PMP Certification Training

WELCOME
 Working Agreements

As a team, let us have a working agreement for the next few days/months

▪ Set goal

▪ Commitment

▪ Motivation

▪ Get goal
 Agenda

New Exam Content Outline

1 2 Introduction
Introduction Fundamentals
Module 1. Creating a High Performing Team

3 4
Module 2. Starting the Project
Initiating the Project Planning the Project

Module 3. Doing the Work

6
5
Monitoring &
Executing the Project Module 4. Keeping the Team on Track
Controlling the Project

8 Module 5. Keeping the Business in Mind

7
Agile Project
Closing the Project
Management
Exam Preparation
 Section 01

Introduction to
PMP Certification
 Target Audience

• The Project Management Institute (PMI) offers a professional certification

for project managers, known as the Project Management Professional
(PMP)®.
• Target Audience :
o Project managers
o Associate/assistant project managers
o Team leads/team managers
o Project executives/project engineer
o Software developers
o IT managers
o Any professional aspiring to be a project manager
 Introduction To PMI®

• PMI® stands for Project Management Institute (www.pmi.org)

• Currently Over 1000,000 are PMP credential holders across 185
countries
• Headquartered in Philadelphia, USA - founded in 1969
• Advocates and promotes Best Practices in Project, Program &
Portfolio Management
 PMP® Certification Eligibility

To apply to take the PMP® Examination, you must have:

o A university degree and at least three years project
management experience; 4,500 hours leading and directing
project tasks and 35 hours of project management education.
OR
o A secondary diploma (secondary school or the global
equivalent) with at least five years of project management
experience; 7,500 hours leading and directing project tasks and
35 hours of project management education.
 Why Become a Certified PMP®

• Widely recognized Project Management

Certification
• Worldwide recognition of your knowledge of
Project Management
• Demonstrates Proof of Professional Achievement
• Improves the way you manage your Projects
• Increases your Marketability
• Displays your willingness to Pursue Growth
• Increases Customer Confidence
7

• Valued Globally across Industry Verticals &

Companies
 Credentials offered by PMI ®

Certified Associate in Project Project Management Program Management

Management (CAPM®) Professional (PMP®) Professional (PgMP®)

Portfolio Management PMI Agile Certified Practitioner PMI Professional in Business

Professional (PfMP®) (PMI-ACP®) Analysis (PMP – PBA®)

PMI Risk Management PMI Scheduling Professional

Professional (PMI-RMP®) (PMI-SP®)

8
PMP certification exam fees for PMI members and
non-members
PMP certification exam fee with PMI membership $405

PMP certification exam fee without PMI membership $555

PMI membership fee $139
PMI membership renewal fee $129 per year
Reexamination fee for PMI members $275
Reexamination fee for non-members $375

• Enroll as a member at PMI and you’ll save $150 on the

examination fees. With PMI membership, you can also access
commercially available books on project management and
download a free copy of the PMBOK Guide - Sixth Edition, an
essential preparatory material for the PMP certification exam.
Registered PMI members also get free access to practice
exams.
 PMP Exam Format

 PMP validates that you are among the

best—highly skilled in:
8%
 People - Soft skills need to 42%

effectively lead a project team 50%

(42%)

 Process - Technical aspects of

successfully managing projects People Process Business Environment

(50%)

 Business Environment - Connection

between projects and
organizational strategy (8%)
 PMP Exam Format

 The new exam will cover predictive, agile, and hybrid approaches

 Predictive: 50%; Agile & Hybrid: 50%

 There are 180- Questions

 230- minutes to complete the exam with 10 minutes break

 50% questions from waterfall and 50% questions from agile

 Questions will be a combination of multiple-choice, multiple

responses, matching drag-and-drop, hot-spot questions, and fill-in-the-
blank question types

 No negative marking
 Website Links

• Visit the website and download the new ECO

https://www.pmi.org/certifications/project-management-pmp
• PMP Exam Reference List
https://www.pmi.org/certifications/project-management-
pmp/earn-the-pmp/pmp-exam-preparation/pmp-reference-list
 Reference Books

PMBOK 6 Agile Practice Guide

PMBOK 7
 Section 02

Fundamentals in
Project Management
 What is a Project?
“A project is a temporary endeavor undertaken to create a unique
product, service or result”
o Temporary endeavor means that a project has a definite start and end
date .
A project comes to an end when either it’s goals and objectives are met
or the project is brought to a premature end (termination).
o Result in Unique products (component or end item itself), services, or
results (such as outcome or document)
oAre subject to progressive elaboration. Progressive elaboration involves
continuously improving and detailing a plan as more detailed / specific
information and more accurate estimates become available.
Progressive elaboration allows a project management team to define
work and manage it to a greater level of detail as the project evolves.
 Projects drive change

Projects drive change in organizations.

• From a business perspective, project helps an organization to move from one state
(can be referred as current state ) to another state (can be referred as future state )
in order to achieve a specific objective.
• Sometimes in-between state is referred as

Transition state which involves intermediary

steps to bring to future state .

 Projects enable business value creation

•Projects should create business value .

•Business value in projects refers to the benefit that the results of a specific project
provide to its stakeholders .
•Business value is defined as net quantifiable benefit derived from a business
endeavor.

•The benefit may be tangible, intangible, or both.

 Project Initiation Context

•Organizational Leaders initiate Projects in

response to factors acting upon their
organizations.

•Projects get initiated due to some context which

basically falls into four fundamental categories .
 Factors that lead to the creation of a Project

•These factors ultimately should link to

the Strategic Objectives of the
organization and Business Value of each
project.
Examples of Factors that lead to the creation of a
Project

•Market demand e.g.. A car company authorizes a project to build more fuel-
efficient cars in response to gasoline shortages.

•Technology advancement e.g. An electronics firm authorizes a new project to

develop a faster, cheaper, and smaller laptop based on advances in computer
memory and electronics Technology.

•Stakeholder demands e.g. A stakeholder requires that a new output be produced

by the organization.

•Social need e.g. Providing free internet services to remote areas .

•Environmental consideration e.g. Launch of Electric car to reduce environmental

pollution.

•Legal Requirement e.g. A chemical manufacturer authorizes a project to establish

guidelines for the proper handling of a new toxic material.
Try this!

 Example for a project that provides output as a product

 Example for a project that provides output as a service

 Example for a project that provides output as a result

 Project Management

“ Project management is the application of knowledge, skills, tools, and techniques to

project activities to meet the project requirements.” PMBOK 6
• Outcomes of these projects were the result of Leaders and Managers applying
Project Management Practices, Principles, Processes , Tools and Techniques to their
work.
 Project Management

▪ Project management is the

use of specific knowledge,
skills, tools, and techniques to
deliver something of value to
people.

Specific
Skills Tools Techniques
Knowledge
Difference and Similarities between Project and
Operations
 Try this!

▪ Who is managing the project?

▪ Who is doing the work for the project?
▪ Who is sponsoring the project?
 Project Hierarchy

▪ Projects can be:

▪ Standalone project
▪ Within a program
▪ Within a portfolio
 Project, Program and Portfolio

▪ A program means a collection of related projects working towards a common goal,

that are managed in a coordinated manner to obtain shared benefits and control that

might not be achieved by managing them individually

▪ Portfolio means a collection of projects, programs, subsidiary portfolios, and

operations that the organizations invest in and managed as a group to achieve

strategic objectives

▪ In some organizations, a project management office (PMO) will support programs and

projects within a portfolio.

Project, Program ,Portfolio, Operation and Strategy

Ideas, Vision,
Mission, Strategy, Strategy 1 Strategy 2
Regulations

Portfolio PMO
Achieve business
objective:
Do the right projects

Products,
Hardware Data Center
Shared benefit: Service, Others
Upgrade Program Program
Do projects
together.

Unique benefit:
Do projects right.
Project objective
Project C
(unique benefit) Project A Project B Project D Project E Other work Operations
DB Project
 Program Management

“Program management is defined as the application of knowledge, skills, and principles to a

program to achieve the program objectives and to obtain benefits and control not available by
managing program components individually.”

• A program component refers to projects and other programs

within a program.

• Project management focuses on interdependencies within a

project to determine the optimal approach for managing the
project.

• Program management focuses on the interdependencies between projects and between

projects and the program level to determine the optimal approach for managing them.

An example of a program is a new communications satellite system with projects for the design
and construction of the satellite and the ground stations, the launch of the satellite, and the
integration of the system.
 Portfolio Management

“Portfolio management is defined as the

centralized management of one or more
Objectives of portfolio management is to:
portfolios to achieve strategic
• Guide Organizational investment decisions.
objectives”
•Select the optimal mix of programs and
•The programs or projects of the
projects to meet strategic objectives.
portfolio may not necessarily be
• Provide decision-making transparency.
interdependent or directly related.
• Prioritize team and physical resource
allocation.
•Increase the likelihood of realizing the
desired return on investment.
•Centralize the management of the
aggregate risk profile of all components.
For example, an infrastructure firm that has the strategic
objective of “maximizing the return on its investments”
may put together a portfolio that includes a mix of
projects in oil and gas, power, water, roads, rail, and
airports.
Project, Program, Portfolio
 Operations Management

•Operations management is outside the scope of formal project management , is

concerned with the ongoing production of goods and/or services.

•It ensures that business operations continue efficiently by using the optimal
resources needed to meet customer demands.

•At each point, deliverables and knowledge are

transferred between the project and operations
for implementation of the delivered work.

•This implementation occurs through a transfer of

project resources or knowledge to operations or
through a transfer of operational resources to the
project.
 Operations and Project Management

Ongoing operations are outside of the scope of a project; however, there

are intersecting points where the two areas cross.

Intersect

• When developing a new product, upgrading a product, or expanding outputs;

• While improving operations or the product development process;
• At the end of the product life cycle; and
• At each closeout phase.
 Organizational Project Management (OPM)
And Strategies
▪ OPM is the framework used to align project,
program, and portfolio
▪ It guides organizational management, PMO staff,
and practitioners on these topics.
▪ OPM helps organizations deliver value through the
following principles:

▪ Alignment with organizational strategy

▪ Consistency of education and delivery

▪ Organizational integration

▪ Value to the organization

▪ Continuous development
 Components Of Project
Key Components Description

Project life cycle The series of phases that a project passes through from its start to
its completion.
Project phase A collection of logically related project activities that culminates in
the completion of one or more deliverables.
Phase gate A review at the end of a phase in which a decision is made to
continue to the next phase, to continue with modification, or to
end a program or project.
Project management processes A systematic series of activities directed toward causing an end
result where one or more inputs will be acted upon to create one or
more outputs.
Project Management Process A logical grouping of project management inputs, tools and
Group techniques, and outputs. The Project Management Process Groups
include Initiating, Planning, Executing, Monitoring and Controlling,
and Closing. Project Management Process Groups are not project
phases.
Project Management An identified area of project management defined by its knowledge
Knowledge Area requirements and described in terms of its component processes,
practices, inputs, outputs, tools, and Techniques.
 Project Lifecycle

 The project can be carried out into phases of work to be completed with a significant
milestone between each phase, which represents a go/no-go point in the project

Feasibili
Design Build Test Deploy Close
ty
 Product Lifecycle

 A product is an artifact that is produced as part of the project that might go into the
operation or market or live environment

 Product life cycle is a series of phases that represents the evolution of a product,
from introduction through growth, maturity, and retirement
 Project Lifecycle

 The project can be carried out into phases of work to be completed with a significant
milestone between each phase, which represents a go/no-go point in the project

Feasibili
Design Build Test Deploy Close
ty
 Project Management Knowledge Areas

 It is the knowledge required for any 10 Knowledge

project to perform well Areas

1. Integration management
2. Scope management Scope

Stakehol Schedul
3. Schedule management der e

4. Cost management
Procurem
5. Quality management ent Cost
Integration
6. Resource management
7. Communications management Risk Quality

8. Risk management
Commu Resourc
9. Procurement management nications es

10. Stakeholders management

 Project Management Knowledge Areas

1. Project Integration Management. Includes the processes and activities

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

2. Project Scope Management. Includes the processes required to ensure the

project includes all the work required, and only the work required, to
complete the project successfully.

3. Project Schedule Management. Includes the processes required to manage

the timely completion of the project.

4. Project Cost Management. Includes the processes involved in planning,

estimating, budgeting, financing, funding, managing, and controlling costs so
the project can be completed within the approved budget.
Project Management Knowledge Areas(Contd.)

5. Project Quality Management. Includes the processes for

incorporating the organization’s quality policy regarding planning,
managing, and controlling project and product quality
requirements, in order to meet stakeholders’ expectations.

6. Project Resource Management. Includes the processes to

identify, acquire, and manage the resources needed for the
successful completion of the project.

7. Project Communications Management. Includes the processes

required to ensure timely and appropriate planning, collection,
creation, distribution, storage, retrieval, management, control,
monitoring, and ultimate disposition of project information.

8. Project Risk Management. Includes the processes of conducting

risk management planning, identification, analysis, response
planning, response implementation, and monitoring risk on a
project.
Project Management Knowledge Areas(Contd.)

10. Project Procurement Management. Includes the processes

necessary to purchase or acquire products, services, or results
needed from outside the project team.

11. Project Stakeholder Management. 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.
 Project Management Processes
▪ “A systematic series of activities directed toward causing an
end result where one or 49
▪ Outputs can be a deliverable or an outcome which are Processes in
produced by using appropriate project management PMBOK 6
tools and techniques.
▪ The output of one process may become an input to
another process, or a deliverable of the project or project
phase.

▪ Project management processes apply globally across

industries.
 Project Management Process Groups

▪ “A Project Management Process Group is a logical grouping

of project management processes to achieve specific project 5
objectives.” PMBOK 6 Process
Groups
▪ The Project Management Process Groups include Initiating,
Planning, Executing, Monitoring and Controlling, and Closing.
▪ Project Management Process Groups are not project phases

Monitoring
Initiating Planning Executing & Closing
Controlling
 Project Management Process Groups
1. Initiating Process Group : Processes performed to define a new project or a
new phase of an existing project by obtaining authorization to start the
project or phase.
2. Planning Process Group : Processes required to establish the scope of the
project, refine the objectives, and define the course of action required to attain
the objectives that the project was undertaken to achieve.
3. Executing Process Group : Processes performed to complete the work defined
n the project management plan to satisfy the project requirements.
4. Monitoring and Controlling Process Group : Processes required to track,
review, and regulate the progress and performance of the project; identify if
any changes required; and initiate the corresponding changes.
5. Closing Process Group :Processes performed to formally complete or close the
6. project, phase, or contract.
 Project Management Process Groups

Knowledge Initiating Planning Executing Monitoring & Cont. Closing

Areas

Project 4.1 Develop 4.2 Develop Project 3.Direct And Manage 5.Monitor And 4.7 Close
Integration Project Management Plan Project Work Control Project Project Or
Management Charter 4.Manage Project Work Phase
Knowledge 6.Perform
Integrated Change
Control

Project Scope 1. Plan Scope Management 5. Validate Scope

Management 2. Collect Requirements 6. Control Scope
3. Develop Scope
4. Create WBS

Project 1. Plan Schedule 6.6 Control

Schedule Management Schedule
Management 2. Define Activities
3. Sequence Activities
4.Estimate Activity
Durations
5. Develop Schedule

Project Cost 1. Plan Cost Management 7.4 Control Costs

Management 2. Estimate Costs
3. Determine Budget
Project Quality 8.1 Plan Quality 8.2 Manage Quality 8.2 Control Quality
Management Management

Project Resource 1.Plan Resource 3. Acquire Resources 9.6 Control Resources

Management Management 4. Develop Team
2.Estimate Activity 5. Manage Team
Resources

Project 10.1 Plan Communications 10.2 Manage 10.3 Monitor

Communications Management Communications Communications
Management

Project Risk 1. Plan Risk Management 11.6 Implement Risk 11.6 Monitor Risks
Management 2. Identify Risks Responses
3.Perform Qualitative Risk
Analysis
4.Perform Quantitative
Risk Analysis
5. Plan Risk Responses

Project 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control

Procurement Management Procurements
Management

Project 13.1 Identify 13.2 Plan Stakeholder 13.3 Manage Stakeholder 13.4 Monitor
Stakeholder Stakeholders Engagement Engagement Stakeholder
Management Engagement
 Try This!

1. How do you manage a project via different stages in project management?

2. What are the stages in the project lifecycle?

3. What are the stages in the product lifecycle?

4. Name the knowledge areas in project management that a project manager should
focus?
Interrelationship of Components in Projects
 Project Phase

“A project phase is a collection of logically related project activities that culminates in

the completion of one or more deliverables.”
•Each phase may have variety of attributes which may be measurable and unique to
a specific phase e.g.
• 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),
•Entry and Exit criteria for a project to move into that phase or to complete a
phase

• Projects may be separated into distinct phases or subcomponents.

•These phases or subcomponents are generally given names that indicate the type
of work done in that phase. E.g. Concept development, Feasibility study, Customer
requirements, Solution development, Design, Prototype, Build, Test, Transition,
Commissioning, Milestone review, and Lessons learned.
Phase Gate / Stage Gate/Kill Point/ Phase Review

•Phase gate, is held at the end of a phase which provides an opportunity

to assess the project performance and take necessary corrective or
preventive actions in subsequent phases.

•The project’s performance and progress are compared to project and

business documents like :
Project business case , Project charter , Project management plan , and
Benefits management plan .

•Phase Gate helps in making GO / NO-GO decision i.e.... whether 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.
 Project And Development Life Cycles

▪ A project life cycle is the series of phases that a project passes through from its start
to
▪ its completion.

▪ The phases may be sequential, iterative, or overlapping.

▪ Project life cycles can be predictive or adaptive.

▪ Within a project life cycle, there are generally one or

more phases that are associated with the development
of the product, service, or result. These are called a
development life cycle.

▪ Development life cycles can be predictive, iterative, incremental,

▪ adaptive, or a hybrid model.
 Project Development Life Cycles

1. Waterfall (predictive)- Its traditional method that is managed with a defined

plan

2. Iterative - Iterative life cycles improve the product or result through successive
prototypes or proofs of concept

3. Incremental - It is used when a product of a project will be developed through

a series of repeated cycles, each one incrementally adding to the
understanding of the functionality of the product

4. Agile (adaptive)- It is used when high levels of change and ongoing

stakeholder involvement are required

5. Hybrid – A combination of predictive, iterative, incremental and or agile

 Predictive / Plan-driven Life Cycle

• Waterfall/ Traditional approach where the project needs, requirements,

and constraints are understood, and plans are developed accordingly.
• The plans drive the project forward (Planning is done upfront)
• Project scope, time, and cost are determined as early in the project as
possible.
• This cycle is preferred to use when project outcomes are well understood
and known .
• Predictive cycles are formal and enable the project team to stay focused
on each phase of the project before having to move forward into the next
phase.
• PM makes sure to monitor and control changes on the project that might
impact the triple constraint triangle .
 Iterative Life Cycle

• A project life cycle where 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.
• Requirements are dynamic and this approach allows constant feedback to
improve and modify the deliverable . Provides single delivery of product.
• Prototypes are shown to customer and improved until customer is satisfied
with it .
• This approach is used where projects are complex , and project may require
frequent changes .
• Primary goal is perfection of solution.
 Incremental Life Cycle

• An adaptive project life cycle in which 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.
• Many small deliverables are given.
• This approach is used where customer cannot afford to wait for everything to be
completed .
• Primary goal is quickness of delivery .
 Agile Life Cycle

• Modern approach where team works collaboratively with the customer to

determine the project needs.
• The coordination of the customer and the team drives the project forward.
• An approach which uses both iterative and incremental to implement
customer feedback and to deliver frequently. This is similar to iterative and
incremental life cycles, but at a much more rapid pace.
• They work well in environments with high levels of change and ongoing
stakeholder involvement in a project.
• In this team delivers the highest value work first to customer .
 Hybrid Life Cycle

• A Combined approach which combine some elements from both predictive

(waterfall) and adaptive (agile) approaches for a specific need.
• Project might switch approaches based on need, changing work
requirements, or circumstances.
• In these combined approaches, the organizations are still using shorter
delivery time frames, iterative product releases, and involving stakeholders
regularly, but they tend to do more in-depth planning and requirements
gathering up front.

As a project manager, you must help the sponsor and team decide
which approach is the best match for your business objectives.
 Approaches Best Suited
Methodology Best Suited When Examples

• Changes are expensive due to scrap and Construction projects or projects

Predictive / waste. that have many physical assets or
Plan Driven • Predictability and coordinated timing is have similar projects that been
important. completed in the past.
• Changes are relatively easy, and waste is not
costly. Software projects or projects
Agile • Complex environment where end product is based on intellectual property and
not fully known and user feedback is very research.
valuable.
Projects where learning and
• Dynamic requirements and activities are correction is expected to
Iterative
repeated until they are deemed correct. eventually get to the ideal
solution.
• Dynamic requirements, as well as frequent Projects where customers or
small deliveries. business is wanting or expecting to
Incremental
• Speed to deliver small increments is a major see outputs or partial outputs
goal. early and often.
• There are some costs to changes. Projects with a mix of resources
• Stakeholders are interested in another and experience levels or projects
Hybrid
method, but not comfortable to fully adopt seeking or willing to learn new
one method. methods or techniques.
 Comparison of Different Life Cycles

Types Characteristics
Predictive • Fixed requirements
• Activities performed once per project
• Single delivery
• Goal: Manage cost
Adaptive Iterative • Dynamic requirements
• Activities repeated until correct
• Single delivery
• Goal: Correct solution
Incremental • Dynamic requirements
• Activities performed once per increment
• Frequent small deliveries
• Goal: Speed
Agile • Dynamic requirements
• Combines iterative repetition of activities with incremental deliveries
• Goal: Customer value
Hybrid • Includes adaptive and predictive components
• Shorter, iterative time frames
• High stakeholder involvement
• More in-depth requirements
Difference B/w Life Cycles
Identify the project development lifecycle

1 2

4
3

5
 Project Data

•A significant amount of project data is collected as a result of various processes

throughout life cycle of project which is then analyzed in context, aggregated, and
transformed to become project information during various processes.
•Project Information is communicated verbally or stored and distributed in various
formats as reports.
 Project Management Data And Information

•Work performance data. The raw observations and measurements identified during
activities performed to carry out the project work. E.g.. % work completed, quality and
technical performance measures, start and finish dates of schedule activities, number
of change requests, number of defects, actual costs, actual durations, etc.
•Project data are usually recorded in a Project Management Information System (PMIS)
and in project documents.

•Work performance information. The performance data collected from various

controlling processes, analyzed in context and integrated based on relationships across
areas. E.g.. status of deliverables, implementation status for change requests, and
forecast estimates to complete.

Work performance reports. The physical or electronic representation of work

performance information compiled in project documents, which is intended to
generate decisions or raise issues, actions, or awareness.
E.g.. : status reports, memos, justifications, information notes, electronic dashboards,
recommendations, and updates.
 Tailoring

“Tailoring is the selection activity of appropriate project management processes,

inputs, tools, techniques, outputs, and life cycle phases to manage a project.”

Why Tailoring is necessary for each Project ?

• Because each project is unique; so not every process, tool,

technique, input, or output identified in the PMBOK® Guide
can be uniformly applied to all projects.

•Tailoring is required because organization may require specific

project management methodologies .

•Tailoring should address the competing constraints of scope, schedule,

cost, resources, quality, and risk.

•Tailoring decision can also be considered based on whether the

customer of the project is internal or external to the organization .
 Project Management Business Documents

Two very important Business Documents which project manager need to ensure while following
project management approach :
Project Business Case and Project Benefits management plan
Interrelationship of Needs Assessment and Critical
Business/Project Documents
 Business Case

o “Business documents are an integral component

to both starting a project and to assessing if it should
continue.
These are:

Business case – a documented economic feasibility study.

•Business case lists the objectives and reasons for project initiation.

•It helps measure the project success at the end of the project against the project
objectives.
•The business case is a project business document that is used throughout the
project life cycle.
•The business case may be used before the project initiation and may result in a
go/no-go decision for the project.
•Needs assessment often precedes the business case. It involves understanding
business goals and objectives, issues, and opportunities and recommending
proposals to address them.
 Benefit Management Plan

Benefits :

“A gain realized by the organization and beneficiaries through portfolio, program,

or project outputs and resulting outcomes.”

Benefits Management Plan – “the documented explanation defining the processes

for creating, maximizing, and sustaining the benefits provided
by a project.”

The PM should work with the sponsor to ensure that the project charter and the
benefits management plan remain aligned throughout the project lifecycle
Example : An organization is taking initiative to build a Smart
Website for its internal and external stakeholders which employs
artificial intelligence (AI).
Benefits could be :
•A 50% reduction in response time for prospective buyers.
•An 18% increase in revenues generated.
•A high improvement in customer satisfaction.
•Improved sales prospect .
Outputs, Outcomes, Benefits, Value

Outputs are products (or solutions or services) created by projects.

