slides.project management professional (pmi) study guide
DESCRIPTION
PMPTRANSCRIPT
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Project Management
Professional (PMP)Certification Study Guide
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PMI Certification Materials
To assist PMI candidates for completing the PMIcertification exam administered by the ProjectManagement Institute
Content is from A Guide To The ProjectManagement Body Of Knowledge (PMBOK)
www.pmi.org
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Recurring Themes
Historical Recordsneed to collect and use forplanning, estimating and risk
Kickoff meetings are important
Work Breakdown Structures
Do not introduce benefits that are not stated inrequirements
Needs of all stakeholders should be taken into accountduring all projects
Team Members must be involved in project planning Project Mangers must be pro-active
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Chapter 1Introduction
Projecttemporary endeavor undertaken tocreate a unique product or service
Has a definite beginning and end and
interrelated activities Programs adopt new set of objectives and
continueto work; projects cease when declaredobjectives have been attained
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Chapter 1Introduction
Projects are uniquecharacteristics areprogressively elaborated
Progressively: proceeding in steps
Elaborated: worked with care and detail
Scope of project should remain constanteven as characteristics are progressively
elaborated
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Chapter 1- Introduction
Project Management:the application ofknowledge, skills, tools and techniques to projectactivities in order to meet or exceed stakeholder
needs and expectations from a defined projectbalancing the following:
Scope, time, cost, and quality
Stakeholders expectations
Requirements (needs) vs. unidentified requirements(expectations)
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Chapter 1- Introduction
Programs are groups of projects managed in acoordinated way to obtain benefits not availablefrom managing the projects individually
Most programs have elements of ongoingoperations Series of repetitive or cyclical undertakings
Projects are often divided into subprojects for
more manageability Often contracted out to external organizations
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Chapter 2Project ManagementContext
Project Phases are marked by thecompletion of a deliverable Tangible, verifiable work product
Review of deliverables and approval/denialare phase exits, stage gates, or kill points
Phases are collected into the Project LifeCycle Set of defined work procedures to establish
management control
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Chapter 2Project ManagementContext
Project Life Cycle defines:
Technical work performed in each phase
Who is involved in each phase
Project Phases can overlapFast Tracking
Common Characteristics of Project Life Cycles: Cost and Staffing levels are low at start and move higher
towards the end
Probability of successfully completing project is low at beginning,higher towards the end as project continues
Stakeholder influence is high at the beginning and progressivelylowers as project continues
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Chapter 2Project ManagementContext
Stakeholders:individuals and organizationswho are actively involved in the project
Often have conflicting expectations and objectives
In general, differences should be resolved in favor ofthe customerindividual(s) or organization(s) that willuse the outcome of the project
Stakeholder management is a proactive task
Project Mangers must determine all stakeholders andincorporate their needs into the project
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Chapter 2Project ManagementContext
Stakeholders are: Project Managers
Customers
Performing Organizations, owners Sponsor
Team
Internal/External
End User Society, citizens
Others: owner, funders, supplier, contractor
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Chapter 2Project ManagementContext
Organizational Systems: Project based vs.Non-Project Based Project Basedderive revenues from performing
projects for others (consultants,contractors),management by projects
Non-Project Basedseldom have managementsystems designed to support project needs
(manufacturing, financial services)
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Chapter 2Project ManagementContext
Organizational Cultures and Styles:
Entrepreneurial firms more likely to adopthighly participative Project Manageraccept
higher risk/reward Hierarchical firms less likely to adopt
participative Project Managertake fewer
risks
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Chapter 2Project ManagementContext
Organizational Structures Functional (classical) marked by identifiable
superiors. Staff grouped by specialty .
Perceived scope of project limited by function(Engineering, HR). Typically have part-timeProject Manager
Projectized Organizationblend functional
and projectized characteristics. Mix cross-department personnel with full-time ProjectManger
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Chapter 2Project ManagementContext
Project Management Skills General Business Management (consistently
producing results expected by stakeholders) Leading (establishing direction, aligning resources,
motivating) Communicating (clear, unambiguous, and complete) Negotiating (conferring with others to reach an
agreement) Problem Solving (definition and decision making)
Distinguish causes and symptoms Identify viable solutions
Influencing Organization (understanding power andpolitics)
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Chapter 2Project ManagementContext
Socioeconomic Influences Standardsdocument approved that provides
common, repeated use, rules and guidelines
Compliance is not mandatory
Regulationsdocument that identifies products,services or characteristics
Compliance is mandatory
Standards often become de facto regulations
Internationalization Cultural Influences
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Chapter 2Project ManagementContext
Organization Structure Pros and Cons Projectized
Efficient OrganizationNo home
LoyaltyLack of Professionalism
Effective CommunicationDuplication of functions, lessefficient resource usage
Matrix Visible Objectivesnot cost effective
PM ControlMore than 1 boss
More supportMore complex to control
Utilize scarce resourcesTough resource allocation
Information distributionCompetition of priorities
CoordinationPolicies & Procedures
Home basedPotential for conflict
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Chapter 2Project ManagementContext
Functional Organization SpecialistsMore emphasis on functions
1 supervisorNo career path in PM
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Chapter 3Project ManagementProcesses
Project Management requires active
management of Project Processes
Series of actions that achieve a result
Project Management Processes Describing and organizing the work
Product-Oriented Processes
Specifying and creating the product
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Chapter 3Project ManagementProcesses
Process Groups: Initiating processes:recognizing a project or phase
should begin
Planning processes:devising and maintaining a
workable plan Executing processes:coordinating resources to
execute the plan
Controlling processes:ensuring project objectives
are met; monitoring, correcting and measuringprogress
Closing processes:formalized acceptance
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Chapter 3Project ManagementProcesses
Process Groups are linked by the results eachproduces
Process Groups are overlapping activities withvarious levels of intensity
Process Group interactions cross phasesrolling wave planning Provides details of work to complete current phase
and provide preliminary description of work forsubsequent phases
Individual processes have inputs, tools andtechniques, and outputs (deliverables)
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Chapter 3Project ManagementProcesses
Initiating and Planning Processes Committing the organization to begin
Initiation, High-level planning, Charter
Amount of planning proportional to the scope ofthe projectCore Planning Scope Planningwritten statement Scope Definitionsubdividing major deliverables
into more manageable units
Activity Definitiondetermine specific tasks neededto produce project deliverables Activity Sequencingplotting dependencies
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Chapter 3Project ManagementProcesses
Core Planning (continued) Activity Duration Estimatingdetermine amount of work
needed to complete the activities
Schedule Developmentanalyze activity sequences, duration,and resource requirements
Resource Planning identify what and how many resourcesare needed to perform the activities
Cost Estimatingdevelop resource and total project costs
Cost Budgetingallocating project estimates to individual workitems
Project Plan Developmenttaking results from other planningprocesses into a collective document
