-Your enablement from a professional to a PM professional

Based on PMBoK-6th Edition

About the Facilitator

o Masters in Project Management, SZABIST, Islamabad

o Bachelors in Civil Engineering, UET, Lahore

o Certified Project Manager (PMP), PMI, USA Baddar Muneer, PMP

baddar.rehmani@gmail.com
o Six Sigma Green & Black Belt Certified, SQII 0333-5300004

o Certified ISO 9001:2008 QMS Lead Auditor, SQII

o Organization’s internal trainer on PM

Ground Rules

o Use of mobile phones & laptops

o Cross arguments

o Late comings

o Answering questions

o Penalty
Discussion Topics

o Basic Terminologies used in Project Management

o Project Life Cycle

o PMI Framework (as per PMBoK-5th Edition)

o Role of a PM

o Conclusions & Take-away

o Small Quiz
What is a PROJECT?
o Temporary Endeavour

o Definite Beginning and End

o Unique Product, Service or Result

o Varies in size & complexity

o May have multiple phases

o Examples:
• Developing a new product, service, or a result

• Constructing a building, a manufacturing facility, or an infrastructure

• Implementing, improving or enhancing business processes/procedures

Project Vs Operations

Similarities: Consume resources, incur costs & produce products

Project, Program and Portfolio
o “A Project is a temporary endeavor undertaken to create a unique
product, service, or result”
- construction of 3 sky scrappers, each managed separately

o “A Program consists of different projects of same nature, being led

by one department, person or an organization”
- construction of 3 sky scrappers managed by one person/
dep.

o “A Portfolio consists of different projects or programs of different

nature, being led by one department, person or an organization”
- construction, marketing and selling of 3 sky scrappers
managed by one person/ dep.
9
Project Management
What is PROJECT MANAGEMENT?

“Managing a project is project Management!!!”

Project Management-Explained
Project Management
• Application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.

• Accomplished through the appropriate application and integration of

the 49 logically grouped project management processes, which are
categorized into the following 5 Process Groups:

o Initiating

o Planning

o Executing

o Monitoring & Controlling

o Closing

12
Why do Projects Fail?
According to a latest report, 30-70% of
projects fail, reasons being:

2/3rd of the projects are

out of budget

Crossing the deadlines is

one of the most common
issues

Few are far from initial

estimation

Another quarter fails

customer specification
Hope is not a strategy…
Implementation is never an accident. It is the result of high intention,
sincere effort, intelligent direction and skillful execution. It represents
the wise choice of many alternatives. - (Donald G. Giles, US Steel)

Bottom Line is…

 Project has to be comprehensively thought-out

 Project has to be realistically planned
 Followed by seamless execution
 Effectively examined and re-directed periodically &
 Amicably closed-out

 Need SPECIAL skills to ensure the above

Basic Terminologies
• Customer • Planning • Outsourcing
• Stakeholder • Baselining • EVM
• Project Charter • Budget • Closure
• Scope • Types of Estimation • Org. Process
• Scope Creep • Monitor & Control Assets
• WBS, RBS & OBS • Quality • Enterprise Envr.
• Type of organization • Quality Assurance Factors
• System • Quality Control • Agile
• Process • Output • Knowledge
• Activity • Outcome • Benefits
• Resource • Correction
• Deliverable • Corrective Action
• Product • Risk
• Acceptance • Gold plating
Project Stakeholders
Difference between OPAs and EEFs
Org. Culture
& Resources

Economy Society

EEFs Processes

Knowledge
Policies
Bases

Regulations Marketplace
OPAs

Procedures Plans

18
Project Management Processes
o A process is series of actions or steps taken in order to achieve a
particular end result

o Total processes in PMBoK: 49

o Typically, project management processes look like:

 Monitoring and
# K.A Initiation Planning Executing Closing
Control
4.3 Direct and Manage 4.5 Monitor and Control
4.1 Develop 4.7 Close
4.2 Develop Project Management Plan Project Work Project Work
4 Integration Project Project or
4.4 Manage Project 4.6 Perform Integrated
Charter Phase
Knowledge Change Control
5.1 Plan Scope Management
5.2 Collect Requirements 5.5 Validate Scope
5 Scope
5.3 Define Scope 5.6 Control Scope
5.4 Create WBS

6.1 Plan Schedule Management

6.2 Define Activities
6 Schedule 6.3 Sequence Activities 6.6 Control Schedule
6.4 Estimate Activity Durations
6.5 Develop Schedule

7.1 Plan Cost Management

7.4 Control Costs
7 Cost 7.2 Estimate Costs
7.3 Determine Budget
8 Quality 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9.1 Plan Human Resource 9.3 Acquire Resources
9 Resource Management 9.4 Develop Team 9.6 Control Resources
9.2 Estimate Activity Resources 9.5 Manage Team
10.1 Plan Communications 10.2 Manage 10.3 Monitor
10 Communications
Management Communications Communications
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis 11.6 Implement Risk
11 Risk 11.7 Monitor Risks
11.4 Perform Quantitative Risk Responses
Analysis
11.5 Plan Risk Responses
12.3 Control
12 Procurement 12.1 Plan Procurement Management 12.2 Conduct Procurements
Procurements
13.1 Identify 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
13 Stakeholders 13.2 Plan Stakeholder Engagement
Stakeholders Engagement Engagement 20
21
Project Management & Process Groups
Project Management is the application of knowledge, skills, tools &
techniques to project activities to meet project requirements and
objectives.