E.g..: Output is the website itself
Outcomes are results obtained through the use of outputs.
E.g.. : What users can do . Communication with the help of chat bots.
Benefits are realized gain for the intended stakeholders.
E.g.. : Benefits are a 50% reduction in response time, 18% increase in revenue,
Value is the net result of realized benefits minus the cost of achieving these
benefits. E.g.. : 18% increased revenue minus the cost of implementing the site.
 Project Charter and Project Management Plan

Project Charter is defined as a document issued by the project sponsor that

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

Project Management Plan is defined as the document that describes how

the project will be executed, monitored, and controlled.
The Environment in which Project Operates
Project Influences
 Project Influences

•Projects don’t exist in silo .

•Projects operate in environments that may have

an influence on them , can have a favorable or
unfavorable impact on the project.

•Two major categories of influences are

•Enterprise environmental factors (EEFs) and
organizational process assets (OPAs).

•EEFs can be External/ internal to the

organization.

• OPAs are internal to the organization.

 Enterprise Environmental Factors

•Projects take place within a “context” or “environment” ─ not in a vacuum. Some

enterprise environmental factors are within the control of the project personnel ─
most are not.

•Not under the control of the project team, that may enhance or constrain project
management .

•These can be internal and/or external to the organization .

• These may have a positive or negative influence on the outcome.

•EEFs are inputs to many project management processes, specifically for most
planning
processes.

• EEFs need to be considered if the project is to be effective.

EEF’s Internal to The organization

Organizational
culture,
structure, and
governance
Geographic
Employee distribution of
capability facilities and
resources

Resource
infrastructure
availability

information
technology
software
EEF’s External to The organization

Marketplace
conditions.
Social and
Physical
environmental cultural
elements influences
and issues.

Financial Legal
considerations. restrictions.

Government
Commercial
or industry
databases.
standards.
Academic
research.
 Organizational Process Assets
These assets influence the management of the project.
OPA may be grouped into two categories:
❖ Processes, policies, and procedures
• Don’t get updated as part of the project work, can be updated only by following
the appropriate organizational policies .
•Established by Project management office (PMO) or another function outside of
the project.
❖ Organizational Knowledge bases
•Get updated throughout the project with project information.
•E.g.., information on financial performance, lessons learned, performance
metrics and issues, and defects are continually updated throughout the project.
 Organizational Structure Type

Determination of the appropriate organizational structure type depends

on two variables :

An organizational structure dictates how the various groups and

individuals within the organization interrelate.
The organizational structure also affects how much authority the project
manager has, as well as the availability of resources and how projects
are performed.

Organizational structures take many forms or types.

Table on next slide compares several types of organizational structures.

 Organizational Structures

Organizational Description
Structure
Functional • Each department is responsible for carrying out a specific,
similar set of activities.
• Multiple people perform each type of activity.
• Reporting is hierarchical, with each individual reporting to a
single manager.
• The project manager's authority is low, relative to
the functional manager's authority.
Matrix • A blend of functional and projectized structures in which
individuals report upward in the functional hierarchy, but they
also report horizontally to one or more project managers.

• The matrixed reporting scheme may be permanent or

temporary.
• This structure may be characterized as weak, balanced, or
strong, depending on the relative authority of the project
manager to the functional manager. An organization is said to
have a strong matrix when the project manager's authority is
higher than that of the functional manager.
Projectized • The project manager and a core project team operate as a
completely separate organizational unit within the parent
organization.
• Core team members are responsible for the work of extended
team members in their functional area.
• Team members are often co-located.
• The project manager reports to a program manager and has a
significant amount of authority and independence.
• Some projectized organizations may contain their own support
systems such as a separate procurement or personnel
department, or share support systems with the parent
organization.
Composite • Most modern organizations involve all these structures at various
level.It is a combination of all the other types of organizations.
 Project Management Office
• A PMO is a management structure that standardizes the project-related governance
processes and facilitates the sharing of resources , methodologies , tools and
techniques .
• It is a specific type of body, or department , within an organisation.
PMO usually has one, or a combination of 3 primary roles mentioned below :

✓ Supportive PMOs : Provide a consultative role to projects by supplying

tools and templates , best practices , policies, methodologies, for
managing projects within organisation. Such PMO serves as a project
repository .
The degree of control provided by the PMO is low.
Controlling PMOs :Provide support and training to others in
✓
organisation on how to manage projects. Also require compliance
through various means .Compliance may involve adopting project
management frameworks or methodologies , templates , forms ,tools
and conformance to governance .
The degree of control provided by the PMO is moderate.
✓ Directive PMOs: take control of the projects by directly managing the
projects .
The degree of control provided by the PMO is high.
 Project Management Office (cont.)

Other possible functions are:

o Identification and development of a project management methodology, standards,
documents, templates, etc.
o Managing interdependencies between projects .
o Coordination of resource allocation across all projects.
o Consolidation and dissemination of lessons learned.
o Organising mentoring and skills development.
o Coordination of risk management initiatives
o Ensure project and program/corporate goals are consistent
o Terminating projects.
o Coordinating communication across projects .
The Role of the
Project Manager
 Overview

Project manager plays leadership role for the entire project team in order to
achieve the project’s objectives.

When should project manager need to get involved in projects ?

The role of a project manager may vary from organization to organization.
The project management role is tailored to fit the organization in the same way
that the project management processes are tailored to fit the project.

•Many project managers become involved in a project from its initiation through
closing.
•In some organizations, a project manager may be involved in evaluation and
analysis activities prior to project initiation.
•In some organizational settings, the project manager may also be called upon to
manage or assist in business analysis, business case development, and aspects of
portfolio management for a project.
•A project manager may also be involved in follow-on activities related to
realizing business benefits from the project.
 Role of Project Manager

❖ Membership and roles:

•Large project have many project members (with differing roles) led by a project Manager.
•These team members may represent multiple business units or groups within an organization.

❖ Responsibility for team:

•Project manager is responsible for what the team produce—the project outcome .
•PM align their product based on the vision, mission, and objectives of their respective
organizations .
•PM take a holistic view of their team’s products in order to plan, coordinate, and complete them.
•PM communicate and motivate their teams toward the successful completion of their objectives.

❖ Knowledge and skills:

•PM provides project team with leadership, planning, and coordination through communications.
•The project manager is not expected to perform every role on the project, but should possess
project management knowledge, technical knowledge, understanding, and experience.
•The project manager provides written communications (e.g.., documented plans and schedules)
and communicates in real time with the team using meetings and verbal or nonverbal cues.
Role of Project Manager vis-a-vis Functional Manager
vis-a-vis Operations Manager

Definition of Project Manager :

The project Manager is a person assigned by the performing organization to

lead the team that is responsible for achieving the project objectives.

•A project Manager is different from :

•Functional manager : responsible for providing management oversight to a
functional or business unit.

• Operations manager: responsible for ensuring that business operations are

efficient.
 Project Manager’s Sphere of Influence

Project managers plays numerous roles within their

sphere of influence :

❖ Project Manager Influence in Project :

•Project Manager leads the Project team to meet the
project’s objectives and stakeholder expectation.

❖ Project Manager influence in Organization :

• Project Manager proactively interacts with
other project managers .
• Project sponsor
• PMO
• Program Manager
• Functional Manager
• Subject Matter Specialists
• Business Analyst
 Project Manager’s Sphere of Influence

❖ Project Manager influence in Industry :

PM stays informed about current industry trends like Product and technology
development , economic forces , Standards , New and changing market niches etc.
The project manager takes this information and sees how it may impact or apply to
the current projects.

❖ Professional Discipline :
PM needs to continuously do knowledge transfer and integration in terms of project
management. This includes Contribution of knowledge and expertise to others within
the profession, Related profession and other professions .

❖ Across Disciplines:
PM may choose to educate other professionals regarding the value of a project
management approach to the organization.
Project Manager Competences
 Qualities and Skills of a Leader

•Being visionary (e.g.., able to dream and translate those dreams for others);
•Being optimistic and positive;
•Being collaborative;
•Managing relationships and conflict by building trust;
• Spending sufficient time in Communicating by asking and listening ;
•Being respectful
•Exhibiting integrity and being culturally sensitive, courageous, a problem solver,
and decisive;
•Giving credit to others where due;
•Being a life-long learner who is results- and action-oriented;
•Focusing on the important things, including:
•Continuously prioritizing work by reviewing and adjusting as necessary;
•Setting high-level strategic priorities,
•Maintaining vigilance on primary project constraints; and
•Having a holistic and systemic view of the project,
•Being able to build effective teams, be service-oriented.
 Various forms of power of PM

• Positional (sometimes called formal, authoritative, legitimate)

• Informational (e.g.., control of gathering or distribution);
•Referent (e.g.., respect or admiration others hold for the individual, credibility
gained);
• Situational (e.g.., gained due to unique situation such as a specific crisis);
• Personal or charismatic (e.g.., charm, attraction);
• Relational (e.g.., participates in networking, connections, and alliances);
•Expert (e.g.., skill, information possessed; experience, training, education,
certification);
• Reward-oriented
• Punitive or coercive
•Persuasive (e.g.., ability to provide arguments that move people to a desired course
of action); and
•Avoiding (e.g.., refusing to participate).

Top project managers are proactive and intentional when it comes to power. These
project managers will work to acquire the power and authority they need within the
boundaries of organizational policies, protocols, and procedures rather than wait for
it to be granted.
Comparison of Leadership and Management

•Leadership and management are not synonymous.

•Management is more closely associated with directing another person

to get from one point to another using a known set of expected
behaviors.

•Leadership involves working with others through discussion or debate in

order to guide them from one point to another.

•Project managers need to employ both leadership and management in

order to be successful.

•The skill is in finding the right balance for each situation.

Comparison of Leadership and Management
 Leadership Styles

Laissez-faire

Interactional Transactional

Charismatic Servant leader

Transformational
 Leadership Styles
Project managers may lead their teams in many ways.
Most common Leadership styles include :

• Laissez-faire (e.g.., allowing the team to make their own decisions and establish their
own goals, also referred as hands-off style);

•Transactional (e.g.., focus on goals, feedback, and accomplishment to determine

rewards);

• Servant leader (e.g.., demonstrates commitment to serve and put other people first;
focuses on other people’s growth, learning, development, autonomy, and well-being;
concentrates on relationships, community and collaboration; leadership is secondary and
emerges after service);

•Transformational (e.g.., Leaders motivate employees and enhance productivity and

efficiency through communication and high visibility, encouragement for innovation and
creativity);

• Charismatic (e.g.., able to inspire; is high-energy, enthusiastic, self-confident; influence

and persuade);
• Interactional (e.g.., a combination of transactional, transformational, and charismatic).
 Performing Integration
▪ Integration is a critical skill set of project managers.

▪ Project Manager performs integration on the project both up and down the
hierarchy:

▪ ( a) Project managers works with the project sponsor to understand the strategic
objectives and ensure the alignment of the project objectives and results with those
of the portfolio, program, and business areas. In this way, project managers
contribute to the integration and execution of the strategy.

▪ (b) Project managers are responsible for guiding the team to work together to
focus on what is really essential at the project level. This is achieved through the
integration of processes, knowledge, and people.
 Domain/Tasks/Enablers

• As per the Role Delineation Study conducted by PMI ,PMP

study is structured into Domains, Tasks, and Enablers .

❑Domain: Defined as the high-level knowledge area that is

essential to the practice of project management.
❑Tasks: The underlying responsibilities of the project manager
within each domain area.
❑Enablers: Illustrative examples of the work associated with the
task. Please note that enablers are not meant to be an
exhaustive list but rather offer a few examples to help
demonstrate what the task encompasses.
 The 3 Domains and their weightage

• Domain 1: People(42% or 84 questions )

• Domain 2: Process (50% or 100 questions )
• Domain 3: Business Environment( 8% or 16 questions )
▪ People domain consists of 14 tasks, resonates with the leadership abilities
that a project manager puts into achieving targets and the tasks are like
team building ,conflict resolution etc.
▪ Process domain consists of 17 tasks and the tasks are similar to budget
allocation , stakeholder management etc. They are mainly focused on
planning and execution to ensure project Success .
▪ Business environment domain consists of 4 tasks aligns perfectly with how
an organization can benefit from the project's success .It consists of tasks
focusing on project compliance , organizational change etc.
▪ Further tasks has enablers. E.g.. : Lets say if conflict resolution is a task
the approach or the steps to complete the task will be the enablers .
▪ There are tasks in each of the domains and the enablers associated with
them.
Examination Weightages Domain-wise

8%
Domain 1: People

42%
Domain 2: Process
50%

Domain 3: Business
Environment
 Domain 1: People (14 tasks )
• Task 1: Manage Conflict

• Task 2: Lead a Team

• Task 3: Support Team Performance

• Task 4: Empower Team Members and Stakeholders

• Task 5: Ensure Team Members/Stakeholders are adequately

trained

• Task 6: Build a Team

• Task 7: Address and remove Impediments, Obstacles, and

blockers for the Team
 Domain 1: People (14 tasks )
• Task 8: Negotiate Project agreements

• Task 9 :Collaborate with Stakeholders

• Task 10: Build shared understanding

• Task 11: Engage and Support Virtual Teams

• Task 12: Define Team Ground Rules

• Task 13: Mentor Relevant Stakeholders

• Task 14: Promote Team Performance through the

Application of Emotional Intelligence
 Domain 2: Processes (17 tasks )

• Task 1: Execute Project with the Urgency Required to Deliver

Business Value

• Task 2: Manage Communications

• Task 3: Assess and Manage Risks

• Task 4: Engage Stakeholders

• Task 5: Plan and Manage Budget and Resources

• Task 6: Plan and Manage Schedule

 Domain 2: Processes (17 tasks )

• Task 7: Plan and Manage Quality of Products/Deliverables

• Task 8: Plan and Manage Scope

• Task 9: Integrate Project Planning Activities

• Task 10: Manage Project Changes

• Task 11: Plan and Manage Procurement

• Task 12: Manage Project Artifacts

 Domain 2: Processes (17 tasks )

• Task 13: Determine Appropriate Project

Methodology/Methods and Practices

• Task 14: Establish Project Governance Structure

• Task 15: Manage Project Issues

• Task 16: Ensure Knowledge Transfer for Project Continuity

• Task 17: Plan and Manage Project/Phase Closure or

Transitions
 Domain 3: Business Environment (4 tasks)

• Task 1: Plan and Manage Project Compliance

• Task 2: Evaluate and Deliver Project Benefits and Value

• Task 3: Evaluate and Address External Business

Environment Changes for Impact on Scope

• Task 4: Support Organizational Change

 Section 03

Initiating the Project

 Initiating the Project
▪ Initiating Process Group: Processes performed to define a new project or a
new phase of an existing project by obtaining authorization to start the
project or phase.
Project Integration Management
 Project Integration Management

•The processes and activities needed to identify, define, combine, unify, and
coordinate the various processes and project management activities within the
Project Management Process Groups.
•Integration includes characteristics of unification, consolidation, communication,
and interrelationship.
•These actions should be applied from the start of the project through completion.

Direct
Develop and Monitor Perform Close
Develop Manage and
Project Manag Integrated Project
Project Management e
Project Control
Change or
Charter Knowledge Project
Plan Project Work Control Phase
Work
Key Concepts For Project Integration Management

•Project Manager is called Integrator as Project Integration Management is specific

to project managers.

•The project manager is accountable for the project as a whole.

•The project manager is the one who combines the results in all the other Knowledge
Areas and has the overall view of the project.

•All other Knowledge Areas may be managed by project specialists (e.g.., cost
analysis, scheduling specialists, risk management experts), the accountability of
Project Integration Management cannot be delegated or transferred.

•Project management processes are integrative by nature.(e.g.. , Cost estimate

needed for a contingency plan involves integrating the processes in the Project Cost
Management, Project Schedule Management, and Project Risk Management
Knowledge Areas)
 4.1 Develop Project Charter

Develop Project Charter is the process of developing a document that formally

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

Key benefits of this process are :

•Provides a direct link between the project and the strategic objectives of the
organization,
•Creates a formal record of the project, and shows Organizational commitment to
the project.

•Project charter can be developed by the sponsor or the project manager in

collaboration with the initiating entity.
 Develop Project Charter

•In the case of external projects, a formal contract is typically the preferred
way to establish an agreement.

•Inside the organization , charter may still be used to establish internal

agreements to ensure proper delivery under the contract.

•Project manager is identified and assigned as early in the project as is

feasible, preferably while the project charter is being developed and always
prior to the start of planning.

•The project charter provides the project manager with the authority to
plan, execute, and control the project.

•Charter is not considered to be a contract because there is no consideration

or money promised or exchanged in its creation.
Develop Project Charter
Knowledge Area: Integration Management
Process Group: Initiating
 Develop Project Charter : Inputs

❖ Business Documents

✓ Business case and Benefits Management plan

•These two documents are sources of information about the project´s

objectives and how the project will contribute to the business goals.

•Project charter incorporates the appropriate information for the project

from the business documents.
• Project manager does not update or modify the business documents since
they are not project documents .

❖ Agreements

❖ Enterprise Environmental Factors (EEF)

❖ Organizational Process Assets (OPA )
 Develop Project Charter : Tools and Techniques

❖ Expert Judgment
•Judgment provided by any group or person with specialized education, knowledge,
skill, experience, or training.
• Expertise in any application area, Knowledge Area, discipline, industry, etc., as
appropriate for the activity being performed.

❖ Data Gathering
✓ Brainstorming
• Used to identify a list of ideas in a short period of time.
• Conducted in a group environment and is led by a facilitator.
• It helps in idea generation and further analysis.
•Used to gather data and solutions or ideas from stakeholders, SME’s ,and team
members .
✓ Focus groups
•Brings together stakeholders and SME ‘s to learn about various project related
topics in a more conversational way than a one-on-one interview.
✓ Interviews
• Direct conversation method to obtain specific information from stakeholders .
 Develop Project Charter : Tools and Techniques

❖ Interpersonal And Team Skills

✓ Conflict management.
•Used to help bring stakeholders into alignment on the project objectives,
success criteria, high-level requirements, project description, summary
milestones, and other elements of the charter.
✓ Facilitation.
•Ability to effectively guide a group event to a successful decision, solution, or
conclusion.
•Facilitator ensures effective participation, mutual understanding, full buy-in of
all participants
✓ Meeting management.
•Includes preparing the agenda, ensuring a representative for each key
stakeholder group is invited, and preparing and sending the follow-up minutes
and actions.

❖ Meetings
•Held with key stakeholders to identify the project objectives, success criteria,
key deliverables, high-level requirements, summary milestones, etc.
 Develop Project Charter : Outputs

❖ Project Charter
•Documents the high-level information on the project and on the product, service, or
result the project is intended to satisfy . Components of Project charter are :

• Project purpose;
• Measurable project objectives and related success criteria;
• High-level requirements;
• High-level project description, boundaries, and key deliverables;
• Overall project risk;
• Summary milestone schedule;
• Preapproved financial resources;
• Key stakeholder list;
• Project approval requirements;
• Project exit criteria ;
• Assigned project manager, responsibility, and authority level; and
• Name and authority of the sponsor or other person(s) authorizing the project
charter.

❖ Assumption Log
Used to record all assumptions and constraints throughout the project life cycle.
 13.1 Identify Stakeholders

Identify Stakeholders is the process of identifying project stakeholders

regularly and analyzing and documenting relevant information regarding their
interests, involvement, interdependencies, influence, and potential impact on
project success.

Key benefit of this process is :

•enables the project team to identify the appropriate focus for engagement
of each stakeholder or group of stakeholders.
Identify Stakeholders
Knowledge Area: Project Stakeholder Management
Process Group: Initiating
 Identify Stakeholders : Inputs

❖ Project Charter
❖ Business Documents
❖ Project Management Plan
❖ Project Documents
❖ Agreements
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
 Identify Stakeholders :Tools and Techniques

❖ Expert Judgment

❖ Data Gathering
• Questionnaires and surveys

•Written sets of questions designed

to quickly accumulate information
from a large number of respondents.

•Brainstorming A general data-gathering and creativity technique that elicits input from
groups such as team members or subject matter experts.

❖ Data Analysis
 Identify Stakeholders :Tools and Techniques

❖ Data Representation
Stakeholder mapping/ representation - method of
categorizing stakeholders using various methods.
Categorizing stakeholders assists the team in building
relationships with project stakeholders.

Common methods include:

•Power/interest grid, power/influence grid, or

impact/influence grid.
•These techniques supports grouping of stakeholders
according to their level of authority (power), level of
concern about the project’s outcomes (interest), ability to
influence the outcomes of the project (influence), or ability
to cause changes to the project’s planning or execution
(impact )
•These classification models are useful for small projects.
 Identify Stakeholders :Tools and Techniques

•Salience model.
•Based on assessments of their power (level of
authority ), urgency (need for immediate attention), and
legitimacy (their involvement is appropriate).
•It is useful for large complex communities of
stakeholders or where there are complex networks of
relationships within the community.

❖ Meetings
 Identify Stakeholders : Outputs

❖Stakeholder Register - A project document including the identification, assessment,

and classification of project stakeholders. ( Sample on next page)

It contains information about stakeholders related to :

•Identification information. Name, Position, Location, Contact details, and Role on the
project.
•Stakeholder classification. Internal/external, impact/influence/power/interest.

•Change Requests
•Stakeholder identification continues throughout the project, new stakeholders, or new
information about stakeholders, may result in a change request to the product, project
management plan, or project documents.

❖ Project Management Plan Updates

❖ Project Documents Updates

 Section 04

Planning the Project

 Planning the Project
▪ Planning Process Group : Processes required to establish the scope of the project,
refine the objectives, and define the course of action required to attain the
objectives that the project was undertaken to achieve.
Project Scope Management
 Project Scope Management

•Project Scope Management includes the processes required to ensure that the
project includes all the work required, and only the work required, to complete
the project successfully.
•Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project.

Plan Scope
Define Validate
Management Scope Scope

Collect Create
Requirements Control
WBS
Scope
 Project Scope Management

Project Scope Management consist of six processes :

Plan Scope Management—The process of creating a scope management plan that
documents how the project and product scope will be defined, validated, and
controlled.
Collect Requirements—The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
Define Scope—The process of developing a detailed description of the project and
product.
Create WBS—The process of subdividing project deliverables and project work into
smaller, more manageable components.
Validate Scope—The process of formalizing acceptance of the completed project
deliverables.
Control Scope—The process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
 Key Concepts For Project Scope Management

Product Scope

• The features and functions that characterize a product, service, or result.

• Completion of the product scope is measured against the product requirements.

Project Scope

• The work performed to deliver a product, service, or result with the specified
features and functions.
• The term “project scope” is sometimes viewed as including product scope.
• Completion of the project scope is measured against the project management
plan.
 5.1 Plan Scope Management

Plan Scope Management is the process of creating a scope management

plan that documents how the project and product scope will be defined,
validated, and controlled.

Key benefit of this process is :

•Provides guidance and direction on how scope will be managed
throughout the project.
Plan Scope Management
Knowledge Area: Scope Management
Process Group: Planning
 Plan Scope Management : Inputs

❖ Project Charter

❖ Project Management Plan

❖ Enterprise Environmental Factors (EEF)

❖ Organizational Process Assets (OPA )

 Plan Scope Management : Tools and Techniques

❖ Expert Judgment

❖ Data Analysis
Alternatives analysis.
Various ways of collecting requirements, elaborating the project and product scope, creating the
product, validating the scope, and controlling the scope are evaluated.

❖ Meetings
•Expert judgment

• Internal and external experts

Alternatives analysis

• Data analysis method

Meetings

• Team members involved in creating the scope

management plan
 Plan Scope Management : Outputs
❖ Scope Management Plan
The scope management plan is a component of the project management plan that
describes how the scope will be defined, developed, monitored, controlled, and
validated.

Components of a scope management plan include:

• Process for preparing a project scope statement;

• Process that enables the creation of the WBS from the detailed project scope
statement;
•Process that establishes how the scope baseline will be approved and maintained;
and
• Process that specifies how formal acceptance of the completed project deliverables
will be obtained.
 Plan Scope Management : Outputs
❖ Requirements Management Plan
The requirements management plan is a component of the project management plan
that describes how project and product requirements will be analyzed, documented,
and managed.

Components of the requirements management plan can include :

• How requirements activities will be planned, tracked, and reported;

•Configuration management activities such as: how changes will be initiated; how
impacts will be analyzed; how they will be traced, tracked, and reported; as well as the
authorization levels required to approve these changes;
• Requirements prioritization process;
• Product Metrics that will be used and the rationale for using them; and
•Traceability structure that reflects the requirement attributes captured on the
traceability matrix.
 5.2 Collect Requirements

Collect Requirements is the process of determining, documenting, and

managing stakeholder needs and requirements to meet objectives.