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Chapter 3Project ManagementProcesses
Planning/Facilitating Processesmanage theinteraction among the planning processes
Quality Planningstandards that are relevant to the
project and determining how to meet standards Organizational Planningidentify, document, and
assigning project roles and responsibilities
Staff Acquisitionobtaining the human resources
Communications Planningdetermining rules andreporting methods to stakeholders
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Chapter 3Project ManagementProcesses
Planning/Facilitating Processes (continued) Risk Identificationdetermining what is likely to
affect the project and documenting these risks
Risk Quantificationevaluating risks and
interactions to access the possible project outcomes Risk Response Developmentdefining
enhancement steps and change control measures
Procurement Planningdetermining what to buy
and when Solicitation Planningdocumenting product
requirements and identifying possible sources
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Chapter 3Project ManagementProcesses
Planning/Facilitating Processes (continued) Order of events:
Scope Statement
Create Project Team
Work Breakdown Structure
WBS dictionary
Finalize the team Network Diagram
Estimate Time and Cost
Critical Path
Schedule
Budget
Procurement Plan
Quality Plan Risk Identification, quantification and response development
Change Control Plan
Communication Plan
Management Plan
Final Project Plan
Project Plan Approval
Kick off
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Chapter 3Project ManagementProcesses
Executing Processes Project Plan Executionperforming the activities Complete Tasks/Work Packages Information Distribution
Scope Verificationacceptance of project scope Quality Assuranceevaluating overall project
performance on a regular basis; meeting standards Team Developmentdeveloping team and
individual skill sets to enhance the project
Progress Meetings
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Chapter 3Project ManagementProcesses
Executing Processes (continued)
Information Distributionmaking projectinformation available in a timely manner
Solicitationobtaining quotes, bids,proposals as appropriate
Source Selectiondeciding on appropriatesuppliers
Contract Administrationmanaging vendorrelationships
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Chapter 3Project ManagementProcesses
Controlling Processesneeded to regularlymeasure project performance and to adjustproject plan
Take preventive actions in anticipation ofpossible problems Change Controlcoordinating changes across the
entire project plan
Scope Change Controlcontrolling scope creep
Schedule Controladjusting time and projectschedule of activities
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Chapter 3Project ManagementProcesses
Controlling Processes (continued) Cost Controlmanaging project budget
Quality Controlmonitoring standards and
specific project results; eliminating causes ofunsatisfactory performance
Performance Reportingstatus,forecasting, and progress reporting schedule
Risk Response Controlresponding tochanges in risk during the duration of theproject
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Chapter 3Project ManagementProcesses
Closing Processes Administrative Closuregenerating necessary
information to formally recognize phase or projectcompletion
Contract Close-outcompletion and delivery ofproject deliverables and resolving open issues Procurement Audits Product Verification Formal Acceptance Lessons Learned Update Records Archive Records Release Team
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Chapter 3Project ManagementProcesses
Overall Processes
Influencing the organization
Leading
Problem Solving
Negotiating
Communicating
Meetings
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Chapter 3Project ManagementProcesses
Project Selection Techniques
Comparative Approach (similar projects)
Benefit measurement method
Constrained Optimization (mathematicalapproach)
Key aspect of scope verification is
customer acceptance Only 26 % of projects succeed
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Chapter 4Project IntegrationManagement
Project Integration Management Ensures that the project processes are properly coordinated Tradeoffs between competing objectives and alternatives in
order to meet stakeholder approval Project Plan Development
Project Plan Execution Overall Change Control
These processes may occur repeatedly over the project duration Historical Records are needed to perform project management
well, they are inputs to continuous improvement Files Lessons Learned Actual Costs Time Estimates WBS Benchmarks Risks
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Chapter 4Project IntegrationManagement
Project Plan Development Uses outputs from other planning processes to create
consistent document to guide project execution andcontrol
Iterated several times Documents planning assumptions
Documents planning decisions that are chosen
Facilitates communication
Defines key management reviews Provides a baseline to track progress measurement
and project control
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Chapter 4Project IntegrationManagement
Project Plan Development Inputs Other planning outputs: primarily the planning
process outputs (WBS, base documents, applicationarea inputs)
Historical informationverify assumptions, records ofpast project performance
Organizational policiesquality management,personnel administration, Financial controls
Constraintsfactors that limit performance,contractual provisions, budget
Assumptionsrisk factors
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Chapter 4Project IntegrationManagement
Tools & Techniques for Plan Development
Project Planning Methodologyany structuredapproach (software, templates, forms, start-upmeetings
Stakeholder Skills & Knowledgetap into plandevelopment; use expertise for reasonableness
PMISOut of the box approach to support all projectaspects through closure
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Chapter 4Project IntegrationManagement
Project Plan Development Outputs Project Plan is a collection that changes over time as more
information about the project becomes available
Baseline will change only in response to approved scope change
Project Plan includes some or all of the following: Project Charter
Project Management approach or strategy
Scope statement
Work Breakdown Structure (WBS)
Budget, schedule, risks
Key Staff, Major Milestones Change Control Plan, Management and Communications Plan
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Chapter 4Project IntegrationManagement
Project Plan Components (continued) Cost Estimates, scheduled start dates and responsibility
assignments
Performance measurement baselines
Major milestones and target dates Required Staff
Risks, constraints and assumptions
Subsidiary management plans (scope, schedule)
Open Issues Pending Decisions
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Chapter 4Project IntegrationManagement
Supporting Details to the Project Plan
Outputs from planning processes
Technical documentation
Business requirements, specifications, anddesigns
Relevant standards
Additional information not previously known
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Chapter 4Project IntegrationManagement
Project Plan Execution
Primary process for carrying out the projectplan
Most costly aspect of project management
Direction of organizational resources andinterfaces
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Chapter 4Project IntegrationManagement
Project Plan Execution Inputs:
Project Plan
Supporting Detail
Organizational Policies
Corrective Actionanything to bring expectedperformance in line with the project plan
C
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Chapter 4Project IntegrationManagement
Tools & Techniques for Plan Execution General Management Skills
Product Skills and Knowledgedefined as part ofplanning, provided by staffing
Work Authorization Systemformal procedure forsanctioning work to ensure completionwritten orverbal authorization
Status review meetingsregular exchanges of
information Project Management Information System
Organizational Procedures
Ch 4
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Chapter 4Project IntegrationManagement
Project Plan Execution Outputs
Work resultsthe outcome of activitiesperformed is fed into the performance
reporting process Change Requestsexpand/shrink project
scope, modify costs and schedule estimates
Ch t 4
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Chapter 4Project IntegrationManagement
Overall Change Control Influencing factors that create change to ensure beneficial
results; ensure that change is beneficial Determining that change has occurred Managing actual changes as they occur
Evaluate impact of change Meet with team to discuss alternatives Meet with management to present decision
Change control requires Maintaining integrity of performance measurement baselines