It is done through five process groups:

oInitiating Process Group

oPlanning Process Group
oExecution Process Group
oMonitoring & Control Process Group
oClosing Process Group
Project Lifecycle

What is the difference between Project Lifecycle & Product Lifecycle?

26
Project and Development Life Cycles

Project Life Cycle Development Life Cycle

o Series of phase that a project o Within a project life cycle, one or

passes through from start to end. more phases may be associated
Provides basic framework for with ‘development’ of the product,
managing the project, which is service, or result – called the
applicable irrespective of the development life cycle
specific project work involved

o Project Life Cycle types: o Development life cycle types:

 Predictive,
 Predictive, or  Iterative,
 Adaptive  Incremental,
 Adaptive, or
 Hybrid

27
Development Life Cycle Types
• Predictive life cycle, the project scope, time, and cost are determined in the early phases of
the life cycle. Any changes to the scope are carefully managed. Predictive life cycles may also
be referred to as waterfall life cycles

• In an iterative life cycle, the project scope is generally determined early in the project life
cycle, but time and cost estimates are routinely modified as the project team’s understanding
of the product increases. Iterations develop the product through a series of repeated cycles,
while increments successively add to the functionality of the product.

• In an incremental life cycle, the deliverable is produced through a series of iterations that
successively add functionality within a predetermined time frame. The deliverable contains
the necessary and sufficient capability to be considered complete only after the final iteration

• Adaptive life cycles are agile, iterative, or incremental. The detailed scope is defined and
approved before the start of an iteration. Adaptive life cycles are also referred to as agile or
change-driven life cycles.

• A hybrid life cycle is a combination of a predictive and an adaptive life cycle. Those
elements of the project that are well known or have fixed requirements follow a predictive
development life cycle, and those elements that are still evolving follow an adaptive
development life cycle

28
Project Phases
o A project phase is a collection of logically related project activities that
results/concludes in the completion of one or more deliverables.

o The phases in a life cycle can be described by a variety of attributes.

Attributes may be measurable and unique to a specific phase.

o Attributes may include but are not limited to:

 Name (e.g., Phase A, Phase B, Phase 1, Phase 2, proposal phase),
 Number (e.g., three phases in the project, five phases in the project),
 Duration (e.g., 1 week, 1 month, 1 quarter),
 Resource requirements (e.g., people, buildings, equipment),
 Entrance criteria for a project to move into that phase (e.g., specified
approvals documented, specified documents completed), and
 Exit criteria for a project to complete a phase (e.g., documented approvals,
completed documents, completed deliverables)

29
Phase Gates
o A phase gate, is held at the end of a phase. The project’s performance and
progress are compared to project and business documents including but not
limited to:

 Project business case (see Section 1.2.6.1),

 Project charter (see Section 4.1),
 Project management plan (see Section 4.2), and
 Benefits management plan (see Section 1.2.6.2).
 A decision (e.g., go/no-go decision) is made as a result of this comparison to:
 Continue to the next phase,
 Continue to the next phase with modification,
 End the project,
 Remain in the phase, or
 Repeat the phase or elements of it.

Depending on the organization, industry, or type of work, phase gates may be

referred to by other terms such as, phase review, stage gate, kill point, and
phase entrance or phase exit.
30
Project Management Knowledge Areas
There are ten (10) areas which comprehensively cover all the
important aspects for successful project completion:

o Project Integration Management

o Project Scope Management
o Project Schedule Management
o Project Cost Management
o Project Quality Management
o Project Resource Management
o Project Communication Management
o Project Risk Management
o Project Procurement Management
o Project Stakeholder Management
INTEGRATION MANAGEMENT
Project Integration Management-Objectives

o Developing and ensuring coordination among all processes

o Ensuring project performance meets requirements

o Making sure optimized and realistic project planning

o Keeping track and maintaining records of project changes

o Ensuring meeting project objectives

Project Integration Management
A subset of project management that includes the processes required
to ensure that the various elements of the project are properly
coordinated.