Key benefit of this process is :

•Provides the basis for defining the product scope and project scope.
Collect Requirements
Knowledge Area: Scope Management
Process Group: Planning
 Collect Requirements : Inputs

❖ Project Charter

❖ Project Management Plan

❖ Project Documents

❖ Business Documents
❖ Agreements
 Collect Requirements : Tools and Techniques
❖ Expert Judgment

❖ Data Gathering
• Brainstorming
• Interviews.
•Focus groups bring together prequalified stakeholders and subject matter experts to
learn about their expectations and attitudes about a proposed product, service, or
result.
•A trained moderator guides the group through an interactive discussion designed to
be more conversational than a one-on-one interview.
•Questionnaires and surveys are written sets of questions designed to quickly
accumulate information from a large number of respondents.
•Most appropriate with varied audiences, when a quick turnaround is needed, when
respondents are geographically dispersed .
•Benchmarking involves comparing actual or planned products, processes, and
practices to those of comparable organizations.
•The organizations compared during benchmarking can be internal or external.

❖Data Analysis
Document analysis –
• Consists of reviewing and assessing any relevant documented information.
 Collect Requirements : Tools and Techniques

❖ Decision Making

•Voting is a collective decision-making technique , can be used to generate, classify,

and prioritize product requirements. Examples include:
oUnanimity - decision that is reached whereby everyone agrees on a single course of
action.
oMajority - decision that is reached with support obtained from more than 50% of
the members of the group.
oPlurality - decision that is reached whereby the largest block in a group decides,
even if a majority is not achieved.

•Autocratic decision making - one individual takes responsibility for making the
decision for the group.

•Multi-criteria decision analysis - uses a decision matrix on the basis of established

criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many
ideas.
 Collect Requirements : Tools and Techniques

❖ Data Representation
•Affinity diagrams - appropriate for grouping, classifying, and reviewing large numbers
of ideas. (Fig next page )
•Mind mapping - consolidates ideas generated through individual brainstorming
sessions into a single map to reflect commonality and differences in understanding
and to generate new ideas. (Fig next page )

❖ Interpersonal and Team Skills

•Nominal group technique enhances brainstorming with a voting process used to rank
the most useful ideas for further brainstorming or for prioritization.

• Observation/conversation.
oProvides a direct way of watching someone perform a task/job in their
environment, which may be useful if the processes are detailed or the user finds it
difficult to communicate their needs

• Facilitation
 Collect Requirements : Tools and Techniques
❖ Affinity diagrams
Organizing potential causes of defects into groups showing areas that should be focused
the most
 Collect Requirements : Tools and Techniques

❖ Mind Mapping
 Collect Requirements : Tools and Techniques
❖ Context Diagrams
A context diagram allows the depiction of product scope as a visual model by showing
a business system (process, equipment, computer system, etc.) and how other
systems/people (actors) interact with it.

Government Private Sector

Request for Request for

Funding Funding
Funding Funding

Hardware, Software, Educational

and Support Services
User Community University Industry
Request for Request for
Hardware, Educational
Software, and Services
Support
Request for
Educational
Educational
Services
Services

Education
Community
 Collect Requirements : Tools and Techniques

❖ Prototypes
A method of obtaining early feedback on requirements by providing a working
model of the expected product before actually building it.

•Might be used in an agile context, for example, in which the team would use
mock-ups illustrating navigation paths through user interfaces. Also used in
industries such as film, advertising, and instructional design (known as
“storyboarding”)
 Collect Requirements : Outputs

❖Requirements Documentation is a description of how individual requirements

meet the business need for the project. The documentation is composed of all the
individual requirements needed for a project to meet the business' and
stakeholders' needs.
• Requirements can be categorized into different types, such as: (next slide )
• Business requirements: High-level needs of an organization.
• Business and project objectives for traceability.
• Business rules for the performing organization.
• Guiding principles of the organization.
• Stakeholder requirements: Needs that come directly from a project stakeholder.
• Impacts to other organizational areas.
• Impacts to other entities inside or outside the performing organization.
• Stakeholder communications and reporting requirements.
• Solution requirements: Any feature, function, product, service, or result of a project.
• Functional requirements focus on the behaviors of the product such as actions,
processes, and data.
• Nonfunctional requirements are any conditions that must be present for the outcome to
be successful such as security, reliability, and safety.
• Transition and readiness requirements: Temporary capabilities necessary for project
work to get done.
• Support and training requirements.
• Reporting requirements.
• Project requirements: High-level requirements that the overall project must meet. These
can be actions, processes, or any other condition of the project.
• Levels of service, performance, safety, compliance, and so on.
• Acceptance criteria.
• Quality requirements: Any condition that the outcomes of a project are validated against.
 Collect Requirements : Outputs

❖ Requirements Traceability Matrix (RTM ) (Fig. next page )

•RTM is a grid that links product requirements from their origin to the deliverables
that satisfy them.
•Helps to ensure that each requirement adds business value by linking it to the
business and project objectives.
•Provides a means to track requirements throughout the project life cycle, helping to
ensure that requirements approved in the requirements documentation are delivered
at the end of the project.
• Provides a structure for managing changes to the product scope.

•Attributes associated with each requirement can be recorded in the RTM . These
attributes help to define key information about the requirement.
•Typical attributes may include: a unique identifier, a textual description of the
requirement, the rationale for inclusion, owner, source, priority, version, current
status (such as active, cancelled, deferred, added, approved, assigned, completed),
and status date.
Collect Requirements : Outputs
 5.3 Define Scope

Define Scope is the process of developing a detailed description of the project and
product.

Key benefits of this process is :

•describes the product, service, or result boundaries and acceptance criteria.

•Since all the requirements identified in the Collect Requirements process may not be
included in the project, Define Scope selects the final project requirements from the
requirements documentation.

•It then develops a detailed description of the product, service, or result boundaries
and acceptance criteria.
Define Scope
Knowledge Area: Scope Management
Process Group: Planning
 Define Scope : Inputs

❖ Project charter

❖ Project management plan

•Scope management plan documents how the project scope will be defined, validated, and
controlled.

❖ Project documents

❖ Enterprise environmental factors

❖ Organizational Process Assets
 Define Scope : Tools and Techniques

❖ Expert judgment
❖ Data Analysis
Alternatives analysis can be used to evaluate ways to meet the requirements.
❖ Decision Making
Multi-criteria decision
❖ Interpersonal and Team Skills
Facilitation
❖Product Analysis For projects that have a product as a deliverable, product
analysis is a tool that generally means asking questions about a product and forming
answers to describe the use, characteristics, and other relevant aspects of what is
going to be manufactured.
•Depending on the area of application, such methods may be termed product
breakdown, systems analysis, systems engineering, value engineering, or value
analysis.
•For example, if your product was a camera, you would analyze all components of
that product such as lens, battery, camera body, and user interface to help generate
the scope.
 Define Scope : Outputs

❖ Project Scope Statement

• Detailed description of the project scope, major deliverables, assumptions, and constraints.
•Documents the entire scope, including project and product scope. It describes the project’s
deliverables in detail.
• This is the first step towards creating a WBS and a project schedule.
Content includes:
oProduct scope description. The result of progressively elaborating the requirements specified in
the project charter and requirements documentation .
oDeliverables. Any unique and verifiable product, result, or capability to perform a service that is
required to be produced to complete a process, phase, or project. Deliverables also include ancillary
results, such as project management reports and documentation. These deliverables may be
described at a summary level or in great detail.
oAcceptance criteria- set of conditions that is required to be met before deliverables are accepted.
oProject exclusions. Identifies what is excluded from the project. Explicitly stating what
is out of scope for the project helps manage stakeholders’ expectations and can
reduce scope creep.

❖ Project Documents Updates

 5.4 Create WBS

•Create WBS is the process of subdividing project deliverables and project

work into smaller, more manageable components.

Key benefit of this process is:

•Provides a framework of what has to be delivered.
 Create WBS

•WBS is a hierarchical decomposition of the total scope of work to be carried out by

the project team to accomplish the project objectives and create the required
deliverables.

•Lowest level of WBS component is called Work package which can be used to
group the activities where work is scheduled and estimated, monitored, and
controlled.

•In the context of the WBS, work refers to work products or deliverables that are
the result of activity and not to the activity itself.
 Create WBS
Knowledge Area: Scope Management
Process Group: Planning
 Create WBS : Inputs

❖ Project Management Plan

Scope management plan documents how the WBS will be created from the
project scope statement.

❖ Project Documents
•Project scope statement describes the work that will be performed and
excluded.
• Requirements documentation. Detailed requirements describe how individual
requirements meet the business need for the project.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Create WBS : Tools and Techniques

❖ Expert judgment
❖ Decomposition
Decomposition is a technique used for dividing and subdividing the project scope
and project deliverables into smaller, more manageable parts. The lowest level of
the WBS is a work package – a manageable unit of work that can be planned,
budgeted, scheduled, and controlled as an individual entity.
Level of decomposition is dependent on the degree of control needed to
effectively manage the project, also vary with the size and complexity of the
project.
• Control accounts are management control points placed at selected points
above the work package level and are typically intended for performance
measurement. A control account has two or more work packages but a work
package is only associated with a single control account
• Each WBS element has an identifier, part of a numbering system called the
code of accounts.
• If an agile approach is used, epics can be decomposed into user stories.
 Create WBS : Tools and Techniques

Decomposition 1
Home

1.1 1.2 1.3

House Garage Landscaping

1.1.1 1.1.2 1.1.3

Foundation Exterior Interior

1.1.3.3
1.1.3.1 1.1.3.2
Doors and
Electrical Plumbing
Windows

work packages 1.1.3.3.1 1.1.3.3.2 1.1.3.3.3

Procurement HW Assembly Installation
 Create WBS : Outputs

❖ Scope Baseline
The scope baseline is the approved version of a scope statement, WBS, and its associated
WBS dictionary, which can be changed only through formal change control procedures and
is used as a basis for comparison. It is a component of the project management plan.
Components of the scope baseline include:
• Project scope statement
• WBS
• Work package
•Planning package. A control account may include one or more planning packages. A
planning package is a work breakdown structure component below the control account
and above the work package with known work content but without detailed schedule
activities.
•WBS dictionary is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. The WBS dictionary is a
supporting document to WBS.
Most of the information included in the WBS dictionary is created by other processes
and added to this document at a later stage.
 Create WBS : Outputs

WBS dictionary may include :

• Code of account identifier, •Resources required,

• Description of work, • Cost estimates,
• Assumptions and constraints, • Quality requirements,
• Responsible organization, • Acceptance criteria,
• Schedule milestones, • Technical references, and
•Associated schedule activities, • Agreement information.

❖ Project Documents Updates

Project Schedule Management
 Project Schedule Management

Project Schedule Management includes the processes required to manage

the timely completion of the project .
 Project Schedule Management

Project Schedule Management consist of six processes :

Plan Schedule Management—The process of establishing the policies,
procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule.
Define Activities—The process of identifying and documenting the specific
actions to be performed to produce the project deliverables.
Sequence Activities—The process of identifying and documenting
relationships among the project activities.
Estimate Activity Durations—The process of estimating the number of work
periods needed to complete individual activities with the estimated resources.
Develop Schedule—The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to create the project
schedule model for project execution and monitoring and controlling.
Control Schedule—The process of monitoring the status of the project to
update the project schedule and manage changes to the schedule baseline.
 Key Concepts For Project Schedule Management

•Project scheduling provides a detailed plan what needs to be delivered as per the
project scope and serves as a tool for communication, managing stakeholders’
expectations, and as a basis for performance reporting.

•Project management team selects a scheduling method, such as critical path or an agile
approach.

•Project-specific data, such as the activities, planned dates, durations, resources,

dependencies, and constraints, are entered into a scheduling tool to create a schedule
model for the project. The result is a Project Schedule.
 6.1 Plan Schedule Management

Plan Schedule Management is the process of establishing the policies,

procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule.

Key benefits of this process is :

•provides guidance and direction on how the project schedule will be
managed throughout the project.
Plan Schedule Management
Knowledge Area: Schedule Management
Process Group: Planning
 Plan Schedule Management : Inputs

❖ Project Charter

❖ Project Management Plan

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

Plan Schedule Management : Tools and Techniques
 Plan Schedule Management : Outputs
❖ Schedule Management Plan
It is a component of the project management plan . It establishes the criteria and
the activities that will be used to develop, monitor, and control the project
schedule. Example contents may be:
•Project schedule model development. The scheduling methodology and tools
to be used.
•Release and iteration length. When using an adaptive life cycle, the time-boxed
periods for releases, waves, and iterations are specified.
•Level of accuracy. Specifies acceptable range in determining realistic activity
duration estimates and may include an amount for contingencies.
•Units of measure. Is defined for all resources ( e.g. Staff hours, staff days or
weeks for time measures or meters, liters, tons, km for quantity measures )
• Organizational procedures links -The work breakdown structure (WBS)
provides the framework for the schedule management plan.
•Control thresholds. Variance thresholds agreed upon before action must be
taken
•Rules of performance measurement. %complete, EVM(Earned value
management),SV , SPI.
•Reporting formats- formats and frequency for the various schedule reports are
defined.
 6.2 Define Activities

Define Activities is the process of identifying and documenting the specific

actions to be performed to produce the project deliverables.

Key benefits of this process is :

•decomposes work packages into schedule activities that provide a basis for
estimating, scheduling, executing, monitoring, and controlling the project
work.
Define Activities
Knowledge Area: Schedule Management
Process Group: Planning
 Define Activities : Inputs

❖ Project Management Plan

• Schedule management plan
•Scope baseline. The project WBS, deliverables, constraints, and assumptions
documented in the scope baseline are considered explicitly while defining activities.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Define Activities : Tools and Techniques

❖ Expert Judgment

❖ Decomposition
•Each work package within the WBS is decomposed into the activities required to produce
the work package deliverables.
•Final output of this process is activities rather than deliverables, as done in the Create WBS
process .
•Involving team members in the decomposition can lead to better and more accurate results.
❖ Rolling Wave Planning
•It is an iterative planning technique in which the work to be accomplished in the near term
is planned in detail, while work further in the future is planned at a higher level.

•It is a form of progressive elaboration applicable to work packages, planning packages,

and release planning when using an agile or waterfall approach.

•During early strategic planning when information is less defined, work packages may be
decomposed to the known level of detail. As more is known about the upcoming events in
the near term, work packages can be decomposed into activities.

❖ Meetings
 Define Activities : Outputs

❖ Activity List
•It includes the schedule activities required on the project.
•It includes an activity identifier and a scope of work description for each activity
in sufficient detail to ensure that project team members understand what work is
required to be completed.

❖ Activity Attributes
•It extends the description of the activity by identifying multiple components
associated with each activity. Components for each activity evolve over time.

•During initial stages of the project, they include the unique activity identifier (ID),
WBS ID, and activity label or name.
•When completed, they may include activity descriptions, predecessor activities,
successor activities, logical relationships, leads and lags , resource requirements,
imposed dates, constraints, and assumptions.
 Define Activities : Outputs

❖ Milestone List
•A milestone is a significant point or event in a project.
•A milestone list identifies all project milestones and indicates whether the milestone
is mandatory, such as those required by contract, or optional, such as those based on
historical information.
•Milestones have zero duration because they represent a significant point or event.

❖ Change Requests
•Once the project has been baselined, the progressive elaboration of deliverables into
activities may reveal work that was not initially part of the project baselines. This may
result in a change request.

❖ Project Management Plan Updates

 6.3 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships

among the project activities.

Key benefits of this process is :

•defines the logical sequence of work to obtain the greatest efficiency given
all project constraints.
Sequence Activities
Knowledge Area: Schedule Management
Process Group: Planning
 Sequence Activities : Inputs

❖ Project Management Plan

•
❖ Project Documents

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Sequence Activities : Tools and Techniques

❖ Precedence Diagramming Method (PDM )

•PDM is a technique used for constructing a schedule model in which activities are
represented by nodes and are graphically linked by one or more logical relationships to
show the sequence in which the activities are to be performed.

•A Predecessor Activity is an activity that logically comes before a dependent activity in

a schedule.

•A Successor Activity is a dependent activity that logically comes after another activity
in a schedule.

• PDM includes four types of dependencies or logical relationships. ( FS, FF, SS, SF )

•FS is the most commonly used type of precedence relationship. The SF relationship is
very rarely used, but is included to present a complete list of the PDM relationship
types.
 Sequence Activities : Tools and Techniques

oFinish-to-start (FS). A logical relationship in which a successor activity cannot start

until a predecessor activity has finished. E.g..; installing the operating system on a
PC (successor) cannot start until the PC hardware is assembled (predecessor).

oFinish-to-finish (FF). A logical relationship in which a successor activity cannot

finish until a predecessor activity has finished. E.g.., writing a document
(predecessor) is required to finish before editing the document (successor) can
finish.

oStart-to-start (SS). A logical relationship in which a successor activity cannot start

until a predecessor activity has started. E.g.., level concrete (successor) cannot
begin until pour foundation (predecessor) begins.

oStart-to-finish (SF). A logical relationship in which a successor activity cannot

finish until a predecessor activity has started. E.g.., a new accounts payable system
(successor) has to start before the old accounts payable system can be shut down
(predecessor).
Sequence Activities : Tools and Techniques
 Sequence Activities : Tools and Techniques

❖Dependency Determination And Integration

There are four major types of dependencies:
• Mandatory dependencies.
oThose dependencies that are legally or contractually required or inherent in the
nature of the work.
oMandatory dependencies are sometimes referred to as hard logic or hard
dependencies.
E.g.. : In Construction project, where it is impossible to erect the superstructure until
after the foundation has been built.

• Discretionary dependencies.
oThese dependencies are sometimes referred to as preferred logic, preferential logic,
or soft logic.
oEstablished based on knowledge of best practices within a particular application
area or some
unusual aspect of the project where a specific sequence is desired, even though
there may be other acceptable sequences.
E.g.. : In Construction , generally accepted best practice recommended is , the electrical
work should start after finishing the plumbing work.
 Sequence Activities : Tools and Techniques

•External dependencies.
oThese dependencies are usually outside of the project team’s control.
E.g.., Testing activity in a software project may be dependent on the delivery of
hardware from an external source.

• Internal dependencies.
o Generally inside the project team’s control.
E.g.. , if the team cannot test a machine until they assemble it.
 Sequence Activities : Tools and Techniques

❖ Leads And Lags

A lead is the amount of time a successor activity can be advanced with respect to a
predecessor activity. It’s a head start!
E.g.. Starting to create a prototype 5 days before design is complete : FS – 5 days
Lead is often represented as a negative value.

A lag is the amount of time a successor activity will be delayed with respect to a
predecessor activity. It’s wait time!
E.g.. , Letting concrete set for 3 days before building on it: FS + 3 days

Completed (FS -5 days) Create

Design Prototype

Pour (FS +3 days) Building

concrete work
 Sequence Activities : Tools and Techniques

❖ Project Management Information System (PMIS)

•PMIS includes scheduling software that has the capability to help plan,
organize, and adjust the sequence of the activities; insert the logical
relationships, lead and lag values; and differentiate the different types of
dependencies.
•E.g. Microsoft Project ,Primavera
 Sequence Activities : Outputs

❖ Project Schedule Network Diagrams (PSND )

•PSND is a graphical representation of the activities to be performed and their logical

relationships.

•PSND is produced manually or by using project management software.

•Activities that have multiple predecessor activities indicate a path convergence.

•Activities that have multiple successor activities indicate a path divergence.

•Activities with divergence and convergence are at greater risk as they are affected by
multiple activities or can affect multiple activities.
• Activity I is called a path convergence, as it has more than one predecessor, while
activity K is called a path divergence, as it has more than one successor.(next slide )

❖ Project Documents Updates

Sequence Activities : Outputs
 Estimate Activity Durations

Estimate Activity Durations is the process of estimating the number of work

periods needed to complete individual activities with estimated resources.

Key benefits of this process is :

•provides the amount of time each activity will take to complete.
Estimate Activity Durations
Knowledge Area: Time Management
Process Group: Planning
 Estimate Activity Durations : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Estimate Activity Durations : Tools and Techniques

❖ Expert Judgement

❖ Analogous Estimating
• Estimating the duration or cost of an activity or a project using historical data from
a similar activity or project. The fastest and easiest estimation method to give a
rough estimation.

• Used when there is a limited amount of detailed information available about the
project.

• Less costly and less time consuming than other techniques, but it is also less
accurate.
• Estimation is least reliable as no two projects are identical. A gross value
estimating approach .

• Also known as top-down estimating. Heavily reliant on the expert judgement of

the user.
Estimate Activity Durations : Tools and Techniques

❖ Parametric Estimating
o The estimation is based on adjusting “parameters” from historical information; the
estimation is more reliable. The estimation is based on historical information of very similar
projects with consideration of the scale differences ; by first identifying the unit cost/duration
from the past projects/activities and scale the estimation to the required number of units for
the current project/activity.

o An algorithm is used to calculate cost or duration based on historical data and project
parameters
o Used only when a statistical relationship between historical data and current work can be
established;
o Can produce higher levels of accuracy depending upon the sophistication and underlying data
built into the model.
Estimate Activity Durations : Tools and Techniques

Difference between Analogous estimation and Parametric Estimation

•Analogous Estimating is considered a top-down approach which is much less

accurate than parametric estimating in which Analogous Estimating is based on
simple “analogy”;

•Parametric Estimating is more accurate for projects/activities with components

which are similar and “scalable”, it is based on a unit cost/duration from historical
data which is scaled to give the estimation;

•Analogous Estimating is used early in the project where there is limited amount of
information available while Parametric Estimating is used if the project/activity is
“scalable”.
Estimate Activity Durations : Tools and Techniques

❖ Three-point Estimating
This technique seeks to take uncertainty into account when creating estimates. It uses three
estimates to define a range for an activity’s duration:
o tM – most likely. The time required to complete an activity under normal
circumstances.
o tO – optimistic. The best case scenario estimate of the activity.
o tP – pessimistic. The worst case scenario estimate of the activity.
Using the data above, PMI then present two formula to calculate a duration estimate:
o Triangular distribution – tE = (tO + tM + tP)/3
o Beta distribution – tE = (tO + tP + 4tM)/6
Note: The weightage of 4tM comes from its statistical origins; using historical data, the
probability of the estimate will be closest to the tM and the formula should reflect this. This

concept originated with the Program evaluation and review technique (PERT).
Continued on the next
slide
 Estimate Activity Durations : Tools and Techniques

❖Bottom-up Estimating
•This is a method of estimating project duration or cost by aggregating the estimates
of the lower level components of the WBS.

•When an activity’s duration cannot be estimated with a reasonable degree of

confidence, the work within the activity is decomposed into more detail.

•The detail durations are estimated and then aggregated into a total quantity for each
of the activity’s durations.

•This estimating method is most time-consuming but also most accurate.

Estimate Activity Durations : Tools and Techniques

❖Data Analysis
•Alternatives analysis : is used to compare various levels of resource capability or skills ;
different tools (manual versus automated);and make, rent, or buy decisions regarding
the resources.
•This allows the team to determine an optimal approach for accomplishing project work.

• Reserve analysis : is used to determine the amount of contingency and management

reserve needed for the project.
•A reserve is the additional time within a schedule that accounts for uncertainty. They
are:
Contingency reserves:
These normally fall within the control of the PM and become part of the Schedule
Baseline
Are required for “known unknowns” (for identified risks)
Management reserves:
Withheld for management control purposes
These are for “unknown unknowns” – for the unforeseen work that falls within the
scope of the project. These are held outside of the Schedule Baseline but within the
project schedule.
As the project evolves, the reserves must be monitored via reserve analysis.
 Estimate Activity Durations : Tools and Techniques

❖ Decision Making
• Voting
• In Agile approach , it is done through a method called Fist of Five.
❖ Meetings
 Estimate Activity Durations : Outputs

❖ Duration Estimates
• The “…quantitative assessments of the likely number of time periods that
are required to complete an activity.”
❖ Basis of Estimates

Additional details supporting the duration estimate vary by application area.

• It indicates which estimating method was used.
• Documents all Assumptions and constraints.
❖ Project Documents Updates
 Develop Schedule

Develop Schedule is the process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to create a schedule model for
project execution and monitoring and controlling.

Key benefits of this process is :

•generates a schedule model with planned dates for completing project
activities.
Develop Schedule
Knowledge Area: Schedule Management
Process Group: Planning
 Develop Schedule : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Agreements
•Vendors may have an input to the project schedule as they develop the details of how
they will perform the project work to meet contractual commitments.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Develop Schedule : Tools and Techniques

❖ Schedule network analysis

• A technique that generates the project schedule model.

• It employs several other techniques such as critical path method , resource

optimization techniques , and modeling techniques .

•Some network paths may have points of path convergence or path divergence that can
be identified and used in schedule network analysis.

•Schedule network analysis is an iterative process that is employed until a viable

schedule model is developed.
 Develop Schedule : Tools and Techniques

❖ Critical Path Method

•It is used to estimate the minimum project duration and determine the amount of
schedule flexibility on the logical network paths within the schedule model.