(project plan) Ensuring changes to scope are accurately recorded Coordinating changes across knowledge areas (scheduling, risk,
cost, quality, etc.) Determine all factors that control change and pro-actively
preventing the occurrence; evaluate the impact of change
Ch t 4
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Chapter 4Project IntegrationManagement
Inputs to Change Control
Project Planbaseline performance
Performance Reportsissue tracking, risk
management Change Requestsorally or written,
externally or internally initiates, legally
mandated or optional
Ch t 4
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Chapter 4Project IntegrationManagement
Change Control Tools & Techniques All Changes must be evaluated before a decision can
be reached
Change Control Systemcollection of formal
procedures, paperwork, tracking systems, approvallevels
Change Control Boarddecision making authority
Configuration Managementdocumented procedure
to apply technical and administrative direction ID and document functional and physical characteristics Control changes to these characteristics
Record and report change and implementation status
Audit items and system to verify requirements
Ch t 4 P j I i
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Chapter 4Project IntegrationManagement
Change Control Tools & Techniques Performance Measurementearned value, plan
variance analysis Additional Planningrevised cost estimates, modify
activity sequences, plan adjustments Project Management Information System
Change Control Systemmay have Change Control Plan Change Control Board
Change Control Procedures, Corrective Action plans Performance Statistics, Reports, Change forms Specification reviews, Demonstrations, Testing, Meetings
Configuration Management
Ch t 4 P j t I t ti
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Chapter 4Project IntegrationManagement
Change Control Outputs
Project Plan Updates
Corrective Actions
Lessons Learnedvariance causes andreasoning documented for historical purposes
Ch t 4 P j t I t ti
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Chapter 4Project IntegrationManagement
Configuration Management
Rigorous Change Management as it relates to scope Subset of the change control system
Work Authorization System Controls gold plating; defines what task is/is not
Meetings
Most are inefficient; keep minutes
Status can be determined without meeting
Ch t 4 P j t I t ti
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Chapter 4Project IntegrationManagement
Lessons Learned
Project is not complete until a Lessons Learned iscompleted
What have we done, how can we do it better Technical Aspects of the project Project Management (WBS, plans, etc.)
Overall Management (communications, leadership)
Best to have whole team complete and made available
Also called Post Mortem
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Chapter 4Project IntegrationManagement
Integration is a result of need for communicationwithin a project
Primary responsibility to decide what changesare necessary is Management
Project Managers must pro-actively define andsolve problems before reporting to superiors
Ch t 5 P j t S
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Chapter 5Project ScopeManagement
Project Scope Management
Processes required to ensure that the project includesall, and only, work required
Defining what is/is not included in the project
Project scopework that must be donemeasuredagainst project plan
Product scopefeatures and functions included in
the product or servicemeasured againstrequirements
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Chapter 5Project ScopeManagement
Initiationprocess of formally recognizing thata new project exists, or an existing projectcontinue to next phase
Involves feasibility study, preliminary plan, orequivalent analysis
Authorized as a result of: Market Demand
Business Need Customer Request
Technological Advance
Legal Requirement
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Chapter 5Project ScopeManagement
Initiation Inputs:
Product Descriptioncharacteristics of theproduct/service that the project was to create
Less detail in early phases, more comprehensive in latter
Relationship between product/service and business need
Should support later project planning
Initial product description is usually provided by the buyer
Strategic Plansupportive of the organization'sgoals
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Chapter 5Project ScopeManagement
Initiation Inputs (continued)
Project Selection Criteriadefined in terms of the
product and covers range of management concerns(finance, market)
Historical Informationresults of previous project
decisions and performance should be considered
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Chapter 5Project ScopeManagement
Tools & Techniques for Initiation Project Selection Methods:
Benefit measurement modelscomparative approaches,scoring models, economic models
Murder Boards Peer Review
Scoring Models
Economic Models
Benefits compared to costs
Constrained operation modelsprogramming mathematical Linear Programming
Integer Programming
Dynamic Programming
Multi-objective programming
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Chapter 5Project ScopeManagement
Tools & Techniques for Initiation Project Selection Methods:
Decision modelsgeneralized and sophisticated techniques
Expert judgment
Business Units with specialized skills Consultant
Professional and Technical Associations
Industry Groups
Delphi Techniqueobtain expert opinions on technical
issues, scope of work and risks Keep experts identities anonymous
Build consensus
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Chapter 5Project ScopeManagement
Outputs from Initiation: Project Charterformally recognizes project,
created by senior manager, includes: Business need/Business Case Product description & title Signed contract Project Manager Identification & Authority level Senior Management approval Projects Goals and Objectives - Constraintsfactors that limit project management teams
options Assumptionsfactors that are considered true for planning
purposes. Involve a degree of risk
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Chapter 5Project ScopeManagement
Scope Planningprocess of developing awritten statement as basis for future decisions
Criteria to determine if the project or phase issuccessful
Scope Planning Inputs:
Product description
Project Charter
Constraints Assumptions
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Chapter 5Project ScopeManagement
Scope Planning Tools & Techniques
Product Analysis- developing a betterunderstanding of the product of the project
Cost/Benefit Analysisestimatingtangible/intangible costs and returns of various projectalternatives and using financial measures (R.O.I.) toassess desirability
Alternatives Identificationgenerate differentapproaches to the project; brainstorming
Expert Judgment
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Chapter 5Project ScopeManagement
Scope Planning Outputs Scope Statementdocumented basis for making
project decisions and confirming understandingamong stakeholders. Includes:
Project justificationbusiness need, evaluating futuretrade-offs
Project Productsummary of project description
Project Deliverableslist of summary of delivery itemsmarking completion of the project
Project Objectivesquantifiable criteria met for success.Addresses cost, schedule and metricsunqualifiedobjectives indicate high risk (customer satisfaction)
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Chapter 5Project ScopeManagement
Scope Planning Outputs (continued) Supporting detailincludes documentation
of all assumptions and constraints
Scope Management Planhow projectscope is managed, change control procedure,expected stability, change identification andclassification
Control what is/is not in the project; preventsdelivering extra benefits to the customer thatwere not specified/required
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Chapter 5Project ScopeManagement
Scope Definitionsubdividing majordeliverables into smaller, manageablecomponents Improve accuracy of cost, time, and resource
estimates Define a baseline for performance measurement Clear responsibility assignments Critical to project successreduces risk of higher
cost, redundancy, time delays, and poor productivity
Defines what you are doing; WBS is the tool
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Chapter 5Project ScopeManagement
Scope Definition Inputs:
Scope Statement
Constraintsconsider contractual provisions
Assumptions
Other Planning Outputs
Historical Information
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Scope Definition Tools & Techniques Work Breakdown Structuretemplates from
previous projects
Decompositionsubdividing major deliverables into
manageable components: Major elementsproject deliverables and project management
approach
Decide cost and duration estimates are appropriate at level of detail
Constituent elementstangible verifiable results to enableperformance management, how the work will be accomplished
Verify correctness of decomposition All items necessary and sufficient?