Process Groups

Knowledge Area
Monitoring
Initiating Planning Executing Closing
& Control

Direct and
Manage Monitor &
Project Control Close
Project Develop Project Work Project Work Project
Develop Project
Integration Management Or
Charter
Management Plan Perform Phase
Manage
Integrated
Project
Change
Knowledge
Control
Project Integration Management

Process Key Output(s)

Develop Project Charter Project Charter

Develop Project Management Plan PM Plan

Direct and Manage Project Work Deliverables,

Work Performance Data,
Change Requests

Manage Project Knowledge Project Management Plan Updates

Monitor and Control Project Work Change Requests,

Work Performance Reports
Perform Integrated Change Control Approved Change Requests
Close Project or Phase Final Product/Service/Result
Project Integration Management
o Project Charter
o Project Management Plan A Charter should have:
o Monitoring & Control Proceedings o Title and description
o Integrated Change Control o Project Manager
nomination
o Project Closure o Authority Level
o Business Need
o Project Justification
o Initial identified
resources
o Stakeholders &
requirements
o Product deliverables
o Constraints and
Assumptions
o Signed and Approved by
Sponsor
Data Flow-Develop Project Charter
Data Flow-Develop Project Management Plan
Data Flow-Direct & Manage Project Work
Data Flow-Manage Project Knowledge
Data Flow-Monitor & Control Project Work
Data Flow-Perform Integrated Change Control
Data Flow-Close Project
Project Integration Management-Recap

o What is the benefit of creating a project management plan?

o How a project can suffer if we don’t develop a change management

process?
SCOPE MANAGEMENT
Project Scope Management-Objectives

o Chalking out project technical requirements

o Defining and Mapping project work accurately

o Defining project boundaries

o Avoiding frequent and unnecessary project changes

o Ensuring product/ service acceptance from customer

Project Scope Management
It includes the processes required to ensure that the project
includes all the work required, and the only work required, to
complete the project successfully.

Process Groups
Knowledge
Area
Monitoring &
Initiation Planning Execution Closing
Control

Plan Scope
Management Validate
Scope
Project Collect Requirements
Scope
Management Define Scope
Control Scope

Create WBS
 Project Scope Management

Process Key Output(s)

Plan Scope Management Scope Management Plan,
Requirements Management Plan
Collect Requirements Requirements Documentation,
Requirements Traceability Matrix
Define Scope Project Scope Statement
Create WBS Scope Baseline
Validate Scope Accepted Deliverables,
Change Requests,
Work Performance Information
Control Scope Work Performance Information,
Change Requests
Project Scope Management

o Requirements & Stakeholders expectations

o What is included and what is not?
o Work Breakdown Structure
o Scope Validation (Responsible?)
o Scope Creep
Data Flow-Plan Scope Management
Data Flow-Collect Requirements
Data Flow-Define Scope
Data Flow-Create WBS
Data Flow-Validate Scope
Data Flow-Control Scope
Project Scope Management-Recap

o How a project will suffer if you, being PM, are unable to avoid

changes that are unjustified?

o How the project organization will get impacted if there are delays

and problems in project acceptances?

o How can you avoid scope creep on a project?

SCHEDULE MANAGEMENT
Project Schedule Management-Objectives

o Optimal utilization of project duration

o Schedule development

o Providing assurance of on-time project completion through periodic

monitoring
Project Schedule Management
It includes the processes required to ensure timely completion of
the project.
Process Groups
Knowledge
Area Monitoring
Initiation Planning Execution Closing
& Control

Plan Schedule
Management

Define Activities

Project
Sequence Activities Control
Time
Schedule
Management
Estimate Activity
Durations

Develop Schedule
 Project Schedule Management – Overview

Estimate
Plan Schedule Define Sequence Develop Control
Activity
Management Activities Activities Schedule Schedule
Durations

•Establishing the •Identifying and •Identifying and •Estimating the •Analyzing activity •Monitoring the status
policies, procedures, documenting the documenting number of work sequences, durations, of project activities to
and documentation specific actions to be relationships among periods needed to resource update project
for planning, performed to the project activities complete individual requirements, and schedule and manage
developing, produce the project activities with schedule constraints changes to the
managing, executing, deliverables estimated resources to create the project schedule baseline
and controlling the schedule model for
project schedule project execution and
monitoring and
controlling

Work
Schedule
Network Activity Project (Schedule)
Management Activity List
Diagram Durations Schedule Performance
Plan
Information

[Ref: PMBoK 6th Edition (C) Project Management Institute,

61
USA]
Project Schedule Management

Process Key Output(s)

Plan Schedule Management Schedule Management Plan
Define Activities Activity List
Activity Attributes
Sequence Activities Project Schedule Network
Diagrams

Estimate Activity Durations Duration Estimates

Develop Schedule Schedule Baseline

Project Schedule
Control Schedule Work Performance Information
Change Requests
Project Schedule Management

o Listing project activities down

o Arranging the activities as per logical sequence
o Types of Estimation
o Activity completion timelines
o Schedule development
o Schedule variance and control
Project Schedule Management
Critical Path Method

Activities Relationships

Leads and Lags

Float/ Slack
Data Flow-Plan Schedule Management
Data Flow-Define Activities
Data Flow-Sequence Activities
Data Flow-Estimate Activity Durations
Data Flow-Develop Schedule
Data Flow-Control Schedule
Activities Relationships
Project Schedule Management
• Lead
 means advancing an activity deliberately by some
duration
 Denoted by (-)
• Lag
 means delaying an activity deliberately by some
duration
 Denoted by (+)