•This schedule network analysis technique calculates the early start, early finish, late
start, and late finish dates for all activities without regard for any resource limitations
by performing a forward and backward pass analysis through the schedule network.

•In the example, the longest path includes activities A, C, and D, and therefore the
sequence of A-C-D is the critical path.

•Critical Path has zero float .

•Activities on the critical path must happen on time. Any delay of any activity on the
critical path will cause the entire schedule to slip.
 Develop Schedule : Tools and Techniques
•The critical path method is used to calculate the critical path(s) and the amount of
total and free float or schedule flexibility on the logical network paths within the
schedule model.

•Float or total float is measured by the amount of time that a schedule activity can be
delayed or extended from its early start date without delaying the project finish date .

•Free float is the amount of time that a schedule activity can be delayed without
delaying the early start date of any successor activity . For example the free float for
Activity B, in Figure, is 5 days.

•Schedule networks may have multiple near-critical paths.

Develop Schedule : Tools and Techniques
 Develop Schedule : Tools and Techniques

❖ Resource Optimization
•Resource optimization refers to finding ways to adjust the use of resources.
There are two techniques that can achieve this outcome:
Resource Leveling (Figure on next slide )

•Resource leveling can be used when shared or critically required resources are only
available at certain times, or in limited quantities, or over-allocated, such as when a
resource has been assigned to two or more activities during the same time period.
Develop Schedule : Tools and Techniques
 Develop Schedule : Tools and Techniques

Resource smoothing

•A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined
resource limits.

•In contrast to resource leveling, this does not result in a changed critical path.

•In other words, activities may only be delayed within their free and total float.
 Develop Schedule : Tools and Techniques

❖ Data Analysis
• What-if scenario analysis.
•This seeks to examine various scenarios so as to predict the impact of these
scenarios (either positive or negative), primarily on the project’s cost and
schedule objectives.

•This is an analysis of the question, “What if the situation represented by

scenario ‘X’ happens?”

•A schedule network analysis is performed using the schedule to compute the

different scenarios, such as delaying a major component delivery, or
introducing external factors, such as a strike or a change in the permitting
process.

•The outcome of the what-if scenario analysis can be used to assess the
feasibility of the project schedule under adverse conditions.
 Develop Schedule : Tools and Techniques

•Simulation

•This technique uses computer software to simulate the outcome of a

project, based on the three-point estimates (optimistic, pessimistic, and
most likely) for each activity and the network diagram.

•Simulation models the combined effects of sources of uncertainty to

evaluate their potential impact on achieving project objectives.

•The most common simulation technique is Monte Carlo analysis , in

which risks and other sources of uncertainty are used to calculate
possible schedule outcomes for the total project.

•It is more accurate than other methods because it simulates the actual
details of the project and calculates probability.
 Develop Schedule : Tools and Techniques

❖ Leads And Lags

•Leads and lags are refinements applied during network analysis to
develop a viable schedule by adjusting the start time of the successor
activities.

•Leads are used to advance a successor activity with respect to the

predecessor activity, and
•Lags are used where processes require a set period of time to elapse
between the predecessors and successors without work or resource
impact.
 Develop Schedule : Tools and Techniques

❖ Schedule Compression

There are two major techniques employed to reduce schedule duration:

• Crashing - adding resources to shorten duration. Often results in
increased cost.

•Fast Tracking - re-planning activities (or phases); initially planned

sequentially, to overlap or even run in parallel now. Can result in rework
and increased risk.
 Develop Schedule : Tools and Techniques

❖ Project Management Information System (PMIS)

•It include scheduling software that expedites the process of building a

schedule model by generating start and finish dates based on the inputs of
activities, network diagrams, resources, and activity durations.
 Develop Schedule : Tools and Techniques

❖ Agile Release Planning

•It provides a high-level summary timeline of the release schedule (typically 3 to 6
months) based on the product roadmap and the product vision for the product’s
evolution.

•It also determines the number of iterations or sprints in the release, and allows
the product owner and team to decide how much needs to be developed and how
long it will take to have a releasable product.

•Since features represent value to the customer, the timeline provides a more
easily understood project schedule as it defines which feature will be available at
the end of each iteration, which is exactly the depth of information the customer
is looking for.
 Develop Schedule : Tools and Techniques

Relationship among product vision, product roadmap, release planning, and iteration planning.
 Develop Schedule : Outputs

Schedule
Baseline

Schedule Data Schedule Model

Project Schedule

❖ Schedule Baseline
•It is the approved version of a schedule model that can be changed only through
formal change control procedures and is used as a basis for comparison to actual
results.
•It is accepted and approved by the appropriate stakeholders as the schedule
baseline with baseline start dates and baseline finish dates.
•During monitoring and controlling, the approved baseline dates are compared to
the actual start and finish dates to determine if variances have occurred.
• It is a component of the project management plan.
 Develop Schedule : Outputs

❖ Project Schedule

The output of the schedule model that shows schedule presentations.

These may be:

•Milestone charts, used with upper level management

•Bar charts/Gantt charts, used with the sponsor
•Project schedule network diagrams, used with the project team

❖ Schedule Data
•The schedule data for the project schedule model is the collection of
information for describing and controlling the schedule.

•The schedule data includes, at a minimum, the schedule milestones,

schedule activities, activity attributes, and documentation of all identified
assumptions and constraints.
 Develop Schedule : Outputs

❖ Project Calendars

•Shows the working days/shifts available for scheduled activities by distinguishing

time periods that are not available from those that are.

❖ Change Requests

❖ Project Management Plan Updates

❖ Project Documents Updates

Project Cost Management
 Project Cost Management

Project Cost Management includes the processes involved in planning,

estimating, budgeting, financing, funding, managing, and controlling costs so
that the project can be completed within the approved budget.
Major Output : Project Budget (Cost Baseline )
Cost Management Processes :

Control Costs
Plan Cost Estimate Determine
Costs (Monitoring
Management Budget
and
(Planning ) (Planning ) (Planning ) Controlling )
 Key Concepts For Project Cost Management

•Project Cost Management is primarily concerned with the cost of the

resources needed to complete project activities.

•Different stakeholders measure project costs in different ways and at

different times.
 7.1 Plan Cost Management

Plan Cost Management is the process of defining how the project costs will be estimated,
budgeted, managed , monitored, and controlled.

Key benefits of this process is :

•provides guidance and direction on how the project costs will be managed throughout
the project.
Plan Cost Management
Knowledge Area: Cost Management
Process Group: Planning
 Plan Cost Management : Inputs

❖ Project Charter

❖ Project Management Plan

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Plan Cost Management : Tools and Techniques

❖ Expert Judgment
❖Data Analysis
•Alternatives analysis can include reviewing strategic funding options such as: self-
funding, funding with equity, or funding with debt. It can also include consideration
of ways to acquire project resources such as making, purchasing, renting, or leasing.
❖ Meetings
• to develop the cost management plan.
•Attendees may include the project manager, the project sponsor, selected project
team members, selected stakeholders, anyone with responsibility for project costs,
and others as needed.
 Plan Cost Management : Outputs

❖Cost Management Plan

Contents of the plan may include:
• Units of measure. Is defined in currency form for each of the resources.
•Level of precision. This is the degree to which cost estimates will be rounded
up or down (e.g.., US$995.59 to US$1,000), based on the scope of the activities
and magnitude of the project.
•Level of accuracy. The acceptable range (e.g.., ±10%) used in determining
realistic cost estimates is specified, and may include an amount for
contingencies.
•Organizational procedures links. Link to work breakdown structure (WBS)
component as it provides the framework for the cost management plan,
allowing for consistency with the estimates, budgets, and control of costs.
 Plan Cost Management : Outputs

•Control thresholds. Variance thresholds for monitoring cost performance

may be specified to indicate an agreed-upon amount of variation to be
allowed before some action needs to be taken.
•Rules of performance measurement. Earned value management (EVM) rules
of performance measurement are set.
•Reporting formats. The formats and frequency for the various cost reports
are defined.
• Additional details. Additional details about cost management activities
include but are not limited to:
• Description of strategic funding choices,
• Procedure to account for fluctuations in currency exchange rates, and
• Procedure for project cost recording.
 7.2 Estimate Costs

Estimate Costs is the process of developing an approximation of the cost of

resources needed to complete project work.

Key benefits of this process is :

•determines the monetary resources required for the project.

•Accuracy of a project estimate will increase as the project progresses

through the project life cycle. For example, a project in the initiation phase
may have a rough order of magnitude (ROM) estimate in the range of −25%
to +75%.
•Later in the project, as more information is known, definitive estimates
could narrow the range of accuracy to −5% to +10%. In some organizations,
there are guidelines for when such refinements can be made and the degree
of confidence or accuracy that is expected.
Estimate Costs
Knowledge Area: Cost Management
Process Group: Planning
 Estimate Costs : Inputs

❖ Project Management Plan

❖ Project Documents
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
 Estimate Costs : Tools and Techniques

❖ Expert Judgment

❖ Analogous Estimating

❖ Parametric Estimating

❖ Bottom-up Estimating

❖ Three-point Estimating
 Estimate Costs : Tools and Techniques

❖ Data Analysis
•Alternatives analysis
•Reserve analysis.
o Contingency reserves are the budget within the cost baseline that is allocated
for identified risks. Contingency reserves are often viewed as the part of the
budget intended to address the known unknowns that can affect a project.
oE.g.. rework for some project deliverables could be anticipated, while the
amount of this rework is unknown.
oContingency reserves are part of the cost baseline and the overall funding
requirements for the project.
•Cost of quality. Assumptions about costs of quality may be used to prepare the
estimates.
 Estimate Costs : Tools and Techniques

❖ Project Management Information System (PMIS)

• It can include spreadsheets, simulation software, and statistical analysis
tools to assist with cost estimating.

❖ Decision Making
•Voting
voting is an assessment process having multiple alternatives with an
expected outcome in the form of future actions.
 Estimate Costs : Outputs
❖ Cost Estimates
•“Quantitative assessments of the probable costs required to complete
project work ”.
•Costs are estimated for all resources related to each activity on the activity
list. This may include direct labor, materials, equipment, services, facilities, IT
,cost of financing (including interest charges), exchange rates, or a cost
contingency reserve.
•Indirect costs can also be included at the activity level or at higher levels.

❖ Basis Of Estimates
•Additional details supporting the cost estimate , should provide a clear and
complete understanding of how the cost estimate was derived.
•It include documentation of all assumptions made, any known constraints,
identified risks .

❖ Project Documents Updates

 Determine Budget

Determine Budget is the process of aggregating the estimated costs of individual

activities or work packages to establish an authorized cost baseline.

Key benefit of this process is :

•determines the cost baseline against which project performance can be
monitored and controlled.
Determine Budget
Knowledge Area: Cost Management
Process Group: Planning
 Determine Budget : Inputs

❖ Project Management Plan

❖ Project Documents
❖ Business Documents

❖ Agreements

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Determine Budget : Tools and Techniques

❖ Expert Judgment

❖ Cost Aggregation
• Cost estimates are aggregated by work packages in accordance with the WBS.
•Work package cost estimates are then aggregated for the higher component
levels of the WBS (such as control accounts) and, ultimately, for the entire
project.(i.e.... cost baseline )

❖ Data Analysis
• Reserve analysis, which can establish the management reserves for the project.
•Management reserves are an amount of the project budget withheld for
management control purposes and are reserved for unforeseen work that is within
scope of the project.
•Management reserves are intended to address the unknown unknowns that can
affect a project.
•Management reserve is not included in the cost baseline but is part of the overall
project budget and funding requirements.
 Determine Budget : Tools and Techniques

❖ Historical Information Review

• Reviewing historical information can assist in developing parametric estimates or
analogous estimates.
•Historical information may include project characteristics (parameters) to develop
mathematical models to predict total project costs.

❖ Funding Limit Reconciliation

•Expenditure of funds should be reconciled with any funding limits on the
commitment of funds for the project.
• This variance will sometimes necessitate rescheduling of work.
• This is accomplished by placing imposed date constraints for work into the project
schedule.

❖ Financing
• It entails acquiring funding for projects.
•It is common for long-term infrastructure, industrial, and public services projects to
seek external sources of funds, the funding entity may have certain requirements that
are required to be met.
 Determine Budget : Outputs

❖ Cost Baseline
•The approved time-phased budget for the project .
•Estimates for the activities (with respective contingency reserves) are aggregated
up to the work package level and then to the control account level.
•All control account budgets summed up = cost baseline (often displayed in an s-
curve)
•Then, management reserves are added to the cost baseline = project budget
Determine Budget : Outputs
 Determine Budget : Outputs

❖ Project Funding Requirements

•Funding requirements (total and periodic) are derived from the cost baseline.
•Often occur in discontinuous, incremental amounts (appear as steps)
•The “total funds required” include cost baseline, plus management reserves (if any)

❖ Project Documents Updates

•Cost estimates are updated to record any additional information.
•Project schedule. Estimated costs for each activity may be recorded as part of the
project schedule.
•Risk register. New risks identified during this process are recorded in the risk
register and managed using the risk management processes.
Project Quality Management
 Project Quality Management

Project Quality Management include the processes and activities of the

performing organization that determine the quality policies, objectives,
and responsibilities so that the project will satisfy the needs for which it
was undertaken.

Plan Quality Manage Control

Management Quality Quality
 Project Quality Management

Overview of the major inputs and outputs of the Project Quality Management :
• Plan Quality Management process is concerned
with the identification of quality requirements .

•Manage Quality is concerned with managing the

quality processes throughout the project.
•It turns the quality requirements into test and
evaluation instruments, which are then applied
during the Control Quality process to verify these
quality requirements are met by the project.

•Control Quality is concerned with comparing the

work results with the quality requirements to
ensure the result is acceptable.

•Verified deliverables and Quality Reports are the

two outputs that are used by other Knowledge
Areas.
 Quality Theorists

The following people are known for their theories on quality:

• Joseph Juran :He developed the 80/20 principle, advocated top
management involvement, and defined quality as "fitness for use’’.
• W. Edwards Deming :He advocated the Plan-Do-Check-Act (PDCA) cycle as
the basis for quality improvement.
• Philip Crosby :He popularized the concept of the cost of poor quality and
advocated "zero defects" and ‘’prevention over inspection’’. He believed
that quality is "conformance to requirements’’.
 Key Concepts For Project Quality Management

•Project Quality Management addresses the management of the project and the
deliverables of the project.

•It applies to all projects, regardless of the nature of their deliverables.

•Quality measures and techniques are specific to the type of deliverables being
produced by the project.

•Failure to meet the quality requirements can have serious negative consequences
for any or all of the project’s stakeholders.

• Prevention is preferred over inspection.

It is better to design quality into deliverables, rather than to find quality issues
during inspection. The cost of preventing mistakes is generally much less than the
cost of correcting mistakes when they are found by inspection or during usage.
 Key Concepts For Project Quality Management

o Quality vs Grade
• Quality is defined as “the degree to which a set of inherent characteristics fulfill
requirements.”

• Grade is a category assigned to deliverables having the same functional use but
different technical characteristics.

While a quality level that fails to meet quality requirements is always a problem, a
low-grade

product may not be a problem.

• Precision - a measure of exactness

• Accuracy - an assessment of correctness

8.1 – Plan Quality Management
 Plan Quality Management

Plan Quality Management is the process of identifying quality requirements

and/or standards for the project and its deliverables, and documenting how
the project will demonstrate compliance with quality requirements and/or
standards.

Key benefit of this process is :

•provides guidance and direction on how quality will be managed and
verified throughout the project.
Plan Quality Management
Knowledge Area: Project Quality Management
Process Group: Planning
 Plan Quality Management: Inputs

❖ Project Charter
❖ Project Management Plan
❖ Project Documents
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
Plan Quality Management : Tools and Techniques

❖ Expert Judgment
❖ Data Gathering
• Benchmarking
• Brainstorming
• Interviews
 Plan Quality Management : Tools and Techniques

❖ Data Analysis
• Cost-benefit analysis
•Cost of quality (COQ) associated with a project consists of one or more of the following
costs:
oPrevention costs. Costs related to the prevention of poor quality in the products,
deliverables, or services of the specific project.
o Appraisal costs. Costs related to evaluating, measuring, auditing, and testing the
products, deliverables, or services of the specific project.
oFailure costs (internal/external). Costs related to nonconformance of the products,
deliverables, or services to the needs or expectations of the stakeholders.

The optimal COQ is one that reflects the appropriate balance for investing in the cost of
prevention and appraisal to avoid failure costs.
Plan Quality Management : Tools and Techniques
 Plan Quality Management : Tools and Techniques

❖ Decision Making
Multi-criteria decision analysis tools (e.g.., prioritization matrix) can help prioritize
quality metrics.

❖ Data Representation
•Flowcharts also referred to as process maps display the sequence of steps and the
branching possibilities that exist for a process that transforms one or more inputs into
one or more outputs.

•They can be used for process improvement as well as identifying where quality
defects can occur or where to incorporate quality checks.

•Flowcharts show the activities, decision points, branching loops, parallel paths, and
the overall order of processing by mapping the operational details of procedures that
exist within a horizontal value chain. E.g.. SIPOC (suppliers, inputs, process, outputs,
and customers) model (figure next slide )

• Flowcharts are useful in understanding and estimating the cost of quality for a
process.
Plan Quality Management : Tools and Techniques

•Logical data model are a visual representation of an organization’s data,

described in business language and independent of any specific
technology. The logical data model can be used to identify where data
integrity or other quality issues can arise.

•Matrix diagrams help find the strength of relationships among

different factors, causes, and objectives that exist between the rows and
columns that form the matrix. In this process they facilitate identifying
the key quality metrics that are important for the success of the project.

• Mind mapping is a diagrammatic method used to visually organizing

information.
 Plan Quality Management : Tools and Techniques

❖ Test And Inspection Planning

•During planning phase, PM and project team determine how to test or
inspect the product, deliverable, or service to meet the stakeholders’ needs
and expectations, as well as how to meet the goal for the product’s
performance and reliability.
•Tests and inspections are industry dependent e.g., alpha and beta tests in
software projects, strength tests in construction projects, inspection in
manufacturing, and field tests and nondestructive tests in engineering.

❖ Meetings
Project teams may hold planning meetings to develop the quality
management plan.
 Plan Quality Management : Outputs

❖ Quality Management Plan

•It is a component of the project management plan that describes how applicable
policies, procedures, and guidelines will be implemented to achieve the quality
objectives.
•It describes the activities and resources necessary for the project management team to
achieve the quality objectives set for the project.
•It may be formal or informal, detailed, or broadly framed.

It has following components:

•Quality standards that will be used by the project;
•Quality objectives of the project;
•Quality roles and responsibilities;
•Project deliverables and processes subject to quality review;
•Quality control and quality management activities planned for the project;
•Quality tools that will be used for the project; and
•Major procedures relevant for the project, such as dealing with nonconformance,
corrective actions procedures, and continuous improvement procedures.
 Plan Quality Management : Outputs

❖ Quality Metrics
•Describes a project or product attribute and how the Control Quality process
will verify compliance to it.
•E.g.. : Percentage of tasks completed on time, failure rate, number of defects
identified per day, total downtime per month, errors found per line of code, etc.

❖ Project Management Plan Updates

❖ Project Documents Updates
Project Resource Management
 Project Resource Management

•Project Resource Management includes the processes to identify, acquire, and

manage the resources needed for the successful completion of the project.

•These processes help ensure that the right resources will be available to the
project manager and project team at the right time and place.

Plan
Estimate Develop Manage
Resource Acquire Control
Manageme Activity
Resources
Resources Team Team Resources
nt
 Key Concepts For Project Resource Management

•Project Team should be involved during all project planning and decision making , it
strengthens their commitment to the project .

•Project team work collectively to achieve a shared project goal.

•Project Manager should be both leader and manager of the project team.

•Project Manager is responsible for the team formation as an effective group

(developing team skills and competencies and improving team satisfaction and
motivation. )

•Project Manager should ensure that all team members adhere to professional and
ethical behavior.

•Project Manager should manage and control resources efficiently to avoid any kind of
Risk for successful project completion.
E.g.. : Failing to secure critical equipment or infrastructure on time , Keeping too
much inventory or Unacceptably low inventory level , Ordering low-quality material .
 Plan Resource Management

Plan Resource Management is the process of defining how to estimate,

acquire, manage, and use team and physical resources.

Key benefit of this process is :

•establishes the approach and level of management effort needed for
managing project resources based on the type and complexity of the
project.
Plan Resource Management
Knowledge Area: Project Resource Management
Process Group: Planning
 Plan Resource Management : Inputs

❖ Project Charter
•It has the key stakeholder list, summary milestones, and preapproved financial
resources that may influence the resource management of the project.
❖ Project Management Plan
❖Project Documents
❖Enterprise Environmental Factors
❖Organizational Process Assets
Plan Resource Management : Tools and Techniques

❖ Expert Judgment
❖ Data Representation
Various formats exist to document and communicate team member roles
and responsibilities.
• Hierarchical charts. The traditional organizational chart structure can be
used to show positions and relationships in a graphical, top-down format.
oWork breakdown structures (WBS) is designed to show how project deliverables
o are broken down into work packages and provide a way of showing high-level areas
of responsibility.

oOrganizational breakdown structure (OBS) is arranged according to an organization’s

existing departments, units, or teams, with the project activities or work packages
listed under each department.

oResource breakdown structure is a hierarchical list of team and physical resources

related by category and resource type that is used for planning, managing and
controlling project work.
Broken down until the information is small enough to be used in conjunction with a
WBS.
Plan Resource Management : Tools and Techniques

• Assignment Matrix
•Responsibility Assignment Matrix (RAM )
shows the project resources assigned to
each work package.
• It is used to illustrate the connections between
work packages, or activities, and project team
members.
• It also ensures that there is only one person
accountable for any one task to avoid confusion
about who is ultimately in charge or has authority for the work.
• Example of a RAM is a RACI (responsible, accountable, consult, and inform) chart .

• Text-oriented formats. Team member responsibilities that require detailed

descriptions can be specified in text-oriented formats.
• These documents provide information such as responsibilities, authority,
competencies, and qualifications.
• The documents are known by various names including position descriptions
and role-responsibility-authority forms.
Plan Resource Management : Tools and Techniques

❖ Organizational Theory
• ..is about getting to know the culture of your organization. It is about knowing how
people, teams or functions behave in the organization. This information might be
useful in ensuring that you draft your plan with better feasibility of success.
• Provides information on how individuals or groups behave in certain situations.
• Effective use of organizational theory may help reduce the time, cost and effort
needed to produce the HR management outputs and improve planning efficiency.

❖ Meetings
•The project team may hold meetings to plan resource management for the project.
 Plan Resource Management : Outputs

❖ Resource Management Plan

…is the component of the project management plan that provides guidance on how
project resources are acquired, allocated, monitored and controlled . It may include :

•Identification of resources. Methods for identifying and quantifying team and physical
resources needed.

• Acquiring resources. Guidance on how to acquire team and physical resources for the
project.

• Roles and responsibilities:

o Role. The function assigned to the resource such as business analyst, usability tester,
lab technician .
oAuthority. The level of authority a resource might apply in decision-making, assignment
of other resources to specific work, signature approval, etc.
oResponsibility. The assigned duties and work that a project team member is expected to
perform in order to complete the project’s activities.
oCompetence. The skill and capacity required to complete assigned activities .
 Plan Resource Management : Outputs

•Project organization charts.

•It is a graphic display of project team members and their reporting relationships.

•Project team resource management. Guidance on how project team resources should
be defined, staffed, managed, and eventually released.

•Training. Training strategies for team members.

•Team development. Methods for developing the project team.

•Resource control. Methods for ensuring adequate physical resources are available as
needed and that the acquisition of physical resources is optimized for project needs.

•Recognition plan. Recognition and rewards to be given to team members, and when
they will be given.
 Plan Resource Management : Outputs

❖ Team Charter
.. is a document that establishes the team values, agreements, and operating
guidelines for the team.
A good team charter includes:
• The team’s shared values.
• Guidelines for team communications and the use of tools.
• How the team makes decisions.
• How the team resolves conflicts when disagreements arise.
• How and when the team meets.
Other team agreements (such as shared hours, improvement activities).
Team charter should be produced by the team, or at least with the team’s active
participation.
Team charter should be reviewed and updated as needed on a periodic basis.

❖ Project Documents Updates

 Estimate Activity Resources

Estimate Activity Resources is the process of estimating team resources and the type and
quantities of materials, equipment, and supplies necessary to perform project work.

Key benefit of this process is :

• identifies the type, quantity, and characteristics of resources required to complete the
project.
Estimate Activity Resources
Knowledge Area: Project Resource Management
Process Group: Planning
 Estimate Activity Resources : Inputs

❖ Project Management Plan

❖ Project Documents
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
 Estimate Activity Resources : Tools and Techniques

❖ Expert Judgment
❖ Bottom-up Estimating
❖ Analogous Estimating
❖ Parametric Estimating

❖ Data Analysis
Alternatives analysis assists in providing the best solution to perform the project
activities, within the defined constraints.