Clearly and completely defined?
Appropriately scheduled, budgeted, assigned?
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Chapter 5Project ScopeManagement
Scope Definition Outputs Work Breakdown Structure (WBS)a deliverable-
oriented grouping of project assignments thatorganizes and defines the scope of the project
Each descending level represents further detail; smaller and moremanageable pieces
Each item is assigned a unique identifier collectively known ascode of accounts
Work element descriptions included in a WBS dictionary (work,schedule and planning information)
Other formats: Contractual WBSseller provides the buyer
Organizational (OBS)work elements to specific org. units
Resource (RBS)work elements to individuals
Bill of Materials (BOM)hierarchical view of physical resources
Project (PBS)similar to WBS
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Scope Definition Outputs Work Breakdown Structure (WBS)
First Level is commonly the same at the Project Life Cycle(requirements, design, coding, testing, conversion and operation)
First level is completed before the project is broken down further
Each level of the WBS is a smaller segment of level above
Work toward the project deliverables
Break down project into tasks that Are realistically and confidently estimable
Cannot be logically divided further
Can be completed quickly (under 80 hours rule of thumb) Have a meaningful conclusion and deliverable
Can be completed without interruption
Provides foundation for all project planning and control
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Scope Definition Outputs Work Breakdown Structure (WBS) - Benefits
Prevent work slippage
Project team understands how their tasks fit into the overall projectand their impact upon the project
Facilitates communication and cooperation between project teamand stakeholders
Helps prevent changes
Focuses team experience into what needs to be doneresults inhigher quality
Basis and proof for estimating staff, cost and time Gets team buy-in, role identification
Graphical picture of the project hierarchy
Identifies all tasks, project foundation
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WBS phrases Graphical hierarchy of the project
Identifies all tasks
Foundation of the project
Very important
Forces thought of all aspects of the project
Can be re-used for other projects
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Scope Definition Outputs Work Breakdown Structure (WBS)Dictionary
Designed to control what work is done and when
Also known as a task description
Puts boundary on what is included in a task and what is notincluded
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Scope Verification Inputs Work resultspartially/completed deliverables,
costs to date
Product documentationdescription available for
review (requirements) Scope Verification Tools & Techniques
Inspectionmeasuring, examining, testing todetermine if results conform to requirements
Scope Verification Outputs Formal acceptancedocumentation identifying
client and stakeholder approval, customer acceptanceof efforts
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Scope Change Control:
Influencing factors to ensure that changes arebeneficial
Determining scope change has occurred Managing changes when they occur
Thoroughly integrated with other control
processes
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Scope Change Control Inputs: Work Breakdown Structure
Performance Reports- issues reported
Change Requestsexpansion/shrink ofscope derived from : External events (government regulations)
Scope definition errors of product or project
Value adding changenew technology Scope Management Plan
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Scope Change Control Tools& Techniques
Scope Change Control Systemdefinesprocedures how scope change can occur
All paperwork, tracking systems, approval levels Integrated with overall change control procedures
Performance Measurementdetermine what iscausing variances and corrective actions
Additional Planning
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Scope Change Control Outputs:
Scope Changesfed back through planningprocesses, revised WBS
Corrective Actions Lessons Learnedcause and reasoning for
variances documented for historical purposes
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Management By Objectives (MBO)
Philosophy that has 3 steps:
Establish unambiguous and realistic objectives
Periodically evaluate if objectives are being met Take corrective action
Project Manager must know that if project is not alignedor support corporate objectives, the project is likely tolose resources, assistance and attention.
MBO only works if management supports it
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Project Time Management Processes required to ensure timely
completion of the project
No consensus concerning differencesbetween activities and tasks
Activities seen as composed of tasksmostcommon usage
Other disciplines have tasks composed ofactivities
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Activity Definition:identifying anddocumenting specific activities to produceproject deliverables identified in the WBS
Must be defined to meet the project objectives
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Activity Definition Inputs
WBSprimary input
Scope Statementproject justification &
project objectives Historical Information
Constraints
Assumptions
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Activity Definition Tools & Techniques
Decompositionoutputs are expressed asactivities rather than deliverables
Templatesreuse from previous projects
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Activity Definition Outputs Activity Listall to be performed; extension to the
WBS and includes description to ensure teammembers understand work to be performed
Supporting Detailorganized as needed andinclude all assumptions and constraints
WBS Updatesidentify missing deliverables andclarify deliverable descriptions. WBS updates often
called refinements; more likely using newtechnologies in project
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Activity Sequencingidentifying anddocumenting interactive dependenciesamong activities. Support later
development of a realistic schedule Project Management software often used
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Activity Sequencing Inputs: Activity List
Product Descriptionproduct characteristics often affectactivity sequencing
Mandatory Sequencingphysical limitations, hard logic,
prototypes needed; inherent in nature of work being done Discretionary Dependenciesdefined by project management
team; best practices or unusual aspects of project soft logic,preferred logic, preferential logic
External Dependenciesrelationship between project activities
and non-project activities (company policies, procurement, etc.) Constraints
Assumptions
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Network Diagrams Shows how the project tasks will flow from
beginning to end
Proves how long the project will take tocomplete
Takes project tasks from low levels of WBSand placing them into their order of
completion (beginning to end)
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Activity Sequencing Tools & Techniques Precedence Diagramming Method (PDM)
constructing network diagram using nodes torepresent activities and arrows to indicate
dependencies; also called Activity On Node (AON) Most project management software uses
Includes 4 types of dependencies: Finish to Startfrom activity must finish before to activity can begin;
most commonly used
Finish to Finishfrom activity must finish before the next may finish
Start to Startfrom activity must start before next to activity can start
Start to Finishtask must start before next activity can finish
Use caution with last 3 techniques- logical relationships often notconsistently implemented with project management software
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Activity Sequencing Tools& Techniques(continued)
Arrow Diagramming Method (ADM)uses
arrows to represent activities and connecting atnodes to illustrate dependencies
Also called Activity On Arrow (AOA)
Only uses finish to start dependencies
PERT and CPM only can be drawn using AOA
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Activity Sequencing Tools& Techniques(continued)
Conditional diagramming methods
GERT (Graphical Evaluation and ReviewTechnique)
System Dynamic Models
Allow for non-sequential activities (loops) or
conditional branchesnot provided by PDM orADM methods
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Activity Sequencing Tools& Techniques(continued)
Network Templatesstandardized networkscan be used. Composed of subnets, or fragnets
Subnets are several nearly identical portions of anetwork (floors on a building, clinical trials, programmodules)
Useful for several identical processes (clinical trials,
programming modules).