Schedule Compression Techniques

• Fast Tracking
• Crashing
Project Schedule Management
Wedding Ceremony
Duration
Activity # Activity Name
(Days)
1 Booking of hall 1
2 Stage preparation 1
3 Selection & Printing of invitation cards 7
4 Delivery of invitation cards to guests 2
5 List of Guests 1
6 Menu selection 1
7 Selection of bridal dress 4
8 Selection of groom dress 1
9 Bride's makeover 1
10 Arrangement of transportation 1
11 Welcome arrangement 3
12 Arrangement of movie maker 1
Project Schedule Management-Critical
Path Analysis
Need to find the following for each activity:

 Earliest Start Time (EST)

 Earliest Finish Time (EFT)
 Latest start time (LST)
 Latest Finish Time (LFT)

 Forward and Backward Pass

Critical Path Analysis
Critical Path Analysis
Forward Pass
Critical Path Analysis
Backward Pass
Critical Path Analysis
Critical Path
Project Schedule Management
Project Schedule Management-Match the
Terms
Term Meaning Answer
1. The reduction of the overall project duration by using lead
Analogous time and buffers to overlap activities related through 3
Estimation predecessor type relationships
2. Critical
The addition of time to delay the start of an activity 4
Path
The development of a project estimate on the basis of the
3. Lag historical information from past projects similar to the 2
current project
4. Fast The longest path through the project taking the shortest
1
Tracking possible time
An activity on the critical path which has to start and finish
5. Float on the days stated and for which a delay would impact on 7
the project deadline
Bringing the start date of an activity forward so that it starts
6. Lead 6
earlier than originally intended.
7. Critical The period of time which a task has available for flexibility
5
Activity in its start or finish.
COST MANAGEMENT
Project Cost Management-Objectives

o Optimal utilization of allocated finances (Budget)

o Providing assurance of expected profitability

o Keeping a track of cost incurred and earned throughout the project

lifecycle
Project Cost Management
A subset of project management that includes the processes
required to ensure that the project is completed within the
approved budget.

Process Groups

Knowledge
Area
Monitoring
Initiation Planning Execution Closing
& Control

Plan Cost
Management
Project Cost Estimate Costs Control Costs
Management
Determine
Budget
Project Cost Management

Process Key Output(s)

Plan Cost Management Cost Management Plan

Estimate Costs Cost Estimates,

Basis of Estimates

Determine Budget Cost Baseline,

Project Funding Requirements,

Control Costs Work Performance Information,

Cost forecasts,
Change Requests
Project Cost Management

Estimating activities costs

Contingency & Management Reserves
Cost Baseline
Budgeting
Cost variance
Earned value management
Controlling Cost
Data Flow-Plan Cost Management
Data Flow-Estimate Costs
Data Flow-Determine Budget
Data Flow-Control Costs
Project Cost Management
How project budget is prepared:

 Estimate activity costs

 Sum up to work package and control accounts

 Calculate project estimates

 Add contingency reserves

 Have the COST BASELINE

 Add management reserves

 Have the PROJECT BUDGET and get it approved

Earned Value Management
Earned value management (EVM), or Earned value
project/performance management (EVPM) is a project
management technique for measuring project performance
and progress in an objective manner.

It has the ability to combine measurements of:

 Scope (what work)
 Schedule (how much work) &
 Cost (in how many $s),

in a single integrated system

Earned Value Management
Earned Value Analysis

the original plan

€1 €1 €1 €1 €1 BAC = Budget
At Completion
= €5
progress at milestone 1:
€1.50 €2.50 EV = €2

Only 2 tasks; both overspent.

We had planned to do €3 of work, but only ‘earned’ €2.
Unfortunately it cost us €4 to do it.
We can use the power of EVA to forecast the future…
Earned Value Analysis

Earned Value means the total value of the tasks

EV = €2
we have actually completed by this time

Planned Value means the total value of the tasks

PV = €3
we had meant to complete by this time

Actual Cost means the total cost we have

AC = €4
incurred getting to this point in time

From the
original
estimates
Earned Value Analysis
What does it actually tell you?

EV is less than AC
We have spent more than
we have earned

AC is less than EV We have earned more than
we have spent 
We have earned more than
PV is less than EV we had planned 
We have spent more than
PV is less than AC we had planned 
Earned Value Formulae
Earned Value Analysis
We can look at variance:

CV is Cost Variance; CV = EV - AC CV = 2 - 4 = -2

SV is Schedule Variance; SV = EV - PV SV = 2 - 3 = -1

A negative variance is BAD…

Earned Value Analysis
We can extrapolate from the current position: ….