❖ Project Management Information System (PMIS)

PMIS can include resource management software that can help plan, organize, and
manage resource pools and develop resource estimates.
❖ Meetings
The project manager may hold planning meetings with functional managers to estimate
the resources needed per activity, skill level of the team resources, and the quantity of
the materials needed.
 Estimate Activity Resources : Outputs
❖ Resource Requirements
•Identify the types and quantities of resources required for each work
package or activity in a work package and can be aggregated to determine the
estimated resources for each work package, each WBS branch, and the project
as a whole.

❖ Basis Of Estimates
•Additional details supporting the resource estimate regarding method and
resources used to develop estimate , known constraints and assumptions ,
range of estimates , confidence level of estimates ..

❖ Resource Breakdown Structure

•It is a hierarchical representation of resources by category and type (Fig.
next page )
• Resource categories may include labor, material, equipment, and supplies.
•Resource types may include the skill level, grade level, required
certifications, etc.
• It is further used to acquire and monitor resources.
 Estimate Activity Resources : Outputs

❖ Project Documents Updates

• Activity attributes are updated with the resource requirements.
•Assumption log is updated with assumptions regarding the types and
quantities of resources required.
•Lessons learned register can be updated with techniques that were efficient
and effective in developing resource estimates, and information on those
techniques that were not efficient or effective.
Project Communication Management
 Project Communications Management

•Project Communications Management includes the processes necessary to

ensure that the information needs of the project and its stakeholders are met
through development of artifacts and implementation of activities designed to
achieve effective information exchange.

Plan Monitor
Manage
Communications
Communications Communications
Management
 Key Concepts For Project Communications
Management
•Communication is the exchange of information, intended or involuntary. (either
through communication activities, such as meetings and presentations, or artifacts,
such as emails, social media, project reports, or project documentation.

•Information exchanged can be in the form of ideas, instructions, or emotions.

The mechanisms by which information is exchanged can be in:

• Written form. Either physical or electronic.
• Spoken. Either face-to-face or remote.
• Formal or informal (as in formal papers or social media).
• Through gestures. Tone of voice and facial expressions.
• Through media. Pictures, actions, or even just the choice of words.

•Project managers spend most of their time communicating with team members
and other project stakeholders, both internal (at all organizational levels) and
external to the organization.
 Key Concepts For Project Communications
Management

Communication activities have many dimensions which includes :

• Internal. Focus on stakeholders within the project and within the organization.
• External. Focus on external stakeholders such as customers, vendors, other
projects, organizations, government, the public, and environmental advocates.
•Formal. Reports, formal meetings , meeting agendas and minutes, stakeholder
briefings, and presentations.
•Informal. Emails, social media, websites, and informal ad hoc discussions.
•Hierarchical focus. The position of the stakeholder or group with respect to the
project team will affect the format and content of the message, in the following
ways:
✓ Upward. Senior management stakeholders.
✓ Downward. The team and others who will contribute to the work of the project.
✓ Horizontal. Peers of the project manager or team.
•Official. Annual reports; reports to regulators or government bodies.
•Unofficial. Flexible and often informal means of Communications to build strong
relationships between the project team and its stakeholders.
•Written and oral. Verbal (words and voice inflections) and nonverbal (body
language and actions), social media and websites, media releases.
 Plan Communications Management

Plan Communications Management is the process of developing an appropriate

approach and plan for project communications activities based on the information needs
of each stakeholder or group, available organizational assets, and the needs of the
project.

Key benefit of this process is :

•a documented approach to effectively and efficiently engage stakeholders by
presenting relevant information in a timely manner.
Plan Communications Management
Knowledge Area: Project Communications Management
Process Group: Planning
 Plan Communications Management : Inputs

❖ Project Charter
•Identifies the key stakeholder list, also contain information about the roles and
responsibilities of the stakeholders.

❖ Project Management Plan

•
❖Project Documents
❖Enterprise Environmental Factors
❖Organizational Process Assets
 Plan Communications Management :
Tools and Techniques

❖ Expert Judgment

❖ Communication Requirements Analysis

•Project manager should consider the information needs of the project
stakeholders by combining the type and format of information needed with
an analysis of the value of it.
 Plan Communications Management :
Tools and Techniques
❖ Communication Technology

•Information transfer methods vary: from brief conversations to extended meetings,

from simple written documents to extensive materials (e.g.. databases, social media
,and websites).

Factors and needs that impact the choice of technology include:

• Urgency of the need for information
• Availability and reliability of technology. The technology should be compatible,
available, and accessible for all stakeholders throughout the project.
•Ease of use. should be suitable for project participants and proper training events
should be planned, where appropriate.
•Project environment. Means whether the team will meet and operate on a face-to-face
basis or in a virtual environment; located in one or multiple time zones; will use
multiple languages for communication; and finally, various aspects of culture, which
may constrain the efficiency of the communication.
•Sensitivity and confidentiality of the information. Ensure appropriate behavior,
security, and the protection of proprietary information.
 Plan Communications Management :
Tools and Techniques

❖ Communication Models

• Sample basic sender/receiver communication model.

•This model describes communication as a process and consists of two parties,
defined as the sender and receiver.
•This model is concerned with ensuring that the message is delivered, rather than
understood.
• The sequence of steps in a basic communication model is:
•Encode. The message is coded into symbols, such as text, sound or some other medium
for transmission (sending).
•Transmit message. The message is sent via a communication channel. The transmission
of this message may be compromised by various physical factors such as unfamiliar
technology or inadequate infrastructure.
Noise and other factors may be present and contribute to loss of information in
transmission and/or reception of the message.
•Decode. The data received is translated by the receiver back into a form useful to the
receiver.
 Plan Communications Management :
Tools and Techniques

•Sample interactive communication model.

•This model also describes communication as a process consisting of two
parties, the sender and receiver, but recognizes the need to ensure that the
message has been understood.

The additional steps in an interactive communication model are:

•Acknowledge. Upon receipt of a message, the receiver may signal
(acknowledge) receipt of the message, but this does not necessarily mean
agreement with or comprehension of the message—merely that it has been
received.
•Feedback/response. When the received message has been decoded and
understood, the receiver encodes thoughts and ideas into a message and then
transmits this message to the original sender.
If the sender perceives that the feedback matches the original message, the
communication has been successful.
Plan Communications Management :
Tools and Techniques
 Plan Communications Management :
Tools and Techniques
❖ Communication Methods

Used to share information among project stakeholders, classified as:

• Interactive communication. Between two or more parties performing a
multidirectional exchange of information. It is the most efficient way to ensure
a common understanding by all participants on specified topics, and includes:
meetings, phone calls, instant messaging and video conferencing.
• Push communication. Sent to specific recipients who need to receive the
information. Includes: letters, memos, reports, emails, faxes, voice mails, blogs
and press releases.
• Pull communication. Used for large audiences or for large volumes of
information. Recipients may access at their own discretion. Includes: intranet
sites, e-learning, lessons learned and knowledge repositories.
 Plan Communications Management :
Tools and Techniques
❖ Interpersonal And Team Skills
•Communication styles assessment used to assess communication styles and identify
the preferred communication method, format, and content for planned
communication activities. Often used with unsupportive stakeholders .
•Political awareness helps the project manager to plan communications based on the
project environment as well as the organization’s political environment (recognition
of power relationships, both formal and informal )
•Cultural awareness help the project manager to plan communications based on the
cultural differences and requirements of stakeholders and team members.
❖ Data Representation
•Stakeholder engagement assessment matrix displays gaps between current and
desired engagement levels of individual stakeholders, it can be further analyzed in this
process to identify additional communication requirements (beyond the regular
reports) as a method to close any engagement level gaps.
❖ Meetings
Project meetings can include virtual (e-meetings) or face-to-face meetings.
 Plan Communications Management : Outputs
❖ Communications Management Plan
Plan contains the following information:
• Stakeholder communication requirements;
• Information to be communicated, including language, format, content, and level of detail;
• Escalation processes;
• Reason for the distribution of that information;
• Timeframe and frequency for the distribution of required information
•Person responsible for communicating information/ authorizing release of confidential
information;
• Person or groups who will receive the information, including information about their needs,
requirements, and expectations;
• Methods or technologies used to convey the information, such as memos, email, press releases,
or social media;
• Resources allocated for communication activities, including time and budget;
• Method for updating and refining the communications management plan
• Glossary of common terminology;
• Constraints derived from specific legislation or regulation, technology, organizational policies,
etc.

❖ Project Management Plan Updates

❖ Project Documents Updates
Project Risk Management
 Project Risk Management

•Project Risk Management includes the processes of conducting risk management

planning, identification, analysis, response planning, response implementation,
and monitoring risk on a project.

•The objectives of project risk management are to increase the probability and/or
impact of positive risks and to decrease the probability and/or impact of negative
risks, in order to optimize the chances of project success.

Plan Risk
Manage Identify Perform
Qualitative
Perform
Quantitative
Plan Risk Implement
Risk
Monitor
Responses Risks
ment Risks Risk Analysis Risk Analysis Responses
 Key Concepts For Project Risk Management

•All projects are risky since they are unique undertakings with varying
degrees of complexity that aim to deliver benefits.
•The effectiveness of Project Risk Management is directly related to project
success.
• Risk exists at two levels within every project.

• Individual Project risk is an uncertain event or condition that, if it occurs, has

a positive or negative effect on one or more project objectives.
•Project Risk Management aims to exploit or enhance positive risks
(opportunities) while avoiding or mitigating negative risks(threats).
•Unmanaged threats may result in issues or problems such as delay, cost
overruns, performance shortfall, or loss of reputation. Opportunities that are
captured can lead to benefits such as reduced time and cost, improved
performance, or reputation.
 Key Concepts For Project Risk Management

•Overall project risk is the effect of uncertainty on the project as a whole, arising
from all sources of uncertainty including individual risks.
•Overall project risk can also be positive or negative.
•Management of overall project risk aims to keep project risk exposure within an
acceptable range by reducing drivers of negative variation, promoting drivers of
positive variation, and maximizing the probability of achieving overall project
objectives.

•Risks will continue to emerge during the lifetime of the project, so Project Risk
Management processes should be conducted iteratively.
•Risk should also be monitored and managed as the project progresses to ensure
that the project stays on track and emergent risks are addressed.
•Project team needs to know what level of risk exposure is acceptable in pursuit
of the project objectives. This is defined by measurable risk thresholds that reflect
the risk appetite of the organization and project stakeholders.
•Risk thresholds express the degree of acceptable variation around a project
objective.
 Is risk a synonym for uncertainty?

They are different because -

“All risks are uncertain but not all uncertainties are risks ”
• Risk is a subset of uncertainty.
• Risk = Uncertainty that matters
• How do I know what matters ?
“Matters” means anything that affect my objectives
Different people have different objectives so Risk can be at any level .
✓ Strategic risk that matters to the people who own strategic objectives.
✓ Technical risk to the people who own technical objectives.

Risk has two dimensions :

✓ Probability
✓ Impact
 Types of Risk

Risks can be broken out into two primary types:

Pure Risk (hazard)– risk with potential loss only

ex. Fire, theft, personal injury

Business Risk (speculative risk) – risk with potential loss or gain

ex. A highly skilled employee becomes available to work on your
project, reducing your schedule time, the tax rate changes, a new server
costs less (or more) than you budgeted for
 Risk Attitude

In the same risky situation different people react in different ways .

➢ People who say oh no I don't really like risk or ah this is horrible take it away
that's what we call Risk-averse .

➢People who say oh that's quite interesting or fantastic bring it on, the more the
better that's what we call Risk-seeking .

➢ People who just say oh yeah risk that's kind of normal goes with every project
,it's part of my job just deal with it, that's what we call Risk-tolerant .
 Plan Risk Management

Plan Risk Management is the process of defining how to conduct risk

management activities for a project.

Key benefit of this process is :

•ensures that the degree, type, and visibility of risk management are
proportionate to both risks and the importance of the project to the
organization and other stakeholders.
Plan Risk Management
Knowledge Area: Project Risk Management
Process Group: Planning
 Plan Risk Management: Inputs

❖ Project Charter
•Documents the high-level project description and boundaries, high level requirements, and risks.

❖ Project Management Plan

• All approved subsidiary management plans should be taken into consideration in order to make
the risk management plan consistent with them.

❖ Project Documents
•Stakeholder register provides stakeholders details on their project roles and their attitude toward
risk on the project, which determines their roles and responsibilities for managing risk on the
project, as well as setting risk thresholds for the project.

❖ Enterprise Environmental Factors

•Overall risk thresholds set by the organization or key stakeholders.

❖ Organizational Process Assets

 Plan Risk Management : Tools and Techniques

❖ Expert Judgment

❖Data Analysis
Stakeholder analysis to determine the risk appetite of project stakeholders.

❖Meetings
 Plan Risk Management : Outputs
❖ Risk Management Plan
• Risk strategy describes the general approach to managing risk on this project.
•Methodology defines the specific approaches, tools, and data sources that will be used.
•Roles and responsibilities defines the lead, support, and risk management team members .
•Funding. Identifies the funds needed to perform activities related to Project Risk
Management.
•Timing. Defines when and how often the Project Risk Management processes will be
performed
•Risk categories. Provide a means for grouping / structuring individual project risks.

•A common way to structure risk categories is with a risk breakdown structure (RBS), which
is a hierarchical representation of potential sources of risk (see Figure next page).

•RBS helps the project team consider the full range of sources from which individual project
risks may arise. This can be useful when identifying risks or when categorizing identified
risks.

•Organization may have a generic RBS to be used for all projects, or there may be several
RBS frameworks for different types of projects, or the project may develop a tailored RBS.

•Custom risk categorization framework may also be developed based on project objectives.
Plan Risk Management : Outputs
 Plan Risk Management : Outputs

•Stakeholder risk appetite on the project are recorded in the Risk Management Plan. It
should be expressed as measurable risk thresholds around each project objective.
•These thresholds will determine the acceptable level of overall project risk exposure,
and they are also used to inform the definitions of probability and impacts to be used
when assessing and prioritizing individual project risks.

•Definitions of risk probability and impacts.

•It is specific to the project context and reflect the risk appetite and thresholds of the
organization and key stakeholders. Generally these are already defined at
organization level .
• Number of levels(usually 3 or 5 ) reflects the degree of detail required for the Project
Risk Management process, depending on detail required.
•These scales can be used to evaluate both threats and opportunities by interpreting
the impact definitions as negative for threats (delay, additional cost, and performance
shortfall) and positive for opportunities (reduced time or cost, and performance
enhancement).
Plan Risk Management : Outputs
 Plan Risk Management : Outputs

•Probability and impact matrix ( P-I Matrix)

•Opportunities and threats are represented in a common P-I Matrix using
positive definitions of impact for opportunities and negative impact
definitions for threats.
•Descriptive terms (such as very high, high, medium, low, and very low) or
numeric values can be used for probability and impact.
•In case numeric values are used, these can be multiplied to give a
probability-impact score for prioritization of each risk.(Figure next slide )

•Reporting formats. Description of the content and format of the risk

register and the risk report.

•Tracking. Tracking documents how risk activities will be recorded and

how risk management processes will be audited.
Plan Risk Management : Outputs
 Identify Risks

Identify Risks is the process of identifying individual project risks as well as

sources of overall project risk, and documenting their characteristics.

Key benefit of this process is :

•documentation of existing individual project risks and the sources of
overall project risk.
• brings together information so the project team can respond
appropriately to identified risks.
 Identify Risks
Knowledge Area: Project Risk Management
Process Group: Planning
 Identify Risks : Inputs

❖ Project Management Plan

❖ Project Documents
❖ Agreements
•In case of external procurement of resources, agreements may have information
such as milestone dates, contract type, acceptance criteria, and awards and penalties
that can present threats or opportunities.

❖ Procurement Documentation
•If the project requires external procurement of resources, the relevant
documentation (e.g. Seller performance reports, approved change requests,
information on inspections etc.) should be reviewed for risks throughout the project.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Identify Risks : Tools and Techniques

❖ Expert Judgment

❖ Data Gathering
• Brainstorming.
•Goal of brainstorming is to obtain a comprehensive list of individual /overall project risks .
•It is often done with a multidisciplinary set of experts who are not part of the team.
•Ideas are generated under the guidance of a facilitator, in a free-form/structured
brainstorm session.
•Categories of risk, such as in a risk breakdown structure, can be used as a framework.

•Checklists.
•A checklist is a list of items, actions, or points to be considered. It is often used as a
reminder.
•Risk checklists are developed based on historical information and knowledge that has been
accumulated from similar projects.
•Organization may have a generic risk checklist from the industry or based on its completed
projects.
•Checklist are quick and simple to use, it is impossible to build an exhaustive one.
• The project team should also explore items that do not appear on the checklist and
also update it timely with new information.
 Identify Risks : Tools and Techniques
• Interviews.
•Experienced project participants, stakeholders, and subject matter experts(SME’s
)can be interviewed .
❖ Data Analysis
•Root cause analysis is used to discover the underlying causes that lead to a problem/benefit .
•It can be used to identify threats by starting with a problem statement (for example, the project
might be delayed or over budget) and exploring which threats might result in that problem
occurring.
•It can also be used to find opportunities by starting with a benefit statement (for example, early
delivery or under budget) and exploring which opportunities might result in that benefit being
realized.

• Assumption and constraint analysis.

•Assumptions and constraints are incorporated in the scope baseline and project estimates.
•Analysis explores their validity to determine risk to the project.
•Threats may be identified from the inaccuracy, instability or incompleteness of assumptions.
•Constraints may give rise to opportunities through removing or relaxing a limiting factor that
affects the execution of a project or process.
 Identify Risks : Tools and Techniques

•SWOT analysis.
•SWOT stands for strengths, weaknesses, opportunities, and threats .
•It is generally used to identify internally generated risks.
•It starts with the identification of strengths/weaknesses of the Strengths Weaknesses

organization, focusing on either the project, organization, or the

business area in general.
•It then identifies any opportunities for the project that may arise Opportunities Threats

from strengths, and any threats resulting from weaknesses.

• Document analysis.
•Uncertainty or ambiguity /inconsistencies in or within project documents ( like Plans ,
Assumptions, constraints, previous project files, contracts, agreements, and technical
documentation ) may be indicators of risk on the project.
 Identify Risks : Tools and Techniques

❖ Interpersonal And Team Skills

•Facilitation -A skilled facilitator can help participants remain focused on the risk
identification task .
❖ Prompt Lists
• It is a predetermined list of risk categories that might give rise to individual/overall
project risks .
•It can be used as a framework to aid the project team in idea generation for risk
identification .
•Risk categories in the lowest level of the RBS can be used as a prompt list for individual
project risks.
•Some common strategic frameworks are more suitable for identifying sources of
overall project risk, for example PESTLE (political, economic, social, technological, legal,
environmental), TECOP (technical, environmental, commercial, operational, political),
or VUCA (volatility, uncertainty, complexity, ambiguity).

❖ Meetings
• Risk workshops include some form of brainstorming .
• On larger projects, it may be appropriate to invite the project sponsor, subject matter
experts, sellers, representatives of the customer, or other project stakeholders.
 Identify Risks : Outputs

❖ Risk Register
• It captures details of identified individual project risks.
•Results of Perform Qualitative Risk Analysis, Plan Risk Responses, Implement Risk
Responses, and Monitor Risks are recorded in the risk register as those processes are
conducted .

•On completion of the Identify Risks process, the content of the risk register may
include :
•List of identified risks. Each with a unique identifier , detail as required to ensure
unambiguous understanding.
• Structured risk statement may be used to distinguish risks from their cause(s) and
their effect(s).
•Potential risk owners – If a potential risk owner has been identified during the
Identify Risks process, the risk owner is recorded in the risk register. This will be
confirmed during the Perform Qualitative Risk Analysis process.
•List of potential risk responses- If a potential risk response has been identified during
the Identify Risks process, it is recorded in the risk register. This will be confirmed
during the Plan Risk Responses process.
 Identify Risks : Outputs

❖ Risk Report
•It presents information on sources of overall project risk, together with summary
information on identified individual project risks. (such as number of identified threats
and opportunities, distribution of risks across risk categories, metrics and trends, etc.)
•It is developed progressively throughout the Project Risk Management process.
•The results of Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis,
Plan Risk Responses, Implement Risk Responses, and Monitor Risks are also included in
the risk report as those processes are completed.

❖ Project Documents Updates

 Risk Register
Impact
I Probabili Scop Qualit Schedul Cos Responsible
Risk Statement Response
D ty e y e t Party
Project owner on
Orient new project Project
1 the client side is Low X
owner. Manager
replaced.
Senior programmer
Find replacement Project
2 is taken from the Medium X X
programmer. Manager
project.
External system A is
Discuss with
not ready in time to Project
3 High X X X stakeholders and make
implement feature Manager
adjustments as agreed.
B.
 Perform Qualitative Risk Analysis

Perform Qualitative Risk Analysis is the process of prioritizing individual project

risks for further analysis or action by assessing their probability of occurrence
and impact as well as other characteristics.

Key benefit of this process is :

•focuses efforts on high-priority risks.

• It establishes the relative priorities of individual project risks for Plan Risk Responses.
•It identifies a Risk Owner for each risk who will take responsibility for planning an
appropriate risk response and ensuring that it is implemented.
•Perform Qualitative Risk Analysis also lays the foundation for Perform Quantitative
Risk Analysis if this process is required.
•In an agile development environment, this process is conducted before the start of
each iteration.
Perform Qualitative Risk Analysis
Knowledge Area: Project Risk Management
Process Group: Planning
 Perform Qualitative Risk Analysis : Inputs

❖ Project Management Plan

• Risk management plan

❖ Project Documents

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Perform Qualitative Risk Analysis :
Tools and Techniques
❖ Expert Judgment

❖ Data Gathering
• Interviews.
• Structured or semi-structured interviews can be used to assess the probability and
impacts of individual project risks .

❖ Data Analysis
•Risk data quality assessment evaluates the degree to which the data about individual
project risks is accurate and reliable (which may include completeness, objectivity,
relevancy, and timeliness). A weighted average of selected data quality characteristics
can then be generated to give an overall quality score.
•Use of low-quality risk data may lead to a qualitative risk analysis that is of little use to
the project.
 Perform Qualitative Risk Analysis :
Tools and Techniques
•Risk probability and impact assessment.
•Probability (likelihood that a specific risk will occur )and impact (potential
effect on one or more project objectives such as schedule, cost, quality, or
performance) are assessed for each identified individual project risk.
•Impacts will be negative for threats and positive for opportunities.
•Risk probabilities and impacts are assessed using the definitions given in the
risk management plan .
•Risks with low probability and impact may be included within the risk register
as part of a watch list for future monitoring.

•Assessment of other risk parameters.

•Project team may consider other characteristics of risk (in addition to
probability and impact) when prioritizing individual project risks for more
robust prioritization.
•These characteristics may include Urgency , Manageability, Controllability,
Detectability, Proximity ,Connectivity, Strategic impact etc.
 Perform Qualitative Risk Analysis :
Tools and Techniques
❖ Interpersonal And Team Skills
Facilitation
•A skilled facilitator can help participants remain focused on the risk analysis task,
reach consensus on assessments of probability and impacts, identify and overcome
sources of bias, and resolve any disagreements that may arise.

❖ Risk Categorization-Risks can be categorized by :

•Sources of risk (e.g.., using RBS);
•Area of the project affected (e.g.., using WBS);
•Other useful categories (e.g.., project phase, project budget, and roles and
responsibilities) to determine the areas of the project most exposed to the effects of
uncertainty.
•Risks can also be categorized by common root causes.
•Risk categories that may be used for the project are defined in the risk management
plan.
•Grouping risks into categories can lead to the development of more effective risk
responses by developing generic risk responses to address groups of related risks.
 Perform Qualitative Risk Analysis :
Tools and Techniques

❖ Data Representation

• Probability and impact matrix. (P-I Matrix) 0.90 0.05 0.09 0.18 0.36 0.72
very high
•P-I Matrix is a grid for mapping probability of each
risk occurrence and its impact on project objectives. 0.70 0.04 0.07 0.14 0.28 0.56
high
•Definitions of probability and impact for the project
0.50 0.03 0.05 0.10 0.20 0.40
as specified in the Risk Management Plan. moderate

•Risks can be prioritized for further analysis and 0.30 0.02 0.03 0.06 0.12 0.24
planning of risk responses based on their probability low

and impacts. 0.10 0.005 0.01 0.02 0.04 0.08

•Those risks rated as high priority (those appearing in very low

0.05 0.10 0.20 0.40 0.80

red) are moved to Perform Quantitative Risk Analysis Very low Low Moderate High Very high
process for further analysis. 0.06 - 0.18 -
•The P-I matrix is being used in this instance with Low 0.05 Medium
0.14
High
0.72
scales of 0.1 to 0.9 for probability and 0.05 to 0.80
applied to Impact.