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C ap e 6 ojec eManagement
Activity Sequencing Outputs:
Project Network Diagramschematicdisplay of project activities and relationships
(dependencies). Should be accompanied by asummary narrative that describes the diagramapproach
Activity List Updates
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Activity Duration Estimating
Involves assessing number of work periodsneeded to complete identified activities
Requires consideration of elapsed time,calendars, weekends, and day of week workstarts
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Activity Duration Estimating Inputs: Activity Lists
Constraints
Assumptions
Resource Requirementsamount of labor assignedto activity
Resource Capabilitieshuman and materialresources, expertise
Historical Information Project Files, or records of previous project results
Commercial Duration Estimatesuseful when durations are notdriven by actual work (approval periods, material resources)
Project Team Knowledge
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Activity Duration Estimating Tools& Techniques Expert Judgmentguided by historical information
should be used whenever possible; high risk withoutexpertise avail.
Simulationusing different sets of assumptions (MonteCarlo Analysis) to drive multiple durations
Analogous Estimatingtop down estimating useactual, similar, previous known durations as basis forfuture activity duration. Used when limited knowledge
is available. Form of expert judgment
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Activity Duration Outputs: Activity Duration Estimatesquantitative
assessments of work periods to complete an
activity. Should indicate a range +/- ofpossible results
Basis of Estimatesall assumptions shouldbe documented
Activity List Updates
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Schedule Development Determining start and finish dates for project
activities
Without realistic dates, project unlikely to befinished as scheduled
Schedule development process often iteratesas more information becomes available(process inputs)
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Schedule Development Inputs: Project Network Diagram
Activity Duration Estimates
Resource Requirements Resource Pool Descriptionavailability
patterns; shared resources are highly variable
Calendarsdefine eligible work periods Project Calendars affect all resources
Resource Calendarsaffect specific resource pools orindividuals
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Schedule Development Inputs (continued): Constraints
Imposed Datesmay be required
Key events or milestonesare initially requested and
become expected during project
Assumptions
Lead and Lag Timedependencies may specifytime in order to satisfy relationship (example2
weeks to receive order)
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Schedule Development Tools & Techniques Mathematical Analysiscalculating theoretical
early/late finish and start dates without regard forresource pool limitations; indicate time periods which
activity should be scheduled given resource limits andother constraints: Critical Path Method (CPM)single early/late start and finish date for all
activities. Based on specified, sequential network and single durationestimate. Calculates float to determine flexibility
Graphical Evaluation and Review Technique (GERT)probabilistictreatment of network and activity duration estimates
Program Evaluation and Review Technique (PERT)- sequential networkand weighted average duration to calculate project durationdiffers fromCPM by using mean (expected value) instead of most-likely estimate in CPM
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Schedule Development Tools & Techniques Critical Path Method:refers to estimating based on one time
estimate per activity One time estimate per task (Most Likely)
Emphasis on controlling cost and leaving schedule flexible
Drawn using AOA diagrams Can have dummy task
PERT(Program Review and Estimating Technique) 3 Time estimates per activity
Optimistic
Pessimistic Most Likely
Emphasis on meeting schedule, flexibility with costs
Drawn on AOA diagrams
Can have dummy tasks
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Schedule Development Tools & Techniques Monte Carlo Analysis
Uses a computer with PERT values and network diagram
Tells Probability of completing a project on any specific day
Probability of completing a project for any specific amount ofcost
Probability of any task actually being on the critical path
Overall Project Risk
Suggests that Monte Carlo simulation will create a project
duration that is closer to reality than CPM or PERT
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Schedule Development Tools & Techniques(continued)
Duration Compressionlook to shorten projectschedule without affecting scope
Crashingcost and schedule trade-offs to determinegreatest amount of compression for least incremental costoften results in higher costs
Fast Trackingperforming activities in parallel that normallywould be sequencedoften results in re-work and usually
increases risk
Simulation
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Schedule Development Tools & Techniques(continued)
Resource Leveling Heuristicsleveling resourcesthat apply to critical path activities a.k.a. resource
constrained scheduling when limitation on quantityof available resources; sometimes called Resource
Based Method often increases project duration
Project Management Software
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Schedule Development Tools & Techniques(continued) Project Mangers role
Provide the team with the necessary information to properly
estimate the task Complete a sanity check of the estimate
Formulate a reserve
Project Team should be involved; determine taskestimates
Historical Records Guesses
Actual Costs
Benchmarks
CPM and PERT
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Schedule Development Tools &Techniques
Critical Path Method:longest path through a
network diagram and determines the earliestcompletion of the project
Proves how long the project will take
Indicates tasks that need most monitoring
Almost always have no slack
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Schedule Development Outputs: Project Scheduleincludes planned start
and finish dates for each activity; remainspreliminary until resources assignments are
approved. Usually in following formats: Project Network Diagrams(with date informationadded)show logical and critical path activities
Bar or Gantt chartsactivity start and end dates,expected durations
Milestone Chartsidentifies key deliverables andinterfaces Time-scaled network diagramsblend of project
network and bar charts
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Schedule Development Outputs (continued): Supporting Detailall assumptions and constraints.