CPI is Cost Performance Index; CPI = EV/AC CPI = 2/4 = 0.5

Everything we do seems to cost us twice what we had planned: …

EAC is Estimate At Completion; EAC = BAC/CPI

EAC = 5/0.5 = 10

Warning: may be a naive assumption:…

Earned Value Analysis
EAC is Estimate At Completion; EAC = BAC/CPI
EAC = 5/0.5 = 10

This is only true if all future tasks overrun at the same rate as of
now. If we think we have fixed the problems behind the current
cost overrun then a better EAC formula is:…

EAC = AC + Remaining PV
EAC = AC + (BAC-EV)
EAC = 4 +(5-2) = 7

This is a much smaller EAC, but remember our premise…

Earned Value Analysis

EAC is Estimate At Completion; EAC = BAC/CPI

EAC = 5/0.5 = 10

The EAC is obviously a really important figure in the overall cost

control for the project, but there is another figure that many
people will want to know:…

ETC is Estimate to Complete, meaning how much more money

will it take to finish this project. ETC is easy to compute.

ETC = EAC - AC ETC = 10 – 4 = 6

Earned Value Analysis

Month PV AC EV 1. What is the CPI at the

1 1000 1000 1000
end of month 4
2 2000 2500 2000
3 3000 4000 3000 2. What is the SPI at the
4 7000 8000 6000
end of month 4
5 12000
6 14000
3. What is the EAC at the
7 18000
8 20000 end of month 4

4. What is the ETC at the

end of month 4
Project Cost Management-Imp. Questions

o What is the difference between project budget and cost

baseline?

o What are the benefits of performing EVM on a project?

o What are the types of estimates used for costing on a

project?
QUALITY MANAGEMENT
Objectives of Project Quality Management
o Creation of QA Plan

o Creation of QC Plan

o Calculation of Cost of Quality

o Validation of SOPs Compliances

o Verification of Customer Requirements

Project Quality Management
It includes the processes required to ensure that the project will
satisfy the needs for which it was undertaken.

Process Groups

Knowledge
Area
Monitoring &
Initiation Planning Execution Closing
Control

Project
Plan Quality Manage Control
Quality
Management Quality Quality
Management
Project Quality Management
Customer requirements (internal & external)
Standards identification and organizational repository
Cost of quality & quality planning
Quality Assurance through audits and walkthroughs
Quality Control through inspections and testing
Cost of Quality
Cost of
Quality

Cost of Cost of
Good Poor
Quality Quality

Preventio Cost of Cost of

Appraisal
n Internal External
Costs
Costs Failure Failure
Data Flow-Plan Quality Management
Data Flow-Manage Quality
Data Flow-Quality Control
RESOURCE MANAGEMENT
Project Resource Management
A subset of project management that includes the processes
required to make the most effective use of resources involved
with the project.

Process Groups
Knowledge
Area Monitoring
Initiation Planning Execution Closing
& Control

Acquire
Plan Resource Resources
Management
Project
Control
Resource Develop Team
Resources
Management
Estimate Activity
Resources Manage Team
Objectives of Project Resource Management

o Arranging resource requirements for project

o Performing teams performance evaluation

o Providing competence development as per project needs

o Conflict management between team members

Project Resource Management
Done During
Process Key Output(s)
(PG)
Plan Resource Resource Management
Planning PG
Management Plan
Estimate Activity Resource Requirements,
Planning PG
Resources Basis Of Estimates, RBS
Project Team Assignments
Acquire Resources Executing PG
Resource Calendars
Team Performance
Develop Team Executing PG
Assessments
Change Requests
Manage Team Executing PG
PM Plan Updates
Work Performance
Control Resources M&C Information
Change Requests
Project Resource Management
Identification of required skill set
Type of organizations
Roles & Responsibilities
Team/s evaluation
Teams development
Conflict management
Project Resource Management Plan:
o Roles and Responsibilities
o Project Organization Charts
o Staffing Management Plan

Staffing Management Plan includes:

o Where will resources come?
o When will resources be available and used-Resource Calendar
o Staff Release Plan
o Staff training needs
o Rewards and Recognition
o Safety
Acquire Project Team
o Identification of required skill sets
o Searching of manpower
o Taking required resources on-board

Develop Project Team

o Gaps in skills
o Skill/ competence development
o Performance evaluation

Manage Project Team

o Managing team differences
o Conflict Management
Data Flow-Plan Resource Management
Data Flow-Estimate Activity Resources
Data Flow-Acquire Resources
Data Flow-Develop Team
Data Flow-Manage Team
Data Flow-Control Resources
COMMUNICATION MANAGEMENT
Objectives of Communication Management
• Identification of stakeholders’ communication needs and

requirements

• Arrangement of organization’s assets to meet requirements

• Deciding what to communicate and how to do it

• Identification of Roles and Responsibilities

• Identification of communication hazards and barriers

• Methods or technologies used to convey the information

Project Communications Management
It includes the processes required to ensure timely and
appropriate generation, collection, dissemination, storage, and
ultimate disposition of project information.