•Risk Exposure = Probability x Impact

 Perform Qualitative Risk Analysis :
Tools and Techniques
• Hierarchical charts.
•Where risks have been categorized using more than two
parameters, the probability and impact matrix cannot be
used and other graphical representations are required.
•For example, a Bubble Chart displays three dimensions
of data, where each risk is plotted as a disk (bubble), and
the three parameters are represented by the x-axis value,
the y-axis value, and the bubble size. In Figure
detectability and proximity plotted on the x and y axis,
and impact value represented by bubble size.
• Where the risk occurrence can be detected easily,
detectability is high. A short period indicates high proximity.

❖ Meetings
• Risk workshops around reviewing /confirming the probability and impact scales to be used.
• Risk owner, appointed will be responsible for response planning for each individual
project risk.
 Perform Qualitative Risk Analysis : Outputs

❖ Project Documents Updates

•Assumption log. New assumptions / Constraints may get identified, and existing
assumptions or constraints may be revisited and changed.

• Issue log should be updated to capture any new issues uncovered.

•Risk register is updated with new information like assessments of probability and
impacts for each individual project risk, its priority level or risk score, the nominated risk
owner, risk urgency information or risk categorization, and a watch list for low-priority
risks or risks requiring further analysis.

•Risk report is updated to reflect the most important individual project risks (usually
those with the highest probability and impact), as well as a prioritized list of all
identified risks on the project and a summary conclusion.
 Perform Quantitative Risk Analysis

Perform Quantitative Risk Analysis is the process of numerically analyzing the combined
effect of identified individual project risks and other sources of uncertainty on overall
project objectives.

Key benefit of this process is :

•quantifies overall project risk exposure, and it can also provide additional
quantitative risk information to support risk response planning.

•This process is not required for every project, but where it is used, it is performed
throughout the project.

•It is most likely appropriate for large or complex projects, strategically important
projects, projects for which it is a contractual requirement, or projects in which a key
stakeholder requires it.

•Outputs from Perform Quantitative Risk Analysis are used as inputs to the Plan Risk
Responses process, particularly in recommending responses to the level of overall
project risk and key individual risks
Perform Quantitative Risk Analysis
Knowledge Area: Project Risk Management
Process Group: Planning
 Perform Quantitative Risk Analysis : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Perform Quantitative Risk Analysis :
Tools and Techniques
❖ Expert Judgment
❖ Data Gathering
Interviews particularly useful where information is required from experts.
❖Interpersonal And Team Skills
Facilitation - Facilitated workshops can improve effectiveness by building consensus
among participants, ensuring continued focus on the task, and using creative
approaches to deal with interpersonal conflict or sources of bias.

❖Representations Of Uncertainty
•Where the duration, cost, or resource requirement for a
planned activity is uncertain, the range of possible values
can be represented in the model as a probability distribution.

•This may take several forms. The most commonly used are triangular, normal,
lognormal, beta, uniform, or discrete distributions.
•Individual project risks may be covered by probability distributions.
 Perform Quantitative Risk Analysis :
Tools and Techniques
❖ Data Analysis
• Simulation.
•Quantitative risk analysis uses a model that simulates the combined effects of individual project
risks and other sources of uncertainty to evaluate their potential impact on achieving project
objectives.
• Simulations are typically performed using a Monte Carlo analysis.
• For cost risk, the simulation uses the project cost estimates.
• For schedule risk, the schedule network diagram and duration estimates are used.
•An integrated quantitative cost-schedule risk analysis uses both inputs.
•Computer software is used to iterate the quantitative risk analysis model several thousand
times.
•The input values (e.g.., cost estimates, duration estimates ) are chosen at random for each
iteration.
• Outputs represent the range of possible outcomes for the project (e.g.., project end date,
project cost at completion).
•Typical outputs include a histogram presenting the number of iterations where a particular
outcome resulted from the simulation, or a cumulative probability distribution (S-curve)
representing the probability of achieving any particular outcome or less.
•Example S-curve from a Monte Carlo cost risk analysis is shown in Figure on next slide .
Perform Quantitative Risk Analysis :
Tools and Techniques
 Perform Quantitative Risk Analysis :
Tools and Techniques
• Sensitivity analysis.

•It helps to determine which individual

project risks or other sources of uncertainty
have the most potential impact on project
outcomes.

•One typical display of sensitivity analysis is

the tornado diagram, a bar chart comparing
the relative importance of the variables
( include projects risks , project activities )

•Items are ordered by descending strength of

correlation, giving the typical tornado
appearance.
 Perform Quantitative Risk Analysis :
Tools and Techniques
•Decision tree analysis.
•Decision trees are used to support selection of the best of several alternative
courses of action.

•Alternative paths through the project are shown in the decision tree using branches
representing different decisions or events, each of which can have associated costs
and related individual project risks (including both threats and opportunities).

•End-points of branches in the decision tree represent the outcome from following
that particular path, which can be negative or positive.

•The decision tree is evaluated by calculating the expected monetary value of each
branch, allowing the optimal path to be selected. An example decision tree is shown
in Figure on next slide .

EMV=P * I
Perform Quantitative Risk Analysis :
Tools and Techniques
 Perform Quantitative Risk Analysis :
Tools and Techniques

•Influence diagrams.

•Influence diagrams are graphical aids to decision making under uncertainty.

•Influence diagram is used to analyze scenarios and to determine how decisions are
arrived. It also helps in finding out uncertainties within the potential paths of the
diagram and hence helps us to identify potential risks.
 Perform Quantitative Risk Analysis : Outputs

❖ Project Documents Updates

Risk report will be updated to reflect the results of the quantitative risk
analysis.
 Plan Risk Responses

Plan Risk Responses is the process of developing options, selecting strategies, and
agreeing on actions to address overall project risk exposure, as well as to treat
individual project risks.

Key benefit of this process is :

•identifies appropriate ways to address overall project risk and individual
project risks.
•allocates resources and inserts activities into project documents and the
project management plan as needed.

•Effective and appropriate risk responses can minimize individual threats,

maximize individual opportunities, and reduce overall project risk exposure.
Plan Risk Responses
Knowledge Area: Project Risk Management
Process Group: Planning
 Plan Risk Responses : Inputs

❖ Project Management Plan

❖ Project Documents
• Risk register.
•Priority level for each risk can help to guide the selection of appropriate risk
responses.
•Risk register identifies the nominated risk owner for each risk.
•It may also contain preliminary risk responses identified earlier .
•It also provide details like root causes, risk triggers and warning signs, risks requiring
responses in the near term, and risks where a need for additional analysis has been
identified.
• Risk report presents the current level of overall risk exposure of the project that will
inform selection of the risk response strategy.
•Stakeholder register identifies potential owners for risk responses.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Plan Risk Responses : Tools and Techniques

❖ Expert Judgment

❖ Data Gathering
• Interviews
•structured or semi-structured interviews with risk owners.

❖ Interpersonal And Team Skills

•Facilitation
A skilled facilitator can help risk owners understand the risk, identify and compare
alternative possible risk response strategies, choose an appropriate response strategy,
and identify and overcome sources of bias.
 Plan Risk Responses : Tools and Techniques

❖ Strategies For Threats

Five alternative strategies may be considered for dealing with threats, as follows:
• Escalate.
•When the project team or the sponsor agrees that a threat outside the scope of the
project or that the proposed response would exceed the PM’s authority. These are then
managed at program level, portfolio level, or at any other relevant part of the
organization

•Avoid.
•Chosen when a risk is simply not acceptable .
•Appropriate for high-priority threats with a high probability of occurrence and large
negative impact.
•Avoidance may involve changing some aspect of the project management plan like
extending the schedule , reducing scope or changing the objective that is in jeopardy in
order to eliminate the threat entirely, reducing its probability of occurrence to zero.
 Plan Risk Responses : Tools and Techniques

• Transfer.
•Transfer involves shifting ownership of a threat to a third party to manage the risk and
to bear the impact if the threat occurs.
• There are multiple ways in which risk may be transferred to another party, including:
Buying insurance, performance bonds, warranties ,guarantees, etc.
Using a subcontractor (e.g. Transfer of ownership and liability to another party )

•Mitigate. Mitigation involves taking actions that would reduce the probability of the
risk happening and/or its impact if it does. Early mitigation is often more effective that
trying to repair the damage after the threat has occurred. Where it is not possible to
reduce probability, a mitigation response might reduce the impact by targeting factors
that drive the severity.

•Accept. In this case, the risk is acceptable (to go ahead with the project, and live with
the risk). May still need to calculate total exposure and include adequate contingency in
the cost baseline.
 Plan Risk Responses : Tools and Techniques

❖ Strategies For Opportunities

•Escalate - When the project team or the sponsor agrees that a threat outside the
scope of the project or that the proposed response would exceed the PM’s authority.
These are then managed at program level, portfolio level, or at any other relevant
part of the organization.

•Exploit - To take the opportunity or increase the likelihood of occurrence to 100%.

•Share - Allocating a portion of an opportunity to a party best positioned to make it
happen. Examples include risk-sharing partnerships, joint ventures – in fact, any action
that would result in the opportunity happening to the benefit of both parties
involved.

•Enhance - Increase the probability and/or the positive impact of an opportunity. For
example, to obtain an incentive fee based on early completion, the project manager
might apply additional resources to an activity to ensure it is completed ahead of
schedule.

•Accept - Acknowledges the existence of an opportunity but no action is taken

towards its realization. Acceptance can be either active or passive
 Plan Risk Responses : Tools and Techniques

❖ Contingent Response Strategies

Some responses are designed for use only if certain events occur ─ requiring a
response plan that will be executed only under certain predefined conditions.
Risk responses identified using this technique are often called contingency plans or
fallback plans.
❖ Strategies for Overall Project Risk
•Avoid
•Exploit
•Transfer/Share
•Mitigate/Enhance
•Accept

❖ Data Analysis
•Alternatives analysis
•Cost-benefit analysis

❖ Decision Making
•Multi-criteria decision analysis
 Plan Risk Responses : Outputs

❖ Change Requests

❖ Project Management Plan Updates

❖ Project Documents Updates

Difference between Enhancing or Exploit

It's a pretty grey line between those two response strategies.

Exploit is a strategy focused on increasing the probability of occurrence to 100%,

whereas
enhance is the mirror-image of mitigate for negative risks in that it seeks to
increase the
Probability and/or impact of a positive risk but not necessarily to 100%.

For example, let's say we are participating in a company charitable raffle and
hence we have a
Positive risk of winning the main prize.

An enhance strategy would be to buy a few more tickets than most people.
An exploit strategy would be to buy ALL the tickets.
Project Procurement Management
 Project Procurement Management

• Project Procurement Management includes the processes necessary to

purchase or acquire products, services, or results needed from outside
the project team.

Plan Conduct Control

Procurement
Procurements Procurements
Management
Key Concepts For Project Procurement Management

•PM does not have to be a trained expert in procurement management laws and
regulations but should be familiar enough with the procurement process to make
intelligent decisions regarding contracts and contractual relationships.

• PM is typically not authorized to sign legal agreements binding the organization;

this is reserved for those who have the authority to do so.

•Project Procurement Management processes involve agreements that describe the

relationship between two parties—a buyer and a seller.

•The contracting approach and the contract itself should be written in a manner that
complies with local, national, and international laws regarding contracts.

•Anything not in the contract cannot be legally enforced.

•Depending on the application area, an agreement can be a contract, an SLA, MOU ,

or a purchase order.
 Plan Procurement Management

Plan Procurement Management is the process of documenting project

procurement decisions, specifying the approach and identifying potential
sellers.

Key benefit of this process is :

•determines whether to acquire goods and services from outside the project
and, if so, what to acquire as well as how and when to acquire it. Goods and
services may be procured from other parts of the performing organization
or from external sources.
Plan Procurement Management
Knowledge Area: Project Procurement Management
Process Group: Planning
 Plan Procurement Management : Inputs

❖ Project Charter
• contains the objectives, project description, summary milestones, and preapproved
financial resources.

❖ Business Documents
•Business case. The procurement strategy and business case need to be aligned to
ensure the business case remains valid.
• Benefits management plan describes when specific project benefits are expected to
be available, which will drive procurement dates and contract language.

❖ Project Management Plan

❖ Project Documents

❖Enterprise Environmental Factors

❖ Organizational Process Assets

 Plan Procurement Management : Inputs

•Contract Types
oFixed-price contracts
Firm Fixed Price (FFP) - Price is set and does not change unless the scope of
work changes. The seller is obligated to complete the work and must fund
any cost overruns. Riskiest for the contractor.
Fixed Price Incentive Fee (FPIF). A fixed-price arrangement that allows for
deviation from performance, with financial incentives tied to achieving
agreed-upon metrics. Within this, a price ceiling is set, and all costs above the
price ceiling are the responsibility of the seller. There is also a penalty fee
included.
Fixed Price With Economic Price Adjustment (FP-EPA). Typically used when a
contract spans a number of years, or if the payments are made in a different
currency. It contains provisions allowing for predefined final adjustments to
the contract price due to changed conditions, such as inflation changes or
commodity cost increases. This allows a form of protection for buyer and
seller from changes outside of their control.
 Plan Procurement Management : Inputs

oCost Reimbursable Contracts

Cost Plus Fixed Fee (CPFF) - The seller is reimbursed for all allowable costs
and receives a fixed-fee payment based on a percentage of the initial
estimate
Cost Plus Incentive Fee (CPIF) - Seller receives a predetermined fee based on
attainment of contractual performance goals. Overruns are shared based on a
pre-negotiated ratio. There is also a penalty fee included
Cost Plus Award Fee (CPAF) - All legitimate costs are reimbursed, but the
majority of the fee is earned based on the satisfaction of certain broad
subjective performances that are defined and incorporated into the contract.
The determination of the fee is based solely on the subjective determination
of seller performance by the buyer and is not subject to appeals. Riskiest for
management

oTime & Materials Contracts (T&M) –

Comprised of both fixed and cost reimbursable contract aspects, e.g.. when a
fixed SOW cannot be achieved in a time period or when the seller has a profit
limitations imposed upon them.
Plan Procurement Management :Tools and Techniques

❖ Expert Judgment
❖ Data Gathering
Market Research.
• includes examination of industry and specific seller capabilities.
•Procurement teams may leverage information gained at conferences, online
reviews, to identify market capabilities.
•Team may also refine specific procurement objectives to leverage maturing
technologies while balancing risks associated with the breadth of sellers who can
provide the desired materials or services.

❖ Data Analysis
Make-or-buy analysis.
•A make-or-buy analysis is used to determine whether work or deliverables can best
be accomplished by the project team or should be purchased from outside sources.
•Needs consideration on organization’s current resource allocation and their skills
and abilities, the need for specialized expertise, evaluating the risks involved with
each make-or-buy decision.
Plan Procurement Management :Tools and Techniques

❖ Source Selection Analysis

It is good practice to include the evaluation method in the procurement documents so
bidders know how they will be evaluated. Commonly used selection methods include:
•Least cost. Appropriate for procurements of a standard or routine nature.
•Qualifications only. Selection of a bidder based on credibility, qualifications,
experience, expertise, areas of specialization, and references.
• Quality-based/highest technical proposal score. Technical proposals are first
evaluated on the quality of the technical solution offered.
•Quality and cost based. Generally, inadvisable when uncertainty is great within the
project
•Sole source. Non-competitive awarding of a negotiated proposal.
• Fixed budget. Declaration of the available budget and selection of the highest
ranking technical proposal within that cost constraint.

❖ Meetings
• Information interchange meetings with potential bidders.
 Plan Procurement Management : Outputs

❖ Procurement Management Plan

Procurement management plan can include :

• How procurement will be coordinated with other project aspects, such as
project schedule development and control processes;
• Timetable of key procurement activities;
• Procurement metrics to be used to manage contracts;
• Stakeholder roles and responsibilities related to procurement,
• Constraints and assumptions that could affect planned procurements;
• The legal jurisdiction and the currency in which payments will be made;
• Prequalified sellers, if any, to be used.

A procurement management plan can be formal or informal, can be highly detailed or

broadly framed, and is based upon the needs of each project.
 Plan Procurement Management : Outputs

❖ Procurement Strategy

•Objective of the procurement strategy is to determine the project delivery method,

the type of legally binding agreement(s), and how the procurement will advance
through the procurement phases.
• Delivery methods. Delivery methods are different for professional services versus
construction projects.
•Contract payment types. Contract payment types are separate from the project
delivery methods and are coordinated with the buying organization’s internal
financial systems.
o Fixed-price contracts are suitable when the type of work is predictable and the
requirements are well defined and not likely to change.
oCost plus contracts are suitable when the work is evolving, likely to change, or not
well defined.
o Incentives and awards may be used to align the objectives of buyer and seller.
• Procurement phases. The procurement strategy can also include information on
procurement phases.
 Plan Procurement Management : Outputs

❖ Bid Documents
• Bid documents are used to solicit proposals from prospective sellers.
•Depending on the goods or services needed, the bidding documents can include a
request for information, request for quotation, request for proposal, or other
appropriate procurement documents.
• Request for information (RFI).
• Request for quotation (RFQ).
• Request for proposal (RFP).

❖ Procurement Statement Of Work

•Statement of work (SOW) for each procurement is developed from the project scope
baseline and defines only that portion of the project scope that is to be included within
the related contract.
• SOW describes the procurement item in sufficient detail to allow prospective sellers
to determine if they are capable of providing the products, services, or results.
•Information included in a SOW can include specifications, quantity desired, quality
levels, performance data, period of performance, work location, and other
requirements.
 Plan Procurement Management : Outputs

❖ Source Selection Criteria

Developed by the PM for use in scoring or rating the seller proposals received. The
source selection criteria may include :
• Capability and capacity;
• Product cost and life cycle cost;
• Delivery dates;
• Technical expertise and approach;
• Specific relevant experience;
• Key staff’s qualifications, availability, and competence;
• Financial stability of the firm;
• Management experience; and
• Suitability of the knowledge transfer program, including training.

❖ Make-or-buy Decisions
• Make-or-buy analysis results in a decision as to whether particular work can best be
accomplished by the project team or needs to be purchased from outside sources.
 Plan Procurement Management : Outputs

❖ Independent Cost Estimates

•For large procurements, the procuring organization may elect to either prepare its
own independent estimate or have a cost estimate prepared by an outside
professional estimator to serve as a benchmark on proposed responses.

•Significant differences in cost estimates can be an indication that the procurement

SOW was deficient or ambiguous, or that the prospective sellers either misunderstood
or failed to respond fully to the procurement SOW.

❖ Change Requests
•A decision that involves procuring goods, services, or resources may require a
change request.

❖ Project Documents Updates

❖ Organizational Process Assets Updates

• information on qualified sellers.
Project Stakeholder Management
 Project Stakeholder Management

Project Stakeholder Management includes the processes required to

identify the people, groups, or organizations that could impact or be
impacted by the project.

Plan Manage Control

Identify
Stakeholder Stakeholder Stakeholder
Stakeholders
Management Engagement Engagement
Key Concepts For Project Stakeholder Management

•Stakeholders are those who are impacted by or can impact the project in a
positive or negative way.

•Ability of the project team to correctly identify and engage all stakeholders
is a key to project success .

•Process of stakeholder identification and engagement should commence as

soon as possible after the project charter has been approved, the project
manager has been assigned and the team begins to form.

•Process of identifying and engaging stakeholders for the benefit of the

project is iterative.

•Activities of identification, prioritization, and engagement should be

reviewed and updated routinely.
 Plan Stakeholder Engagement

Plan Stakeholder Engagement is the process of developing approaches to

involve project stakeholders based on their needs, expectations, interests, and
potential impact on the project.

Key benefit of this process is :

•provides an actionable plan to interact effectively with stakeholders.
Plan Stakeholder Engagement
Knowledge Area: Project Stakeholder Management
Process Group: Planning
 Plan Stakeholder Engagement : Inputs

❖ Project Charter

❖ Project Management Plan

❖ Project Documents

❖ Agreements
•Needed for planning engagement of contractors and suppliers, coordinating with
the procurement/contracting group to ensure contractors and suppliers are
effectively managed.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

Plan Stakeholder Engagement :Tools and Techniques

❖ Expert Judgment

❖ Data Gathering
Benchmarking. Result of stakeholder analysis is compared with other
organizations/ projects .

❖ Data Analysis
•Assumption and constraint analysis. Analysis will help to tailor appropriate
engagement strategies.
•Root cause analysis identifies underlying reasons for the level of support of project
stakeholders in order to select the appropriate strategy to improve their level of
engagement.

❖Decision Making
Prioritization/ranking.
Stakeholders with the most interest and highest influence are often prioritized at the
top of the list.
Plan Stakeholder Engagement :Tools and Techniques

❖ Data Representation
•Mind mapping is used to visually organize information about
stakeholders and their relationship to each other and the organization.

•Stakeholder engagement assessment matrix (SEAM) - Comparison

between the current engagement levels of stakeholders and desired
engagement levels required for successful project delivery.(Fig. next slide )

The engagement level of stakeholders can be classified as follows:

oUnaware. Unaware of the project and potential impacts.
oResistant. Aware of the project and potential impacts but resistant to any
changes – usually these stakeholders will be unsupportive .
oNeutral. Aware of the project, but neither supportive nor unsupportive.
oSupportive. Aware of the project and potential impacts and supportive of
the work and its outcomes.
o Leading. Aware of the project and potential impacts and actively engaged
in ensuring that the project is a success.
Plan Stakeholder Engagement :Tools and Techniques

In Figure , C = current engagement level of each stakeholder and

D = desired engagement level of each stakeholder
Gap between current and desired for each stakeholder will direct the
level of communications necessary to effectively engage the stakeholder.
Closing of this gap between current and desired is an essential element of
monitoring stakeholder engagement.

❖ Meetings
Meetings are used to discuss and analyze the input data of the stakeholder
engagement planning process and to develop a sound stakeholder engagement
plan.
 Plan Stakeholder Engagement : Outputs

❖ Stakeholder Engagement Plan

•Includes the strategies and actions developed in this process designed to
promote productive involvement of stakeholders.

Contents of the plan may also include:

o Current and desired engagement levels
o Interrelationships that may exist among stakeholders.
o Information to be distributed to stakeholders.
 Develop Project Management Plan

Develop Project Management Plan is the process of defining, preparing, and

coordinating all plan components and consolidating them into an integrated
project management plan.

Key benefits of this process are :

•production of a comprehensive document that defines the basis of all
project work and how the work will be performed.

•PMP defines how the project is executed, monitored and controlled, and
closed.

•PMP may be either summary level or detailed , content varies depending on

the application area and complexity of the project .Each component plan is
described to the extent required by the specific project.
 Develop Project Management Plan

•PMP should be baselined; ( for scope, time, and cost,) so that during
project execution , performance can be compared and measured .

•PMP may be updated many times before it gets baselined , after which
changes has to go through Perform Integrated Change Control process.

•This results in a project management plan that is progressively elaborated

by controlled and approved updates extending through project closure.

•Projects that exist in the context of a program or portfolio should develop

a project management plan that is consistent with the program or portfolio
management plan.
e.g. (Cost Thresholds or CCB Board review )
Develop Project Management Plan
Knowledge Area: Integration Management
Process Group: Planning
 Develop Project Management Plan : Inputs

❖ Project Charter
• is used as a starting point for initial project planning.
•define the high-level information about the project which is elaborated in
the various components of the project management plan.

❖ Outputs From Other Processes

•Outputs from many of the other processes are integrated to create the
project management plan.
• Subsidiary plans and baselines that are an output from other planning
processes are inputs to this process.
•Changes to these documents may necessitate updates to the project
management plan.

❖ Enterprise Environmental Factors (EEF )

❖ Organization Process Assets(OPA)
Develop Project Management Plan :Tools and Techniques

❖ Expert Judgment

❖ Data Gathering
✓ Brainstorming
✓ Checklists
✓ Focus groups
•Bring together stakeholders to discuss the project management approach and the
integration of the different components of the project management plan.
✓ Interviews.
• Direct conversation method to obtain specific information from stakeholders
Develop Project Management Plan :Tools and Techniques

❖ Interpersonal And Team Skills

✓ Conflict management.
• Used to bring diverse stakeholders into alignment on all aspects of the project
management plan.
✓ Facilitation.
Facilitator ensures effective participation, mutual understanding, full buy-in of
all participants
✓ Meeting management.
•Ensures that the numerous meetings that are necessary to develop, unify, and
agree on the project management plan are well run.

❖ Meetings
•Team discuss the project approach, determine how work will be executed , and
establish the way the project will be monitored and controlled.
Develop Project Management Plan :Tools and Techniques

✓ Project kick-off meeting

• Usually associated with the end of planning and the start of executing.

•Purpose is to communicate the objectives of the project, gain the

commitment of the team for the project, and explain the roles and
responsibilities of each stakeholder.