May also include: Resource requirement by time period (resource histogram)
Alternative schedules (best/worst case) Schedule reserve/risk assessments
Schedule Management Planhow updates aremanaged
Resource requirement updatesleveling and
activity impact
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Schedule Control: Influencing factors which create schedule changes to
ensure changes are beneficial
Determining that schedule has changed
Managing actual changes as they occur Inputs to Schedule Control:
Project Schedulebaseline approved, measureagainst project performance
Performance Reportsplanned dates met, issues Change Requests
Schedule Management Plan
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Schedule Control Tools & Techniques Schedule Change Control Systemdefines
procedures for schedule changes, paperwork,approval, tracking systems
Performance Measurementassessmagnitude of variations to baseline; determineif corrective action is needed
Additional Planning
Project Management Software
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Schedule Control Outputs: Schedule Updatesany modifications,
stakeholder notification Revisions change scheduled start and finish datesgenerally in response to scope changes. Re-baselining may be needed in drastic situations
Corrective Actionre-align performancewith project plan
Lessons Learned
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Key knowledge points not in PMBOK Need to know manual calculations of network
diagrams Created after project charter and WBS (task
estimates and dependencies are determined) Mandatory dependencies (Hard Logic)inherent in
nature of work
Discretionary dependencies (Soft Logic)based onexperience, desire or results
External dependenciesbased on needs and desiresof organizations outside the project
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Methods to draw network diagrams Activity on Node (AON) or Precedence Diagramming
Method (PDM) Boxes represent tasks
Arrows show task dependencies 4 types of task relationships
Finish to Start (task must finish before next can start)
Finish to Finish (task must finish before next can finish)
Start to Start (task must start before next can start)
Start to Finish (task must start before the next can finish)
No dummy tasks used
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Methods to draw network diagrams Activity on Arrow (AOA or Arrow
Diagramming Method (ADM) Arrows used to represent tasks
Only Finish to Start relationships are used May use dummy tasks (show dependencies) PERT and CPM estimating techniques can only be
drawn using AOA CPM (Critical Path Method)estimating based on one time
estimate per activity (the most likely time estimate) Emphasizes controlling cost and allowing schedule flexibility Can have dummy tasks
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Methods to draw network diagrams Activity on Arrow (AOA or Arrow
Diagramming Method (ADM) continued:
PERT(Program Evaluation and Review technique) 3 time estimates per activity: Optimistic (O), Most Likely
(M), Pessimistic (P)
Emphasizes meeting schedule, flexibility with cost
Can have dummy tasks
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Methods to draw network diagrams PERT(Program Evaluation and Review technique) Estimating based on 3 formulas:
PERT Duration: (P + 4M + O)/6 Standard Task Deviation: (PO)/6
Task Variance: Total project estimate:
Add up all Optimistic, Most Likely and Pessimistic values of the criticalpath tasks and apply P + 4M + O/6
Total project variance (+/-): Add up the individual task variances and take the square root of the
value. Use the value as a +/- figure to compute the Optimistic andPessimistic values. The total project estimate will serve as the basis.
[PO]26
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Monte Carlo Simulation: Uses a computer with PERT values (P, M, O) and a
network diagram but does not use the PERT formula
Indicates Probability of completing project on a specific day
Probability of completing project for any specific amount ofcost
Probability of any task actually being on critical path
Overall project risk
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Estimating techniques in general: Should be performed by entire project team
Project manager needs to provide information to allow teamto create estimates; sanity check; formulate reserve
Estimates are: Guesses, Historical Records, Actual Costs, Benchmarks,
CPM, PERT
Critical paths determines the earliest completion date andidentifies tasks that need monitoring
Can be obtained by CPM, PERT and Monte Carlo estimatingtechniques
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Key Definitions: Slack (Float):the amount of time a task can be
delayed without delaying the entire project. Tasks oncritical path have no slack.
Slack is calculated by the difference between Early Start andLate Start of a task
Free Slack (Float): the amount of time a task can be delayedwithout delaying the early start date of its successor
Total Slack (Float): the amount of time a task can be delayedwithout delaying the project completion date
Lag:inserted waiting time between tasks
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General Comments: Projects can have more than 1 critical path (increases
risk) and can involve dummy tasks Negative float indicates that you are behind Resource Leveling involves possibly letting schedule
and cost slip Heuristicsjust means rule of thumb e.g. 80/20 rule Schedules are calendar basedmakes this different
than a time estimate Bar Chart a.k.a. Gantt chart (track progress, report to entire team
including stakeholders, control tool) Network Diagram (to show task inter-dependencies, show project
organization, basis for project control) Milestone chart (report to Senior management, shows major events)
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General Comments: To shorten project schedule examine the
critical path Crashingadd more resources to the critical path
tasks Usually results in increased cost Fast Trackingperforming tasks in parallel
Can result in re-work and increased risk
Best to select method that has least impact on
the project (is the importance on cost, risk orschedule?)
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General Comments: Bar (Gantt) Charts
Weak Planning Tool, effective progress and reporting tool Does not show interdependencies of tasks Does not help organize the project more effectively
Network Diagrams (PERT, CPM, PDM) Shows task interdependencies Aids in effectively planning and organizing work Provides a basis for project control
Milestone Charts Only shows major events Good for reporting to management and customer
Flow Charts Depicts workflow and not commonly used for project management
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General Comments: Free Slack (Float)amount of time a task can be delayed
without delaying the early start date of its successor Total Slack (Float)amount of time a task can be delayed
without delaying the project completion date
Laginserted waiting time between tasks Resource Levelinglevel peaks of resource usage;
stable number of resourcesallows schedule and costslip in favor of leveling resources
Heuristicrule of thumb (80/20 rule)
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Project Cost Management Ensure that the project is completed within budget
Concerned with cost of resources needed to completeactivities; consider effect of project decisions on cost
of using product life-cycle costing Most prospective financial impact of using the productis outside the project scope
Consider information needs of stakeholders,controllable and uncontrollable costs (budget
separately for reward and recognition systems)
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Project Cost Management Estimating should be based on WBS to improve
accuracy Estimating should be done by the person performing the
work
Having historical records is key to improving estimates Costs (schedule, scope, resources) should be managed
to estimates A cost (schedule, scope, baseline) should be kept and
not changed Plans should be revised as necessary during completion
of work Corrective action should be taken when cost problems
(schedule, scope and resources) occur.
