proyecto y comparar los cambios en el mismo, basado en el costo inicial estimado.

El baseline ayuda a medir las varianzas de costo a lo largo del proyecto.

Métodos de Asignación de Costos

Calidad, Staff y Comunicaciones

Para minimizar el riesgo de fallas en calidad, disposición de recursos y comunicación, se debe lograr el consenso y el respaldo de los stakeholders para

desarrollar los planes correspondientes, que servirán de guía y referencia durante el proyecto.

• Quality Planning debe hacerse regular y concurrentemente con otros procesos de planificación para proyectar el impacto en en el proyecto.

• Establecimiento de guías de calidad (ISO 9000, Total Quality Management)• Considerar regulaciones externas• Quality Management Plan: cómo se maneja la calidad. Subsidiario del PM

Plan. Contiene las métricas y factores que influyen en el proyecto (estándares, regulaciones)

• Estándar: principios, guías, buenas prácticas de la empresa, o generales en la industria.

• Regulaciones: normas establecidas.• Quality Planning• Reconocer los tipos de costo: de prevención, “appraisal” o falla- el más

costoso

Uso de Flowcharts para identificar problemas de calidad y

sus efectos

Causa y Efecto (“Fishbone”)

“Process Flowchart”

Checklists

Diseño de Experimentos

¿Qué variable tiene mayor efecto?

¿Qué relación hay entre la variable y la calidad?

¿Cuál es el mejor valor para la variable, asegurando la calidad?

Roles y Responsabilidades

S: SignoffA: Accountable (responsable)P: Participant

Organization Chart del proyecto- ayuda a evitar el problema de desconocimiento respecto a quién dirigirse.

Adquisición de Recursos

Considerar:Competencias, Procedencia y Costos

Desarrollar habilidad de negociación de recursos

Planificación de Comunicación

Risk Management Plan

Riesgo es cualquier evento no planificado, sea positivo o negativo. Si la organización ya tiene un manejo de riesgos, el gerente de proyectos debe seguirlo. Si el país tiene unos procesos establecidos, deben ir sobre el de la organización.

Risk Management Plan

Risk Management Plan Components

Tolerancia al Riesgo, Clasificaciones

Toma de Decisiones, Categorías

Identificación de Riesgos y “Triggers”

Risk Register

Risk Identification

Risk Identification

Análisis Cualitativo de Riesgo

Qualitative Risk Analysis: clasifica el proyecto en términos de riesgo e impacto de forma subjetiva. El gerente de proyecto establece cómo lo va a llevar.

Matriz de Probabilidad e Impacto de Riesgos

Distribución de probabilidad de riesgos en un proyecto

Análisis Cuantitativo de Riesgo

Output: Actualización del Risk Register

Todos los proyectos tienen riesgos; el problema es que la gente los conoce, cree saber qué hacer si ocurren, y si ocurren nadie se encarga de tomar acción ante el riesgo

Contract Planning