Kick-off may occur at different points in time :

• For small projects, kick-off occurs shortly after initiation, in the Planning
Process Group, because the team is involved in planning.
•In large projects, the kick-off meeting takes place with processes in the
Executing Process Group.
• Multiphase projects will typically include a kick-off meeting at the
beginning of each phase.
 Develop Project Management Plan : Outputs

❖ Project Management Plan - describes how the project will be executed, monitored
and controlled, and closed.
•It integrates and consolidates all of the subsidiary management plans and baselines,
and other information necessary to manage the project.

✓ Project management plan components include Subsidiary management plans:

•Scope management plan. Establishes how the scope will be defined, developed,
monitored, controlled, and validated.
•Requirements management plan. Establishes how the requirements will be analyzed,
documented, and managed.
•Schedule management plan. Establishes the criteria and the activities for developing,
monitoring, and controlling the schedule.
•Cost management plan. Establishes how the costs will be planned, structured, and
controlled.
•Quality management plan. Establishes how an organization´s quality policies,
methodologies, and standards will be implemented in the project.
 Develop Project Management Plan : Outputs

•Resource management plan. Provides guidance on how project resources should be

categorized, allocated, managed, and released.
• Communications management plan. Establishes how, when, and by whom information
about the project will be administered and disseminated.
•Risk management plan. Establishes how the risk management activities will be
structured and performed.
•Procurement management plan. Establishes how the project team will acquire goods
and services from outside of the performing organization.
• Stakeholder engagement plan. Establishes how stakeholders will be engaged in project
decisions and execution, according to their needs, interests, and impact.

✓ Baselines:
•Scope baseline. The approved version of a scope statement, work breakdown structure
(WBS), and its associated WBS dictionary, which is used as a basis for comparison.
•Schedule baseline. The approved version of the schedule model that is used as a basis
for comparison to the actual results.
• Cost baseline. The approved version of the time-phased project budget that is used as a
basis for comparison to the actual results.
 Develop Project Management Plan : Outputs

✓ Additional components.
These components developed as part of this process will be dependent on the project;
often include:
•Change management plan. Describes how the change requests throughout the project
will be formally authorized and incorporated.
•Configuration management plan. Describes how the information about the items of the
project (and which items) will be recorded and updated so that the product, service, or
result of the project remains consistent and/or operative.
•Performance measurement baseline. An integrated scope-schedule-cost plan for the
project work against which project execution is compared to measure and manage
performance.
•Project life cycle. Describes the series of phases that a project passes through from its
initiation to its closure.
•Development approach. Describes the product, service, or result development approach,
such as predictive, iterative, agile, or a hybrid model.
•Management reviews. Identifies the points in the project when the project manager and
relevant stakeholders will review the project progress to determine if performance is
as expected, or if preventive or corrective actions are necessary.
List of the PMP components and project documents
 Section 04

Executing the Project

 Executing the Project
▪ Executing Process Group : Processes performed to complete the work defined
in the project management plan to satisfy the project requirements.
 Direct and Manage Project Work

Direct and Manage Project Work is the process of leading and performing the work
defined in the project management plan and implementing approved changes to
achieve the project’s objectives.

Key benefit of this process is :

•Provides overall management of the project work and deliverables, thus improving
the probability of project success.

•Implementation of approved changes: corrective action, preventive action, and/or

defect repair.

•During project execution, the work performance data is collected and

communicated to the applicable controlling processes for analysis.
Direct and Manage Project Work
Knowledge Area: Integration Management
Process Group: Executing
 Direct and Manage Project Work : Inputs
❖ Project Management Plan
•Any component of the project management plan may be an input to this process.

❖ Project documents

❖ Approved Change Requests

•Change Requests undergo Perform Integrated Change Control process, where
these get reviewed and approved for implementation by the project manager or
by the Change Control Board (CCB) .
•Approved change request may be a corrective action, a preventive action, or a
defect repair.

❖ Enterprise Environmental Factors (EEF)

❖ Organizational Process Assets (OPA)

Direct and Manage Project Work: Tools and Techniques

❖ Expert Judgment

❖Project management information system (PMIS)

PMIS provides access to information technology (IT) software tools, such as

scheduling software tools, work authorization systems, configuration
management systems, information collection and distribution systems, as well as
interfaces to other online automated systems such as corporate knowledge base
repositories.

❖Meetings
•Types of meetings include but are not limited to: kick-off, technical, sprint or
iteration planning, Scrum daily stand ups, steering group, problem solving,
progress update, and retrospective meetings.
 Direct and Manage Project Work: Outputs
❖ Deliverables
• Any unique and verifiable product, result, or capability to perform a service that is
required to be produced to complete a process, phase, or project.
•Outcomes of the project and can include components of the project management
plan.
•Change control should be applied once the first version of a deliverable has been
completed. The control of the multiple versions or editions of a deliverable (e.g..,
documents, software, and building blocks) is supported by configuration
management tools and procedures.

❖ Work performance data

• “.. are the raw observations and measurements identified during activities being
performed to carry out the project work.”
•Data is gathered through work execution and passed to the controlling processes
for further analysis ;from which information is derived .
E.g..; work completed, key performance indicators (KPIs), actual start and finish
dates of schedule activities, story points completed, deliverables status, schedule
progress, number of change requests, number of defects, actual costs incurred,
actual durations, etc.
 Direct and Manage Project Work: Outputs

❖ Issue Log
• Issues are unexpected outcomes(problems, gaps, inconsistencies, or conflicts ) which
Project
Manager faces and that require some action so they do not impact the project
performance.

• Issue log is a project document where all the issues are recorded and tracked , include
elements :
Issue type, Who raised the issue and when, Description, Priority, Who is assigned to
the issue, Target resolution date, Status, and Final solution.

•Issue log will help the project manager effectively track and manage issues, ensuring
that they are investigated and resolved.

•Issue log is created for the first time as an output of this process, although issues may
happen at any time during the project.

•Issue log is updated as a result of the monitoring and control activities throughout the
project’s life cycle.
 Direct and Manage Project Work: Outputs

❖ Change Request

•Any project stakeholder may request a change , can be initiated from inside or
outside the project and they can be optional or legally/contractually mandated.
• is a formal proposal to modify any document, deliverable, or baseline.
•are processed for review and disposition through the Perform Integrated Change
Control process.
Change requests may include:
• Corrective action. An intentional activity that realigns the performance of the
project work with the project management plan.
•Preventive action. An intentional activity that ensures the future performance of
the project work is aligned with the project management plan.
•Defect repair. An intentional activity to modify a nonconforming product or
product component.
•Updates. Changes to formally controlled project documents, plans, etc., to reflect
modified or additional ideas or content.
 Direct and Manage Project Work: Outputs

❖ Project Management Plan updates

•Any component of the project management plan may require a change request
as a result of this process which has to go through the organization’s change
control process .

❖ Project documents updates

Project documents that may be updated as a result of carrying out this process
include :
•Activity list
•Assumption log.
•Lessons learned register
•Requirements documentation.
•Risk register.
• Stakeholder register.

❖ Organizational Process Asset updates

 Manage Project Knowledge

Manage Project Knowledge is the process of using existing knowledge and

creating new knowledge to achieve the project’s objectives and contribute to
organizational learning.

The key benefits of this process are :

•prior organizational knowledge is leveraged to produce or improve the
project outcomes, and
•knowledge created by the project is available to support organizational
operations and future projects or phases.
 Manage Project Knowledge

Knowledge is commonly two types :

•“Explicit” ( easy to communicate, store, and distribute and is the knowledge found
in books, on the web, and other visual and oral means.)
• lacks context and is open to different interpretations.

•“Tacit” (highly personal, hard to formalize and difficult to communicate to others. It

may also be impossible to capture and difficult to express, such as beliefs, insights,
experience and “know-how”

•It resides in the minds of individual experts or in social groups and situations, and is
normally shared through conversations and interactions between people.
 Manage Project Knowledge

Knowledge management is concerned with managing both tacit and explicit

knowledge for two purposes:

Reusing existing knowledge and creating new knowledge.

•KM is about making sure the skills, experience, and expertise of the project team and
other stakeholders are used before, during, and after the project.

•KM creates an atmosphere of trust so that people are motivated to share their
knowledge.

•Knowledge is shared using a mixture of knowledge management tools and

techniques (interactions between people) and information management tools and
techniques (in which people codify part of their explicit knowledge by documenting it
so it can be shared).
Manage Project Knowledge
Knowledge Area: Integration Management
Process Group: Executing
 Manage Project Knowledge : Inputs

❖ Project Management Plan

All components of the project management plan are inputs.

❖ Project Documents
Project documents that can be considered as inputs for this process include :
✓ Lessons learned register.
• Provides information on effective practices .
✓ Project team assignments.
• Provide information on the type of competencies and experience available in the
project and the knowledge that may be missing.
✓ Resource breakdown structure.
•includes information on the composition of the team and may help to understand
what knowledge is available as a group and what knowledge is missing.
✓ Stakeholder register.
•Contains details about the identified stakeholders to help understand the knowledge
they may have.
 Manage Project Knowledge : Inputs

❖ Deliverables
•A deliverable is any unique and verifiable product, result, or capability to perform a service
that is required to be produced to complete a process, phase, or project.
•Deliverables are typically tangible components completed to meet the project objectives
and can include components of the project management plan.

❖ Enterprise Environmental Factors (EEF )

❖ Organizational Process Assets (OPA’s )

 Manage Project Knowledge : Tools and Techniques

❖ Expert Judgment
Expertise from individuals or groups with specialized knowledge or training in topics
like :
•Knowledge management, Information management, Organizational learning,
Knowledge and information management tools, and relevant information from other
projects.

❖ Knowledge Management
Knowledge management tools and techniques connect people so they can work
together to create new knowledge, share tacit knowledge, and integrate the
knowledge of diverse team members.

All of these tools and techniques can be applied face-to-face or virtually, or both.
Face-to-face interaction is usually the most effective way to build the trusting
relationships that are needed to manage knowledge. Once relationships are
established, virtual interaction can be used to maintain the relationship.
 Manage Project Knowledge : Tools and Techniques

Tools and techniques (depend on the nature of the project ) include :

• Networking, including informal social interaction and online social networking.
•Communities of practice (also called communities of interest) and special interest
groups;
• Meetings, including virtual meetings;
• Work shadowing ;
• Discussion forums such as focus groups;
• Knowledge-sharing events such as seminars and conferences;
• Workshops;
• Storytelling;
• Creativity and ideas management techniques;
• Knowledge fairs ; and
• Training that involves interaction between learners.
 Manage Project Knowledge : Tools and Techniques

❖ Information management
Information management tools and techniques are used to create and connect people
to information. They are effective for sharing simple, unambiguous, codified explicit
knowledge. They include :
•Information gathering, for example, web searches and reading published articles; and
•Project management information system (PMIS) , also include document
management systems.

❖ Interpersonal and Team Skills

The interpersonal and team skills used include :
✓ Active listening.
✓ Facilitation.
✓ Leadership.
✓ Networking.
✓ Political awareness.
helps the project manager to plan communications based on the project
environment as well as the organization’s political environment.
 Manage Project Knowledge : Outputs

❖ Lessons Learned Register

• include the category and description of the situation.
•include the impact, recommendations, and proposed actions associated with the
situation.
• record challenges, problems, realized risks and opportunities.

✓Lessons learned register is created as an output of this process early in the

project. Thereafter it is used as an input and updated as an output in many
processes throughout the project.

✓Persons or teams involved in the work are also involved in capturing the lessons
learned.
✓ Knowledge can be documented using videos, pictures, audios, or other suitable
means that ensure the efficiency of the lessons captured.
✓At the end of a project or phase, the information is transferred to an
organizational process asset called a lessons learned repository.
 Manage Project Knowledge : Outputs

❖ Project Management Plan Updates

✓Any change to the project management plan goes through the organization’s
change control process via a change request.
✓Any component of the project management plan may be updated as a result of
this process.

❖ Organizational Process Assets Updates

✓All projects create new knowledge. Some of this knowledge is codified,
embedded in deliverables, or embedded in improvements to processes and
procedures as a result of the Manage Project Knowledge process.
✓Existing knowledge can also be codified or embedded for the first time as a result
of this process; for example, if an existing idea for a new procedure is piloted in the
project and found to be successful.
✓ Any organizational process asset can be updated as a result of this process.
 Manage Quality

Manage Quality is the process of translating the quality management plan into
executable quality activities that incorporate the organization’s quality policies
into the project.

Key benefits of this process are :

•increases the probability of meeting the quality objectives as well as
identifying ineffective processes and causes of poor quality.
•Manage Quality uses the data and results from the control quality process
to reflect the overall quality status of the project to the stakeholders.
 Manage Quality
Knowledge Area: Project Quality Management
Process Group: Execution
 Manage Quality : Inputs
❖Project Management Plan
Quality management plan

❖ Project Documents
•Lessons learned register. Lessons learned earlier in the project with regard to
managing quality can be applied to later phases in the project to improve the
efficiency and effectiveness of managing quality.
•Quality control measurements are used to analyze and evaluate the quality of the
processes and deliverables of the project against the standards of the performing
organization or the requirements specified. Quality control measurements can also
compare the processes used to create the measurements and validate actual
measurements to determine their level of correctness.
• Quality metrics are used as a basis for the development of test scenarios for the
project and its deliverables and as a basis for improvement initiatives.
•Risk report is used to identify sources of overall project risk and the most important
drivers of overall risk exposure that can impact the quality objectives of the project.
❖ Organizational Process Assets
 Manage Quality : Tools and Techniques

❖ Data Gathering
Checklists is a structured tool, usually component-specific, used to verify that a set of
required steps has been performed or to check if a list of requirements has been
satisfied.

❖ Data Analysis
•Alternatives analysis is used to evaluate identified options in order to select which
different quality options or approaches are most appropriate to use.
•Document analysis. The analysis of different documents produced as part of the
output of project control processes, such as quality reports, test reports, performance
reports, etc.
•Process analysis identifies opportunities for process improvements. This analysis also
examines problems, constraints, and non-value-added activities that occur during a
process.
•Root cause analysis (RCA) is an analytical technique used to determine the basic
underlying reason that causes a variance, defect, or risk.
 Manage Quality : Tools and Techniques

❖ Decision Making
Multi-criteria decision analysis is used to evaluate several criteria when discussing
alternatives that impact project or product quality.
❖ Data Representation
•Affinity diagrams organize potential causes of defects into groups showing areas
that should be focused on the most.
•Cause-and-effect diagrams also known as fishbone diagrams, why-why diagrams, or
Ishikawa diagrams. This type of diagram breaks down the causes of the problem
statement identified into discrete branches, helping to identify the main or root
cause of the problem.
•Flowcharts show a series of steps that lead to a defect.
•Histograms show a graphical representation of numerical data.
•Matrix diagrams seeks to show the strength of relationships among factors,
causes, and objectives that exist between the rows and columns that form the
matrix.
•Scatter diagrams is a graph that shows the relationship between two variables.
 Manage Quality : Tools and Techniques

❖ Audits
•An audit is a structured, independent process used to determine if project activities
comply with organizational and project policies, processes, and procedures.
•Quality audits may be scheduled or random, and may be conducted by internal or
external auditors.
• Quality audits can confirm the implementation of approved change requests
including updates, corrective actions, defect repairs, and preventive actions.

❖ Design For X
•Design for X (DfX) is a set of technical guidelines that may be applied during the
design of a product for the optimization of a specific aspect of the design.
•The X in DfX can be different aspects of product development, such as reliability,
deployment, assembly, manufacturing, cost, service, usability, safety, and quality.
•It may result in cost reduction, quality improvement, better performance, and
customer satisfaction and can control or even improve the product’s final
characteristics.
 Manage Quality : Tools and Techniques

❖ Problem Solving
•Problem solving entails finding solutions for issues or challenges.
•It can include gathering additional information, critical thinking, creative, quantitative
and/or logical approaches.
•Effective and systematic problem solving is a fundamental element in quality assurance
and quality improvement.

❖ Quality Improvement Methods

•Quality improvements can occur based on findings and recommendations from quality
control processes, the findings of the quality audits, or problem solving in the Manage
Quality process.
•Plan-do-check-act and Six Sigma are two of the most common tools employed to do
this.
 Manage Quality : Outputs

❖ Quality Reports
• Can be graphical, numerical, or qualitative.
•The information provided can be used by other processes and departments to take
corrective actions in order to achieve the project quality expectations.

❖ Test And Evaluation Documents

• Are created based on industry needs and the organization’s templates.
•They are inputs to the Control Quality process and are used to evaluate the achievement
of quality objectives.
•E.g.. dedicated checklists and detailed requirements traceability matrices as part of the
document.
 Manage Quality : Outputs

❖ Change Requests
•If changes occur during the Manage Quality process that impact any of the
components of the project management plan, project documents, or project or product
management processes, the project manager should submit a change request and
follow the Perform Integrated Change Control process.

❖ Project Management Plan Updates

• Quality management plan. The agreed-upon approach to managing quality may need
to be modified due to the actual results.
•Scope baseline may change as a result of specific quality management activities.
• Schedule baseline may change as a result of specific quality management activities.
•Cost baseline may change as a result of specific quality management activities.

❖ Project Documents Updates

• Issue log
• Lessons learned register
• Risk register
 Acquire Resources

Acquire Resources is the process of obtaining team members, facilities,

equipment, materials, supplies, and other resources necessary to complete
project work.

Key benefits of this process is :

•outlines and guides the selection of resources and assigns them to their
respective activities.
Acquire Resources
Knowledge Area: Project Resource Management
Process Group: Executing
 Acquire Resources: Inputs
❖ Project Management Plan
•Resource management plan provides guidance on how to acquire resources for the
project.
• Procurement management plan guides on resources that will be acquired from outside
the project.
• Cost baseline provides the overall budget for the project activities.

❖ Project Documents
•Project schedule shows the activities and their planned start and end dates to help
determine when the resources need to be available and acquired.
•Resource calendars document the time periods that each resource needed for the
project is available for the project.
•Resource requirements identify which resources need to be acquired.
• Stakeholder register may reveal stakeholders’ needs or expectations for specific
resources to be used on the project.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Acquire Resources : Tools and Techniques

❖ Decision Making
• Multi-criteria decision analysis -
• Selection criteria often used to select physical project resources, or the project
team.
• Further ,criteria are developed and used to rate or score potential resources
• Some examples of selection criteria can include availability, cost, ability, experience,
knowledge, skills, attitude, and international factors.

❖ Interpersonal And Team Skills

Negotiation -The project management team may need to negotiate staff assignments
with:
•Functional managers. Ensure that the project receives the best resources possible in
the required timeframe and until their responsibilities are complete.
•Other project management teams within the performing organization. Appropriately
assign or share scarce or specialized resources.
• External organizations and suppliers. Provide appropriate, scarce, specialized,
qualified, certified, or other such resources.
 Acquire Resources : Tools and Techniques
❖ Pre-assignment
• When physical or team resources for a project are determined in advance, they are
considered pre-assigned.
•This situation can occur if the project is the result of specific resources being
identified as part of a competitive proposal or if the project is dependent upon the
expertise of particular persons.
• Some staff assignments are pre-defined within the project charter.

❖ Virtual Teams
•Virtual teams have been made possible by the advances in communication
technology.
• Use of virtual teams creates new possibilities when acquiring project team members.
•These include people who live in different geographic areas, employees who work
from home offices or with varying shift patterns, people with disabilities or mobility
limitations or those projects that would have been ignored or cancelled due to travel
expenses, etc.
•There are also some disadvantages including the difficulties in sharing knowledge
and experience between team members, cost of appropriate technology, etc.
 Acquire Resources : Outputs

❖ Physical Resource Assignments

•Records the material, equipment, supplies, locations, and other physical resources that
will be used during the project.

❖ Project Team Assignments

•Records the team members and their roles and responsibilities to be used in the
project.

❖ Resource Calendars
• Record, in calendar format, the periods of availability/non-availability of each resource.
•This also specifies when and for how long identified team and physical resources will
be available during the project.
• This includes consideration of attributes such as resource experience and/or skill level,
as well as various geographical locations.
 Acquire Resources : Outputs

❖ Project Management Plan Updates

❖ Change Requests
• Resource management plan may be updated to reflect actual experience in acquiring
resources .
• Cost baseline may change as a result of the acquisition of resources for the project.
❖ Project Documents Updates
•Lessons learned register is updated with information on challenges encountered and
how they could have been avoided as well as approaches that worked well for acquiring
resources.
• Project schedule. Changes may result from the availability of required resources.
•Resource breakdown structure. Resources acquired during this process are recorded in
the resource breakdown structure.
•Resource requirements document is updated to reflect resources acquired for the
project.
•Risk register. New risks identified during this process are recorded in the risk register
and managed using the risk management processes.
• Stakeholder register is updated with any new stakeholders and any new information
about existing stakeholders that has been gained as a result of this process.
 Acquire Resources : Outputs

❖ Enterprise Environmental Factors Updates

• Resource availability within the organization, and
• Amount of the organization’s consumable resources that have been used.

❖ Organizational Process Assets Updates

• Documentation related to acquiring, assigning and allocating resources.
 Develop Team

Develop Team is the process of improving competencies, team member

interaction, and the overall team environment to enhance project performance.

Key benefit of this process is :

•results in improved teamwork, enhanced interpersonal skills and
competencies, motivated employees, reduced attrition, and improved overall
project performance.
 Develop Team
Knowledge Area: Project Resource Management
Process Group: Executing
 Develop Team : Inputs

❖ Project Management Plan

Resource management plan provides guidance on providing project team member rewards,
feedback, additional training, and disciplinary actions as a result of team performance
assessments and other forms of project team management. The resource management plan may
include also the team performance assessment criteria.
❖ Project Documents
•Lessons learned register. Lessons learned earlier in the project with regard to developing the
team can be applied to later phases in the project to improve team performance.
• Project schedule defines how and when to provide training to the project team and develop the
competencies required at different phases.
• Project team assignments identify the team and member roles and responsibilities.
•Resource calendars identify times when the project team members can participate in team
development activities based on the availability during the entire project.
•Team charter is where the team operating guidelines are documented.
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
 Develop Team : Tools and Techniques
❖ Colocation
•Sometimes called “tight matrix”, this involves placing many or all of the most active
project team members in the same physical location to enhance their ability to perform
as a team.
•Colocation can be temporary, such as at strategically important times during the
project or for the duration of the entire project.
•Colocation strategies can include a team meeting room - often called a “WAR room” ,
common places to post schedules , which enhances communication and a sense of
community.

❖ Virtual Teams
•Can bring benefits such as the use of more skilled resources, reduced costs, less travel
and relocation expenses, and the proximity of team members to suppliers, customers,
or other key stakeholders.
•Virtual teams can use technology to create an online team environment where the
team can store files, use conversations threads to discuss issues, and keep a team
calendar.
 Develop Team : Tools and Techniques

❖ Communication Technology
•It is important in addressing the team development issues in collocated and virtual teams.
•It helps build a harmonious environment for the collocated team and a better understanding for
the virtual team. Examples of communication technology that may be used are:
•Shared portal- shared repository for information sharing (e.g.., website, collaboration software or
intranet)
•Video /Audio conferencing – both important technique for effective communication with virtual
teams.
•Email/chat- also an effective technique.

❖ Interpersonal And Team Skills

• Conflict management. PM needs to resolve conflicts in a timely manner and in a constructive way.
•Influencing-is gathering relevant and critical information to address important issues and reach
agreements while maintaining mutual trust.
• Motivation-empowering team to participate in decision making and encouraging them to work
independently.
• Negotiation -is used to reach consensus on project needs.
• Team building is conducting activities that enhance the team’s social relations and build
a collaborative and cooperative working environment.
 Develop Team : Tools and Techniques

❖ Recognition And Rewards

•Original Plans for rewarding people are developed during the Plan Resource
Management process.
•A reward given is effective only if it satisfies a need valued by that individual.
•Award decisions are made formally/informally during managing the Project Team
process.
•It is advisable to give recognition during the life cycle of the project - rather than at the
end.
•Cultural differences should be considered when determining recognition and rewards.
•People are motivated if they feel they are valued in the organization and this value is
demonstrated by the rewards given to them. Most project team members are
motivated by an opportunity to grow, accomplish, and apply their professional skills to
meet new challenges.
 Develop Team : Tools and Techniques

❖ Training
• Includes all activities designed to enhance the competencies of the project team members.
•Training can be formal or informal.
•Examples of training methods include classroom, online, computer-based, on-the-job training from
another project team member, mentoring, and coaching.
•Training costs could be included in the project budget or supported by the performing organization.

❖ Individual And Team Assessments

• These tools give PM and the project team insight into areas of strengths and weaknesses.
• These tools help PM assess team members’ preferences, aspirations, how they process and
organize information, how they make decisions, and how they interact with people.
•Example of such tools like attitudinal surveys, structured interviews, ability tests, and focus
groups.
• When used correctly, these tools can facilitate a more productive team.