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Resource Planning: Determining what physical resources and quantities
are needed to perform work
Inputs to Resource Planning:
Work Breakdown Structure Historical Information
Scope Statementjustification & objectives
Resource Pool Descriptionwhat resources are
potentially available for resource planning Organizational Policiesstaffing, procurement
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Inputs to Resource Planning: Work Breakdown Structure
Network Diagram
Schedule
Risks Historical Information
Scope Statementjustification & objectives
Resource Pool Descriptionwhat resources are
potentially available for resource planning Organizational Policiesstaffing, procurement
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Resource Planning Tools & Techniques Expert Judgment
Alternatives Identification
Resource Planning Outputs: Resource Requirementswhat type & how
many resources are needed for each activity
in the Work Breakdown Structure
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Cost Estimating: Develop approximate costs of resources
Distinguish estimating from pricing
Estimatinglikely amount Pricingbusiness decision
Identify alternatives and consider realigningcosts in phases to their expected savings
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Cost Estimating Inputs: Work Breakdown Structure
Resource Requirements
Resource Rates (if known)
Activity Duration Estimates
Historical Information(project files, commercialcost databases, team knowledge
Chart Of Accountscoding structure for accounting;general ledger reporting
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Cost Estimating Tools & Techniques Analogous Estimatingtop down; using actual costs
from previous project as basis for estimate Reliable when previous projects are similar and individuals have
expertiseform of expert judgment
Parametric Modelinguses project characteristics inmathematical models to predict costs (e.g.building houses)
Reliable when historical information is accurate, parameters arequantifiable, and model is scalable
2 types: Regression analysis, Learning Curve
Bottom Up Estimatingrolling up individual activities intoproject totalsmaller work activities have more accuracy
Computerized toolsspreadsheets, software
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Cost Estimating Tools & Techniques Pros and Cons
Analogous Estimating Quick - Less Accurate
Tasks dont need to be identifiedEstimates preparedwith little detail and understanding of project
Less costlyRequires considerable experience to do well
Gives PM idea of management expectationsInfighting athigh levels of organization
Overall project costs are cappedDifficult for projects withuncertainty
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Cost Estimating Tools & Techniques Pros and Cons
Bottom Up Estimating More AccurateTakes time and expense
Gains buy-in from the teamTendency for team to padestimates
Based on detailed analysis of projectRequires thatproject be defined and understood
Provides a basis for monitoring and controlTeaminfighting to get biggest piece of pie
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Outputs from Cost Estimating Cost estimatesquantitative assessments of likely costs ofresources required to complete tasks
For all resources of the project (labor, materials, supplies, inflationallowance, reserve)
Expressed in units of currency
Supporting Detail Description of scope (reference to the WBS) Documentation how estimate was developed Indication of range of possible results Assumptions
Cost Management Planhow cost variances will be managed
Cost Risk:associated to seller for Fixed Price; associated tobuyer for Time and Materials budget
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Cost Budgeting Involves allocation of total estimate to individual work
to establish a cost baseline to measure performance
Cost Budgeting Inputs
Cost Estimate Work Breakdown Structure
Project Scheduleincludes planned start and finishdates for items costs are allocated to
Needed to assign costs during the time period when theactual cost will be incurred
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Cost Budgeting Tools & Techniques Same as Cost Estimating Tools and Techniques
Outputs from Cost Budgeting
Cost Baselinetime phased budget to measure andmonitor cost performance
Developed by summing estimated costs by period (S curve ofvalues vs. time)
Larger projects have multiple baselines to measure different
aspects of cost performance
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Cost Control Concerned with influencing factors that create
changes to the cost baseline that are beneficial
Determining that the cost baseline has changed
Managing actual changes as they occur Monitor cost performance to detect variances Record all appropriate changes accurately in the cost baseline
Preventing incorrect, unauthorized changes being included in thecost baseline
Informing stakeholders of authorized changes Determine the whys of positive and negative variances
Integrated will all other control processes (scope, change, schedule,quality)
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Inputs to Cost Control Cost Baseline Performance Reportsmeet, exceed budget
50/50 Ruletask is considered 50% complete when it begins and gets credit forremainder 50% only when completed
20/80 Rule- task is considered 20% complete when it begins and gets credit forremainder 80% only when completed
0/100 Ruletask only credited when fully completed
Change Requests Cost Management Plan
Tools & Techniques of Cost Control Cost Change Control Systemdefines the procedures by which the cost
baseline may be changed Performance Measurementassess magnitude of cost variations (Earned
Value Analysis) and what is causing the variance Additional Planningexamine alternatives Computerized Toolsforecast planned costs, track actual costs, forecast effect
of cost changes
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Cost Control Outputs Revised Cost Estimate Modifications to cost information; require stakeholder approval and
adjustments to other project areas
Budget Updateschanges to approved cost baseline; revised inresponse to scope changes
Corrective Action Estimate at completion(EAC)forecast of total expenditures Actual to date plus remaining budget modified by a factor (cost performance
index) Current variances are seen to apply to future variances
Actual to date plus new estimate for remaining work Original estimates are flawed, or no longer relevant
Actual to date plus remaining budget Current variances are typical and similar variances will not occur in the future
Lessons Learned
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Earned Value Analysis Integrates cost, schedule and scope
Better that comparing projected vs. actual becausetime and cost are analyzed separately
Terms: BCWSBudgeted Cost of Work Scheduled (how much work
should be done)
BCWPBudgeted Cost of Work Performed a.k.a. EarnedValue (how much work is budgeted, how much did webudget)
ACWPActual Cost of Work Performed (how much did thecompleted work cost)
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Earned Value Analysis Terms:
BACBudget at Completion (how much did youbudget for the total job)
EACEstimate at Completion (what do we expectthe total project to cost)
ETCEstimate to Completion (how much more dowe expect to spend to finish the job)
VACVariance at Completion (how muchover/under budget do we expect to be)
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Earned Value Analysis Formulas
Variance(PlanActual)
Cost Variance (CV):BCWPACWP; negative is
over budget Schedule Variance (SV):BCWPBCWS;
negative is behind schedule
Cost Performance Index (CPI): BCWP
ACWP
I am only getting x out of every $
BCWPACWP
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Earned Value Analysis Formulas Schedule Performance Index (SPI): BCWP
BCWS
I am only progressing x % of the planned rate Estimate at Completion (EAC): BACCPI
As of now we expect the total project to cost x$
Estimate to Complete (ETC):EACACWP; how much will
it cost from now to completion Variance at Completion:BACEAC; when the project is
over how much more or less did we spend (most commonway of calculating EVA
BCWP
BCWS
BAC
CPI
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Earned Value Analysis BCWP comes first in most formulas
If it is a variance, BCWP comes first
If it is an index, BCWP is divided by
If the formula relates to cost, use AWCP
If the formula related to schedule, use BWCP
Negative is bad; positive results are good
ETC refers to this point on; EAC refers to when jobis completed
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Accuracy of Estimates Order of Magnitude Estimate:-25% - 75%;
usually made during Initiation Phase
Budget Estimate:-10% - 25%; usually madeduring the Planning phase
Definitive Estimate:-5% - 10%; usuallymade during the Planning phase
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Accounting Standards Not usually part of the exam
Present Value (value today of future cash
flows): PV = FV
(1 + r) N
FV = Future Value
R = Interest RateN = Number of time periods
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Accounting Standards Net Present Value:total benefits (income or revenue) less thecosts. NPV is the sum of each present value of eachincome/revenue item