Process Groups

Knowledge Area
Monitoring &
Initiation Planning Execution Closing
Control

Project Plan
Manage Monitor
Communications Communications
Communications Communications
Management Management
Project Communications Management
o Identification of stakeholders to be communicated
o PM role
o Type of communication
o Communication channels
o Progress reporting
o Problems reporting
o Expectations Management Matrix
Communications Model on Project
Project Managers and professionals often fail to recognize that
communication on a project is made in following forms:

oVerbal (Words of mouth) -- Meetings most important in

P.M Context

oNon- Verbal
• Para-lingual - Physical body movements (Body Language,
Eye Contact, Facial expressions, signaling)
• Written/Documented such as design, drawing, reports,
etc.
Composition of Verbal Communication
Transactional Communication Model
Communication Methods
There are several communication methods that are used to
share information among project stakeholders:

oInteractive communication
oPush communication
oPull communication
Project Communications Management
Communication When Needed
Types
Formal Written Complex problems, project management plans,
project charter, contracts, meeting minutes &
communicating over long distances
Informal Written E-mails, hand written notes
Formal Verbal Presentations & speeches
Informal Verbal Conversations, phone calls & messages

Communication Channels:
N(N-1)/2,
Where N = number of members in the team
Data Flow-Plan Communications Management
Data Flow-Manage Communications
Data Flow-Monitor Communications
RISK MANAGEMENT
Project Risk Management-Objectives

o Identifying risks at the right time

o Prioritizing risks based on analysis

o Preparing responses to address risks

o Periodic revisiting risk handling strategies

Project Risk Management
Risk management is the systematic process of identifying, analyzing,
and responding to project risks. It includes maximizing the probability
and consequences of positive events and minimizing the probability
and consequences of adverse events to project objectives.

Process Groups
Knowledge
Area Monitoring &
Initiation Planning Execution Closing
Control
Plan
Risk Management
Identify Risks
Implement
Project Risk Perform Qualitative Risk
Risk Analysis Monitor Risks
Management Responses
Perform Quantitative
Risk Analysis

Plan Risk Responses

Project Risk Management

Process Key Output(s)

Plan Risk Management Risk management plan
Identify Risks Risk Register
Perform Qualitative Risk Analysis Project documents updates
Perform Quantitative Risk Analysis Project documents updates
Plan Risk Responses Project management plan updates
Project documents updates
Implement Risk Responses Change Requests
Monitor Risks Work performance information
Change requests
Project management plan updates
Project documents updates
Project Risk Management
o Identification of risks
o Known unknowns and unknown unknowns
o Type of risks (+ve & -ve)
o Qualification of risks (probability & impact)
o Risk Handling Strategies
o Risk M & C
o Watch list
Project Risk Management
Risk during the project
• Risk and the associated cost to address the risk, varies over the
project life cycle
– For initial phase there is high chance of risk events, but low cost
impact
– For final phase there is low chance of risk events, but cost impact
is high
• Identifying and managing risks will greatly affect project success
Project Risk Management
Identify the project risks
• Generate list of all possible risks by “brainstorming” among team
members

• Do not attempt to assess risk probability; that is for a later step

• Focus on risk events, rather than risk consequences

– For example, “instrument does not return correct data” is a
consequence of events like poor circuit design, incorrect or
failed components, poor software implementation

• First focus on overall project risks, then identify specific risks

• Use your WBS to help organize your risk identification process

• Seek input from sources from outside your group

Risk Analysis
Risk Analysis includes:

– Evaluating
• Probability that a Risk would occur
• Impact of the Risk if it occurs
• Frequency of Risk occurrence or the time frame within
which it might occur (Say within next 5- years)

– Prioritizing
• Prioritize to ensure right amount of management attention
 Project Risk Management
Ranking the risk importance
• Rank risks from those that can be
neglected to those that require
elevated vigilance

• A Risk Severity Matrix can be

helpful in prioritizing risks
– Plot of event probability versus
impact

• Red zone identifies the most

important events

- Note that the zones are not

• Yellow zone lists risks that are
symmetrical across the matrix moderately important
- High impact low probability events
much more important than likely low
impact events • Green zone events probably can be
safely ignored
Project Risk Management
Risk Response Strategies
Data Flow-Plan Risk Management
Data Flow-Identify Risks
Data Flow-Perform Qualitative Risk Analysis
Data Flow-Perform Quantitative Risk Analysis
Data Flow-Plan Risk Responses
Data Flow-Implement Risk Responses
Data Flow-Monitor Risks
What if Risk Management is not done?

oIf you are not tracking Risks, you are ignoring the dangers

oProject may escape some bullets but not all of them

oManagement will frequently face surprises

oMultiple Project failures due to unforeseen

oNo lesson learned for future means repeating the same mistake
again
PROCUREMENT MANAGEMENT
Project Procurement Management-Objectives

o Performing make or buy analysis

o Selection of right service providers

o Finalizing and signing procurement contracts

o Ensuring delivery of required product/ service

o Performing final settlement with service providers

Project Procurement Management
A subset of project management that includes the processes
required to acquire goods and services to attain project scope
from outside the performing organization.