Internal Rate of Return (IRR):company may select projectbased on highest IRR
Payback Period: number of time periods it takes to recover theinvestment in the project before generating revenues Benefit Cost Ratio (BCR):compares costs to the benefits of
different projects Greater than 1 means benefits are greater than costs Less than 1 means costs are greater than benefits
Opportunity Cost:opportunity given up by selecting one projectover another
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Accounting Standards Sunk Costs:expended costs. Sunk costs should not beconsidered when determining to continue with a troubled project
Law of Diminishing Returns:the more that is put in the less ofan outcome is received
Working Capital:current assetscurrent liabilities
Variable Cost:costs that change with the amount of productionor the amount of work (materials, wages)
Fixed Cost:non-recurring costs that do not change Direct Cost:directly attributable to project work (travel, wages,
materials) Indirect Cost:overhead items or costs for the benefit of more
than one project (taxes, fringe benefits)
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Accounting Standards Depreciation:assets lose value over time
Straight Line depreciation: same amount is taken each year
Accelerated Depreciation: 2 forms Double Declining Balance
Sum of the Years Digits
Life Cycle Costing:includes operations and maintenancephases
Value Analysis:find a less costly way to do same work
Make or Buy decisionsat Development (Planning)phase, not conceptual phase
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Accounting Standards Project Objectivesare not necessarily needed to fund project Project Definitionfocus on end product initially; costs and benefits
will be evaluated later
25% of project lifecycle expended at end of planning No guarantees; only most likely results Line of Balance charts are used for manufacturing Negative Floatthe late start date is earlier than the early start
date Value Engineering/analysisdoes not trade performance for
cost
Prospectusprofitability and technical feasibility used to solicitfunding
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Accounting Standards Definitive Estimatemost precise/accurate estimate for
determining project costs
Management Reserveover time PM wants no change toreserve; customers wants $ back
Cost and Schedule Datapredicts future performance ROI, Nest Present Value and Discounted Cash Flowall can
be used to measure total income vs. total $ expended
Undistributed budgetbudget that contains approved scopechanges but are not planned yet
Depreciationis not a measurement of profitability Pay Back Period- # of periods required to recover the initialinvestment
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Project Quality Management Processes required to ensure that the project will
satisfy the needs for which it was designed
Includes all activities of the overall management
function that determine the quality policy, objectives,and responsibilities. These are implemented byquality planning, quality control, quality assurance,and quality improvement.
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3 major processes: Quality Planningidentifying quality standards that arerelevant to the project (Plan); Project Manager, Project Owner
Quality Assuranceevaluating overall project performanceto provide confidence that project will satisfy relevant qualitystandards (Implement or Execution); Project Team
Quality Controlmonitoring specific results to comply withquality standards and eliminating unsatisfactory performancecauses (Check or Control); Project Manager, Project Team
Compatible with ISO 9000 and 10000 series Proprietary and non-proprietary approaches (total quality
management Must address the management of the project and the product of the
project
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Qualitythe totality of characteristics of an entity thatbear on its ability to satisfy stated or implied needs Critical aspect is to turn implied needs into stated needs through
project scope management Do not confuse with gradecategory or rank given to entities
having the same functional use but different requirements for
quality Customer satisfactionconformance to specifications (mustproduce what is stated) and fitness for use (must satisfy realneeds)
Preventionavoid mistakes vs. cost of correction Management responsibilityrequires participation of team;
responsibility of management to provide resources Processes within phasesplan-do-check-act cycle
Recognize that the investment in product quality improvements may beborne by the performing organization since the project may not last longenough to reap reward
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Quality Planning Identify quality standards are relevant and how to satisfy
Inputs to Quality Planning Quality Policythe overall intentions and direction of an
organization with regard to quality as expressed by management
Scope Statement Product Description
Standards and Regulations
Other Process Outputsprocesses from other knowledgeareas (procurement planning)
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Tools &Techniques for Quality Planning Benefit/Cost Analysisconsider trade-offs, benefit is lessrework; cost is expense of project management activities
Benchmarkingcomparing actual or planned practices tothose of other projects
Flowcharting
Cause and effect diagramming (Ishikawa or fishbone diagrams)illustrate how causes relate to potential problems or effects System or Process flowchartsshow how various elements of the
system interrelate Helps anticipation of what and where quality problems may occur
Design of Experimentsanalytical technique which defineswhat variables have most influence of the overall outcome
Cost and schedule tradeoffs
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Outputs from Quality Planning Quality Management Plandescribes how team will implementits quality policy; describes the project quality systemorganizational structures, responsibilities, procedures, processesand resources needed to implement quality management
Operational Definitionsdefines how an item is measured bythe quality control process. Also known as Metrics.
Checklistsstructured tool used to verify that a set of requiredsteps has been performed
Inputs to other processesmay identify a need for furtheractivity in another area
Quality Assurance
All planned and systematic activities implemented within the qualitysystem to provide confidence that the project will satisfy qualitystandards
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Inputs to Quality Assurance Quality Management Plan
Results of quality control measurements (testing)
Operational definitions
Tools & Techniques for Quality Assurance
Quality planning tools & techniques
Quality Auditsstructured review of quality management activities toidentify lessons learned
Outputs from Quality Assurance
Quality improvementstaking action to increase the effectivenessand efficiency of the project to provide added benefits to thestakeholders
Most likely will involve change control
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Quality Controlmonitoring specific results todetermine if they comply with quality standards andidentifying ways to eliminate causes of unsatisfactoryresults Includes project (deliverables) and management (cost and
schedule performance) results Awareness of statistical quality control
Prevention (keep errors out of process) and inspection (keep errorsfrom customers)
Attribute sampling (result conforms) and variable sampling
Special Causes (unusual events) and random causes
Tolerances (acceptable range) and control limits (result falls withinrange)
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Management Inputs to Quality Control
Work resultsinclude process and product results Quality Management Plan Operational Definitions Checklists
Tools & Techniques for Quality Control
Inspectionactivities such as testing to determine if results complywith requirements Control Chartsplot results over time Pareto diagramsfrequency of occurrence that identifies type or
category of result (80/20 rule)guides corrective action Statistical samplingselect population of interest for inspection Flowcharting
Trend Analysisforecast future outcomes based on historical results Technical performance (# of errors identified; # of errors that remain) Cost and Schedule performance (activities per period with significant variances)
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Outputs from Quality Control Quality Improvement
Acceptance Decisions (accept/reject)
Reworkaction to bring defective item into compliance
Frequent cause of project overruns
Completed checklists
Process Adjustmentsimmediate corrective/preventiveactions
Most likely involves change control
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Tips from the Review Guide Philosophy:definition of quality, avoidance of gold plating giving customer extras, prevention over inspection
Conformance to requirements, specifications and fitness of use Quality Managementprocesses required to ensure that the
project will satisfy the needs for which it was undertaken
Continuous Improvement