Process Groups
Knowledge
Area
Monitoring &
Initiation Planning Execution Closing
Control

Project Plan
Conduct Control
Procurement Procurement
Procurements Procurements
Management Management
Project Procurement Management
Process Key Output(s)

Plan Procurement Management Procurement Management Plan

Conduct Procurements -Selected Sellers

-Agreements
-Resource Calendars
-Change Requests

Control Procurements -Closed Procurements

-Work Performance Information
-Change Requests
Project Procurement Management
o Make or buy decisions
o Suppliers selection (RFP, RFQ & evaluation)
o Contract terms (timelines, quality and penalty)
o Type of contracts
o Privity
o Monitoring
o Closure
Project Procurement Management
Type of Contracts
o Fixed price or lump sum contracts: involve a fixed total price for
a well-defined product or service
 Firm Fixed Price Contracts (FFP)
 Fixed Price Incentive Fee Contracts (FPIF)

o Cost reimbursable contracts: involve payment to the seller for

direct and indirect costs
 Cost Plus Fixed Fee Contracts (CPFF)
 Cost Plus Incentive Fee Contracts (CPIF)
 Cost Plus Award Fee Contracts (CPAF)

o Time and material contracts: hybrid of both fixed price and

cost reimbursable contracts, often used by consultants

o Unit price contracts: require the buyer to pay the seller a

predetermined amount per unit of service
Data Flow-Plan Procurement Management
Data Flow-Conduct Procurements
Data Flow-Control Procurements
STAKEHOLDER MANAGEMENT
Project Stakeholder Management-Objectives

o Performing identification of project stakeholders

o Finalizing stakeholders’ needs and requirements

o Creating plans to meet stakeholders’ needs and requirements

o Performing periodic monitoring of plans and making necessary

changes
Project Stakeholder Management
It includes the processes required to identify the people, groups, or
organizations that could impact or be impacted by the project, to
analyze stakeholder expectations and their impact on the project, and
to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution.

Process Groups
Knowledge
Area
Monitoring &
Initiation Planning Execution Closing
Control

Project Plan Manage Monitor

Identify
Stakeholders Stakeholder Stakeholder Stakeholder
Stakeholders
Management Management Engagement Engagement
 Project Stakeholder Management

Process Key Output(s)

Identify Stakeholders Stakeholder Register

Plan Stakeholder Management Stakeholder Management Plan

-Change Requests
Manage Stakeholder Engagement
-Project Management Plan Updates

-Work Performance Information

Monitor Stakeholder Engagement
-Change Requests
Project Stakeholders Management

o Who are the Stakeholders? The sooner, the better

o Identify and manage their needs periodically
o Stakeholder Analysis
o Stakeholder Register
o Power/ Influence/ Impact Grids
o Change Logs
o Reporting
Power/ Interest Grid
Data Flow-Identify Stakeholders
Data Flow-Plan Stakeholder Management
Data Flow-Manage Stakeholder Engagement
Data Flow-Monitor Stakeholder Engagement 173
Ethical and Professional Conduct

oVision and Applicability

oResponsibility

oRespect

oFairness

oHonesty
Vision and Applicability

o The purpose of this Code is to instill confidence in the project management

profession and to help an individual become a better practitioner.
o We believe that the credibility and reputation of the project management profession
is shaped by the collective conduct of individual practitioners
o We believe that we can advance our profession, both individually and collectively,
by embracing this Code of Ethics and Professional Conduct
o We also believe that this Code will assist us in making wise decisions, particularly
when faced with difficult situations where we may be asked to compromise our
integrity or our values

o Applies To
• All PMI members
• Non-members of PMI who meet one or more of the following criteria:
 Non-members who hold a PMI certification
 Non-members who apply to commence a PMI certification process
 Non-members who serve PMI in a volunteer capacity.
Responsibility
o Responsibility is our duty to take ownership for the decisions we make or fail to make, the
actions we take or fail to take, and the consequences that result.

o Aspirational Standards
• We make decisions and take actions based on the best interests of society, public safety, and the
environment.
• We accept only those assignments that are consistent with our background, experience, skills, and
qualifications
• We fulfill the commitments that we undertake – we do what we say we will do.
• When we make errors or omissions, we take ownership and make corrections promptly. When we
discover errors or omissions caused by others, we communicate them to the appropriate body as soon
they are discovered. We accept accountability for any issues resulting from our errors or omissions and
any resulting consequences.
• We protect proprietary or confidential information that has been entrusted to us.
• We uphold this Code and hold each other accountable to it.

o Mandatory Standards
• Regulations and Legal Requirements
 We inform ourselves and uphold the policies, rules, regulations and laws that govern our work, professional, and volunteer
activities.
 We report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the conduct.
• Ethics Complaints
 We bring violations of this Code to the attention of the appropriate body for resolution.
 We only file ethics complaints when they are substantiated by facts.
 We pursue disciplinary action against an individual who retaliates against a person raising ethics concerns
Respect
o Respect is our duty to show a high regard for ourselves, others, and the resources
entrusted to us. Resources entrusted to us may include people, money, reputation,
the safety of others, and natural or environmental resources.
o An environment of respect engenders trust, confidence, and performance
excellence by fostering mutual cooperation—an environment where diverse
perspectives and views are encouraged and valued.

o Aspirational Standards
• We inform ourselves about the norms and customs of others and avoid engaging in
behaviors they might consider disrespectful.
• We listen to others’ points of view, seeking to understand them.
• We approach directly those persons with whom we have a conflict or disagreement.
• We conduct ourselves in a professional manner, even when it is not reciprocated.

o Mandatory Standards
• We negotiate in good faith
• We do not exercise the power of our expertise or position to influence the decisions or
actions of others in order to benefit personally at their expense.
• We do not act in an abusive manner toward others.
• We respect the property rights of others
Fairness
o Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be
free from competing self interest, prejudice, and favoritism.

o Aspirational Standards
• We demonstrate transparency in our decision-making process.
• We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate.
• We provide equal access to information to those who are authorized to have that information.
• We make opportunities equally available to qualified candidates.

o Mandatory Standards
• Conflict of Interest Situations
 We proactively and fully disclose any real or potential conflicts of interest to the appropriate stakeholders.
 When we realize that we have a real or potential conflict of interest, we refrain from engaging in the decision-
making process or otherwise attempting to influence outcomes, unless or until: we have made full disclosure to the
affected stakeholders; we have an approved mitigation plan; and we have obtained the consent of the stakeholders
to proceed.

• Favoritism and Discrimination

 We do not hire or fire, reward or punish, or award or deny contracts based on personal considerations, including but
not limited to, favoritism, nepotism, or bribery.
 We do not discriminate against others based on, but not limited to, gender, race, age, religion, disability, nationality,
or sexual orientation
 We apply the rules of the organization (employer, Project Management Institute, or other group) without favoritism
or prejudice.
Honesty

oHonesty is our duty to understand the truth and act in a truthful manner
both in our communications and in our conduct.

oAspirational Standards
• We earnestly seek to understand the truth.
• We are truthful in our communications and in our conduct.
• We provide accurate information in a timely manner.
• We make commitments and promises, implied or explicit, in good faith.
• We strive to create an environment in which others feel safe to tell the truth.

oMandatory Standards
• We do not engage in or condone behavior that is designed to deceive others, including but
not limited to, making misleading or false statements, stating half-truths, providing
information out of context or withholding information that, if known, would render our
statements as misleading or incomplete.
• We do not engage in dishonest behavior with the intention of personal gain or at the
expense of another
Roles & Responsibilities of Project Manager
o Communication

o Success & Failure of project

o Project Planning

o Deliver project timely and within budget

o Project teams management

o Vendor management

o Risks identification and subsequent strategies

o Maintaining quality requirements

o Optimal use of resources

o Project acceptance

o Documenting lessons learnt

o Project Closure
Project Closure

o Scope verification must be completed and documented

o All snags/ defects must be cleared

o Product is formally handed over to customer

o Teams to be released

o Lessons Learnt to be documented

o All contracts must be closed prior to project closure

o Rewards to be given and success celebrated

About PMP® Certification
PMP® Certification Prerequisites

o The PMP® certification is the gold-standard

o Secondary degree (Intermediate)
certification in the Project Management
discipline, and is considered world's most
recognized and aspired-for credential in o 7,500 hours of project experience
project management
o 35 hours of project management

o The PMP® is the highest-paid management- education

sciences certification in the world - and
earning this credential increases your – OR –
income potential substantially. (20% higher
on average*) o Four-year degree (Bachelors)

o 4,500 hours of project experience

o Lastly, as a PMP® certified job-candidate,
you will be the preferred choice of most o 35 hours of project management
employers/recruiters - and will always stand
a better chance of landing jobs with bigger education
and better organizations.

185
The PMP® Exam
The Exam The Fee

o Mode: Computer Based • PMI Members: USD 405

o Type: Multiple Choice • Non-Members: USD 555
Questions (MCQ's)
o Questions: 200 Domain Split Percentage

o Time Allowed: 04 Hours Initiating 13% / 26 Questions

o Venue: Prometric Center
Planning 24% / 48 Questions

Executing 31% / 62 Questions

o The exam is based on PMI's 'Project Monitoring & Controlling 25% / 50 Questions
Management Body of Knowledge',
commonly known as the PMBOK® Guide Closing 7% / 14 Questions
o Designed to test your project management
Ethical and Professional 0% (Mixed with
knowledge as well as experience in Responsibility other areas)
applying that knowledge.
186
Roadmap For Preparation
o35-PDUs (Basic Understanding)

o1 x Rita Guide’s Overview

o1 x PMBoK Overview

oRita Process Chart

o1 x Rita Guide’s Detailed Study (Including Exercises)

o1 x Simulation Software (Around 2000 Questions)

187
Queries : Questions : Concerns