❖ Meetings
Example : Project orientation meetings, teambuilding meetings, and team development
meetings.
 Develop Team : Outputs

❖ Team Performance Assessments

• Project Team comes out with formal or informal assessments of the project team’s
effectiveness.
• The evaluation of a team’s effectiveness may include indicators such as:
Improvements in skills , competencies , Reduced staff turnover rate , and Increased
team cohesiveness .

❖ Change Requests

❖ Project Management Plan Updates

Resource management plan may get updated .
 Develop Team : Outputs

❖ Project Documents Updates

•Lessons learned register is updated with approaches that worked well and which
don’t.
• Project schedule is updated with activities to develop the project team.
• Project team assignments. Team development may result in changes to agreed upon
assignments.
•Resource calendars are updated to reflect the availability of resources for the
project.
• Team charter may be updated to reflect changes to agreed-upon team operating
guidelines.

❖ Enterprise Environmental Factors Updates

• Employee development plan records, and
• Skill assessments.
❖ Organizational Process Assets Updates
• Training requirements, and
• Personnel assessment.
 Develop Team

Tuckman ladder Model - Bruce Tuckman created a model to define five stages of team
development.
These are:

•Forming. This phase is where the team members meet and learn
Norming Storming
about the project and their formal roles and responsibilities.
Team members tend to be independent and not as open in this
phase.
Performi
Forming
ng
•Storming. During this phase, the team begins to address the
project work, technical decisions, and the project management
approach. If team members are not collaborative or open to
Adjourning
differing ideas and perspectives, the environment can
become counterproductive.

•Norming. In this phase, team members begin to work together and adjust their work habits and
behaviors to support the team. The team members learn to trust each other.
 Develop Team

•Performing. Teams that reach the performing stage function as a well-organized

unit. They are interdependent and work through issues smoothly and effectively.

•Adjourning. In this phase, the team completes the work and moves on from the
project. This typically occurs when staff is released from the project as deliverables
are completed or as part of the Close Project or Phase process.
 Develop Team : Motivational Theories

Maslow’s Hierarchy of Needs- He created a

Self
pyramid to show how people are motivated Actualization

and said one cannot ascend to the next level

Esteem
Appreciation and
until the levels below are fulfilled. respect

Love and Belonging

Friendship, intimacy, family
or a group bond

Safety/Security
Job and financial security, health and
wellbeing

Physiological
Air, water, food, housing, clothing
 Develop Team : Motivational Theories

Vroom’s Expectancy Theory

A simple theory stating that people will tend to be motivated if two conditions are
satisfied:
o They believe their efforts will lead to successful results.
o They believe they will be rewarded for their contribution to the team’s success
─If their expectations are not met ─ then they will be demotivated
 Develop Team : Motivational Theories

Herzberg’s Theory of Motivation

This Theory is based on hygiene factors and motivators:
o Hygiene factors may include working conditions, salary , personal life
,relationships at work , security . Poor hygiene factors may destroy motivation
but improving them is not likely to increase motivation.
o Motivators include recognition, work content, responsibility, and growth.
Herzberg’s Theory of Motivation
• Salaries, Wages & other • Sense of personal achievement
benefits • Status
• Good inter-personal • Recognition
relationships
• Challenging/stimulating work
• Job security
• Responsibility
• Working conditions
• Opportunity for advancement
• Work/Life balance
• Promotion
Hygiene Factors • Growth

When in place, these Motivator Factors

factors result in…
When in place, these
factors result in…
✓ General satisfaction
✓ Prevention of dissatisfaction
✓ High motivation
✓ High satisfaction
✓ Strong commitment
 Develop Team : Motivational Theories

McGregor’s XY Theory
McGregor believed that all workers fit into one of two groups, X and Y.

Theory X :Managers who accept this theory believe that people need to be
watched every minute. They believe employees are incapable, avoid
responsibility, and avoid work whenever possible.

Theory Y : Managers who accept this theory believe that people are willing to
work without supervision , and want to achieve . They believe employees can
direct their own efforts. They are creative, committed and want to achieve
something.
 Develop Team : Motivational Theories

David McClelland's Theory of Needs (or Acquired Needs Theory)

This theory states that people are most motivated by one of the three needs listed in
the following table. A person falling into one category would be managed differently
than a person falling into another category.
 Manage Team

Manage Team is the process of tracking team member performance, providing

feedback, resolving issues, and managing team changes to optimize project
performance.

Key benefits of this process is :

• influences team behavior, manages conflict, and resolves issues.
 Manage Team
Knowledge Area: Project Resource Management
Process Group: Executing
 Manage Team: Inputs

❖ Project Management Plan

Resource Management Plan provides guidance on how
project team resources should be managed and eventually
released.

❖ Project Documents

❖ Work Performance Reports

•Information from performance reports and related forecasts assists in determining
future team resource requirements, recognition and rewards, and updates to the
resource management plan.

❖ Team Performance Assessments

•Continually assessing the project team’s performance, actions can be taken to resolve
issues, modify communication, address conflict, and improve team interaction.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Manage Team : Tools and Techniques

❖ Interpersonal And Team Skills

• Conflict management.

• Conflict is inevitable in a project environment.

•Sources of conflict include scarce resources, scheduling priorities, and personal work
styles.
• Successful conflict management results in greater productivity and positive working
relationships.
•When managed properly, differences of opinion can lead to increased creativity and
better decision making.
•If the differences become a negative factor, project team members are initially
responsible for their resolution. If conflict escalates, the project manager should help
facilitate a satisfactory resolution.
•Conflict should be addressed early and usually in private, using a direct, collaborative
approach.
•If disruptive conflict continues, formal procedures may be used, including disciplinary
actions.
 Manage Team : Tools and Techniques

There are five general techniques for resolving conflict. Each technique has its place
and use:

•Withdraw/avoid. Retreating from an actual or potential conflict situation; postponing

the issue to be better prepared or to be resolved by others.
• Smooth/accommodate. Emphasizing areas of agreement rather than areas of
difference; conceding one’s position to the needs of others to maintain harmony and
relationships.
•Compromise/reconcile. Searching for solutions that bring some degree of satisfaction
to all parties in order to temporarily or partially resolve the conflict. This approach
occasionally results in a lose-lose situation.
•Force/direct. Pushing one’s viewpoint at the expense of others; offering only win-lose
solutions, usually enforced through a power position to resolve an emergency. This
approach often results to a win-lose situation.
•Collaborate/problem solve. Incorporating multiple viewpoints and insights from
differing perspectives; requires a cooperative attitude and open dialogue that typically
leads to consensus and commitment. This approach can result in a win-win situation.
 Manage Team : Tools and Techniques

•Decision making involves the ability to negotiate and influence the organization and
the project management team.

•Emotional intelligence is the ability to identify, assess, and manage the personal
emotions of oneself and other people, as well as the collective emotions of groups of
people.

•Influencing include skills like :

• Ability to be persuasive; Clearly articulating points and positions;
• High levels of active and effective listening skills;
•Awareness of, and consideration for, the various perspectives in any situation.

• Leadership is the ability to lead a team and inspire them to do their jobs well.
• It is important through all phases of the project life cycle.

❖ Project Management Information System (PMIS)

PMIS can include resource management or scheduling software that can be used
for managing and coordinating team members across project activities.
 Manage Team : Outputs

❖ Change Requests
E.g.., staffing changes made by choice or by uncontrollable events, can disrupt the
project team.
This disruption can cause the schedule to slip or the budget to be exceeded. Staffing
changes include moving people to different assignments, outsourcing some of the
work, or replacing team members who leave.

❖ Project Management Plan Updates

❖ Project Documents Updates

❖ Enterprise Environmental Factors Updates

• Input to organizational performance appraisals, and
• Personnel skill.
 Manage Communications

Manage Communications is the process of ensuring timely and appropriate

collection ,creation, distribution, storage, retrieval, management, monitoring,
and the ultimate disposition of project information.

Key benefit of this process is :

•enables an efficient and effective information flow between the project team
and the stakeholders.
Manage Communications
Knowledge Area: Project Communications Management
Process Group: Executing
 Manage Communications: Inputs

❖ Project Management Plan

❖ Project Documents

❖ Work Performance Reports

•are circulated to the project stakeholders through this process as defined in the
communications management plan.
•E.g..: status reports, progress reports , Earned value graphs and information, trend
lines and forecasts, reserve burndown charts, defect histograms, contract
performance information, and risk summaries.
•They can be presented as dashboards, heat reports, stop light charts, for creating
awareness and generating decisions and actions.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Manage Communications : Tools and Techniques

❖ Communication Technology

❖ Communication Methods

❖ Communication Skills
•Communication competence -skills that considers factors such as clarity of purpose in
key messages, effective relationships and information sharing, and leadership
behaviors.
•Feedback. Feedback is information about reactions to communications, a deliverable,
or a situation. Examples include coaching, mentoring, and negotiating.
•Nonverbal include appropriate body language to transmit meaning through gestures,
tone of voice, eye contact and facial expressions.
•Presentations is formal delivery of information and/or documentation. Clear and
effective presentations of project information to relevant stakeholders can include
Progress reports, information updates to stakeholders to support decision making.
 Manage Communications : Tools and Techniques

❖ Project Management Information System (PMIS)

PMIS can ensure that stakeholders can easily retrieve the information they need in
a timely way. Project information is managed and distributed using a variety of
tools, including:
•Electronic project management tools. Project management software, meeting and
virtual office support software, web interfaces, specialized project portals and
dashboards.
•Electronic communications management. Email, fax, and voice mail; audio, video
and web conferencing; and websites and web publishing.
•Social media management. Websites and web publishing; and blogs and
applications, which offer the opportunity to engage with stakeholders and form
online communities.

❖ Project Reporting
•Project reporting is the act of collecting and distributing project information.
•The format may range from a simple communication to more elaborate custom
reports and presentations.
 Manage Communications : Tools and Techniques

❖ Interpersonal And Team Skills

•Active listening involve acknowledging, clarifying and confirming, understanding, and
removing barriers that adversely affect comprehension.
• Conflict management.
• Cultural awareness.
•Meeting management is taking steps to ensure meetings meet their intended
objectives effectively and efficiently.
•Networking is interacting with others to exchange information and develop contacts.
•Political awareness assists the project manager in engaging stakeholders appropriately
to maintain their support throughout the project.

❖ Meetings
Meetings support the actions defined in the communication strategy and
communications plan.
 Manage Communications : Outputs
❖ Project Communications
•include performance reports, deliverable status, schedule progress, cost incurred,
presentations, etc.

❖ Project Management Plan Updates

•Communications management plan.
• Stakeholder engagement plan.

❖ Project Documents Updates

• Issue log is updated to reflect any communication issues on the project.
• Lessons learned register is updated with information on challenges encountered.
•Project schedule may be updated to reflect the status of communication activities.
•Risk register is updated to capture risks associated with managing communications.
•Stakeholder register can be updated to include information regarding communications
activities with project stakeholders.

❖ Organizational Process Assets Updates

 Implement Risk Responses

Implement Risk Responses is the process of implementing agreed-upon risk

response plans.

Key benefit of this process is :

•ensures that agreed-upon risk responses are executed as planned in order
to address overall project risk exposure, minimize individual project threats,
and maximize individual project opportunities.
Implement Risk Responses
Knowledge Area: Project Risk Management
Process Group: Executing
 Implement Risk Responses : Inputs

❖ Project Management Plan

• Risk management plan.

❖ Project Documents
•Lessons learned register. Lessons learned earlier in the project with regard to
implementing risk responses can be applied to later phases in the project to improve
the effectiveness of this process.
•Risk register records the agreed-upon risk responses for each individual risk and the
nominated owners for each response plan.
•Risk report includes an assessment of the current overall project risk exposure, as
well as the agreed-upon risk response strategy. It also describes the major individual
project risks with their planned responses.

❖ Organizational Process Assets

Implement Risk Responses : Tools and Techniques

❖ Expert Judgment

❖ Interpersonal And Team Skills

Influencing.
Some risk response actions may be owned by people outside the immediate project
team or who have other competing demands.
The project manager or person responsible for facilitating the risk process may need
to exercise influencing to encourage nominated risk owners to take necessary
action where required.

❖ Project Management Information System (PMIS)

•include schedule, resource, and cost software to ensure that agreed-upon risk
response plans and their associated activities are integrated into the project
alongside other project activities.
 Implement Risk Responses : Outputs

❖ Change Requests

❖ Project Documents Updates

• Issue log issues are identified as part of the Implement Risk Responses
process, they are recorded in the issue log.

• Lessons learned register.

• Project team assignments. Once the risk responses are confirmed, the
necessary resources should be allocated to each action associated with a
risk response plan.

• Risk register may be updated to reflect any changes to the previously

agreed-upon risk responses for individual project risks.

• Risk report.
 Conduct Procurements

Conduct Procurements is the process of obtaining seller responses, selecting a

seller, and awarding a contract.

Key benefit of this process is :

•selects a qualified seller and implements the legal agreement for delivery.
The end results of the process are the established agreements including
formal contracts.
Conduct Procurements
Knowledge Area: Project Procurement Management
Process Group: Executing
 Conduct Procurements : Inputs
❖ Project Management Plan
❖ Project Documents
❖ Procurement Documentation
Procurement documentation can include:
•Bid documents include the RFI, RFP, RFQ, or other documents sent to sellers to
develop a bid response.
•Procurement statement of work (SOW) provides sellers with a clearly stated set of
goals, requirements, and outcomes from which they can provide a quantifiable
response.
•Independent cost estimates provide a reasonableness check for the proposals
submitted by bidders.
• Source selection criteria describe how bidder proposals will be evaluated, including
evaluation criteria and weights.
❖ Seller Proposals
•It is prepared in response to a procurement document and form the basis of
evaluation body to select one or more successful bidders (sellers) , according to the
source selection criteria and selects the seller that can best satisfy the buying
organization’s requirements.
❖ Enterprise Environmental Factors
❖ Organizational Process Assets
 Conduct Procurements :Tools and Techniques
❖ Expert Judgment
❖ Advertising
•Most government jurisdictions require public advertising of contracts.
•Existing lists of potential sellers often can be expanded by placing advertisements in
general circulation publications such as selected newspapers or in specialty trade
publications.

❖ Bidder Conferences
•Bidder conferences (also called contractor conferences, vendor conferences, and pre-
bid conferences) are meetings between the buyer and prospective sellers prior to
proposal submittal.
•They are used to ensure that all prospective bidders have a clear and common
understanding of the procurement and no bidders receive preferential treatment.

❖ Data Analysis
Proposal evaluation.
Proposals are evaluated to ensure they are complete and respond in full to the bid
documents, procurement statement of work, source selection criteria, that went out in
the bid package.
❖ Interpersonal And Team Skills
Negotiation.
 Conduct Procurements : Outputs
❖ Selected Sellers
•Those who have been judged to be in a competitive range based on the outcome of
the proposal or bid evaluation.

❖ Agreements
•A contract is a mutually binding agreement that obligates the seller to provide the
specified products, services, or results; obligates the buyer to compensate the seller;
and represents a legal relationship that is subject to remedy in the courts.

❖ Change Requests

❖Project Management Plan Updates

❖Project Documents Updates

❖Organizational Process Assets Updates

•Listings of prospective and prequalified sellers
 Manage Stakeholder Engagement

Manage Stakeholder Engagement is the process of communicating and

working with stakeholders to meet their needs and expectations, address
issues, and foster appropriate stakeholder involvement.

Key benefit of this process is :

•allows the project manager to increase support and minimize resistance
from stakeholders.
Manage Stakeholder Engagement
Knowledge Area: Project Stakeholder Management
Process Group: Executing
 Manage Stakeholder Engagement : Inputs

❖ Project Management Plan

•Communications management plan describes the methods, formats, and
technologies used for stakeholder communication.
•Risk management plan describes the risk categories, risk appetites, and reporting
formats that can be used to manage stakeholder engagement.
•Stakeholder engagement plan provides guidance and information on managing
stakeholder expectations.
•Change management plan describes the process for submitting, evaluating and
implementing changes to the project.
 Manage Stakeholder Engagement : Inputs

❖ Project Documents
•Change log documents change requests and their status need to be communicated
to the appropriate stakeholders.
•Issue log stakeholder concerns are documented in the issue log, as well as any
assigned action items associated with managing the issue.
•Lessons learned register. Lessons learned earlier in the project with regard to
managing stakeholder engagement can be applied to later phases in the project to
improve the efficiency and effectiveness of this process.
•Stakeholder register provides the list of project stakeholders and any information
needed to execute the stakeholder engagement plan.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Manage Stakeholder Engagement :Tools and
Techniques
❖ Expert Judgment

❖ Communication Skills
Feedback - The project management team uses feedback to assist in understanding
stakeholder reaction to the various project management activities and key decisions.

❖ Interpersonal And Team Skills

• Conflict management. PM should ensure that conflicts are resolved in a timely
manner.
•Cultural awareness help the project team to communicate effectively by considering
cultural differences and the requirements of stakeholders.
•Negotiation is used to achieve support or agreement that supports the work of the
project.
•Observation/conversation is used to stay in touch with the work and attitudes of
project team members and other stakeholders.
•Political awareness is achieved through understanding power relationships within
/around the project.
 Manage Stakeholder Engagement :Tools and
Techniques
❖ Ground Rules
•defined in the team charter set the expected behaviour for project team
members, as well as other stakeholders, with regard to stakeholder
engagement.
Ground rules include all actions considered acceptable and unacceptable in
the project management context.
Benefits:
• Sets performance and communication expectations
• Decreases risk of confusion
• Improves performance

•Team ground rules should be created and agreed to by everyone in the team
together, because groups more easily accept and abide by rules they've set
themselves.

❖ Meetings
Meetings are used to discuss and address any issue or concern regarding
stakeholder engagement.
 Manage Stakeholder Engagement : Outputs

❖ Change Requests
Changes to the project scope or product scope may emerge.

❖ Project Management Plan Updates

• Communications management plan is updated to reflect new
or changed stakeholder requirements.
•Stakeholder engagement plan is updated to reflect new or
changed management strategies required to effectively
engage stakeholders.

❖ Project Documents Updates

• Change log may be updated based on any change requests.
•Issue log may be updated to reflect an update to, or the development of, an issue log
entry.
•Lessons learned register is updated with effective or ineffective approaches to
managing stakeholder engagement so that information can be used in the current
project or future projects.
•Stakeholder register may be updated based on new information provided to
stakeholders about resolved issues, approved changes, and general project status.
 Validate Scope

•Validate Scope is the process of formalizing acceptance of the completed

project deliverables.

Key benefits of this process is :

•brings objectivity to the acceptance process and increases the
probability of final product, service, or result acceptance by validating
each deliverable.
 Section 05

Monitoring & Controlling

the Project
 Monitoring & Controlling the Project
▪ Monitoring and Controlling Process Group : Processes required to track,
review, and regulate the progress and performance of the project; identify if
any changes required; and initiate the corresponding changes.
 Perform Integrated Change Control

Perform Integrated Change Control is the process of reviewing all change requests;
approving changes and managing changes to deliverables, project documents, and the
project management plan; and communicating the decisions.
This process reviews all requests for changes to project documents, deliverables, or the
project management plan and determines the resolution of the change requests.

Key benefit of this process is :

•allows for documented changes within the project to be considered in an integrated
manner while addressing overall project risk, which often arises from changes made
without consideration of the overall project objectives or plans.
 Perform Integrated Change Control

•This process is the ultimate responsibility of the project manager.

• Change requests can impact the project scope and the product scope, as well as any
project management plan component or any project document.

• Once the project is baselined, change requests go through this process.

•Changes should be recorded in written form and entered into the change
management and/or configuration management system.
•Change requests may require information on estimated schedule impacts and
estimated cost impacts prior to approval.
• Change request needs to be either approved, deferred, or rejected by a responsible
individual, usually the project sponsor or project manager.
•Most Organizations have change control board (CCB), which is a formally chartered
group responsible for reviewing, evaluating, approving, deferring, or rejecting
changes to the project and for recording and communicating such decisions.
•Customer or sponsor approval may be required for certain change requests after CCB
approval, unless they are part of the CCB.
Perform Integrated Change Control
Knowledge Area: Integration Management
Process Group: Monitoring and Controlling
 Perform Integrated Change Control : Inputs
❖ Project Management Plan

❖ Project documents

❖ Work performance reports

Work performance reports of particular interest to the Perform Integrated Change
Control process include resource availability, schedule and cost data, earned value
reports, and burnup or burndown charts.

❖ Change Requests
•Changes wherein the baseline remains unaffected can be approved by the PM.
•Changes that have an impact on the project baselines should clarify the extent of the
change (in terms of scope/time/cost/risk) and approved by either a CCB or the
customer/sponsor.
•Only approved changes should be incorporated into the revised baseline.

❖ Enterprise Environmental Factors (EEF )

❖ Organizational Process Assets (OPA )
Perform Integrated Change Control : Tools & Techniques

❖ Expert Judgment

❖ Change Control Tools

•Manual or automated tools that can be used in order to facilitate

configuration management and change management activities.
•Tool selection to be based on needs of stakeholders, and should include
organizational and environmental considerations and/or constraints.

❖ Data analysis

Data analysis techniques that can be used for this process include :
•Alternatives analysis used to assess the requested changes and decide which
are accepted, rejected, or need to be modified to be finally accepted.
• Cost-benefit analysis helps to determine if the requested change is worth its
associated cost.
Perform Integrated Change Control : Tools & Techniques

❖ Decision-making

Decision-making techniques that can be used for this process include :

•Voting - can take the form of unanimity, majority, or plurality to decide on
whether to accept, defer, or reject change requests.
• Autocratic decision making -one individual takes the responsibility for
making the decision for the entire group.
•Multicriteria decision analysis -uses a decision matrix to provide a
systematic evaluation of a change according to a set of predefined criteria.

❖ Meetings

•Change control meetings are held with a change control board (CCB) that
is responsible for meeting and reviewing the change requests and approving,
rejecting, or deferring change requests.
• CCB decisions are documented and communicated to the stakeholders for
information and follow-up actions.
 Perform Integrated Change Control :Outputs

❖ Approved Change requests

•An output of this process, where the requests are reviewed/approved by the Change
Control Board (CCB) but executed as an input the Direct & Manage Project Work
process
•May include the implementation of either corrective actions or preventive actions
•All changes, whether approved or rejected are updated in a change log as a project
document update

❖ Project Management Plan Updates

• Component of the project management plan
• Changes to baselines

❖ Project Document Updates

Change Log – containing the documented status of all change requests – approved,
rejected, or deferred.
 Validate Scope
Knowledge Area: Scope Management
Process Group: Monitoring and Controlling
 Validate Scope : Inputs
❖ Project Management Plan
•Scope management plan specifies how formal acceptance of the completed project
deliverables will be obtained.
•Requirements management plan describes how the project requirements are
validated.
• Scope baseline is compared to actual results to determine if a change, corrective
action, or preventive action is necessary.

❖ Project Documents
•Lessons learned register: Lessons learned earlier in the project can be applied to
later phases in the project to improve the efficiency and effectiveness of validating
deliverables.
•Quality reports include all quality assurance issues managed or escalated by the
team, recommendations for improvement, and the summary of findings from the
Control Quality process. This information is reviewed prior to product acceptance.
•Requirements documentation. Requirements are compared to the actual results to
determine if a change, corrective action, or preventive action is necessary.
•Requirements traceability matrix contains information about requirements,
including how they will be validated.
 Validate Scope : Inputs

❖ Verified Deliverables are project deliverables that are completed and checked
for correctness through the Control Quality process.

❖Work Performance Data can include the degree of compliance with

requirements, number and severity of nonconformities or the number of
validation cycles performed .
 Validate Scope : Tools and Techniques

❖ Inspection
•Inspection includes activities such as measuring, examining, and validating to
determine whether work and deliverables meet requirements and product
acceptance criteria.

•Depending on the industry or area of application , Iinspections are sometimes

called reviews, product reviews, and walkthroughs.

❖ Decision Making
Voting - is used to reach a conclusion when the validation is performed by the
project team and other stakeholders.
 Validate Scope : Outputs

❖ Accepted Deliverables
•Deliverables that meet the acceptance criteria are formally signed off and approved
by the customer or sponsor.
•Formal documentation received from the customer or sponsor acknowledging
formal stakeholder acceptance of the project’s deliverables is forwarded to the Close
Project or Phase process .

❖ Work Performance Information

Work performance information includes information about project progress, such as
which deliverables have been accepted and which have not been accepted and the
reasons why. This information is documented and communicated to stakeholders.

❖ Change Requests
•Completed deliverables that have not been formally accepted are documented,
along with the reasons for non-acceptance of those deliverables. Those deliverables
may require a change request for defect repair. The change requests are processed
for review and disposition through the Perform Integrated Change Control process .
❖ Project Documents Updates
 Control Scope

•Control Scope is the process of monitoring the status of the project and
product scope and managing changes to the scope baseline.

Key benefits of this process is :

•Scope baseline is maintained throughout the project.
 Control Scope
Knowledge Area: Scope Management
Process Group: Monitoring and Controlling
 Control Scope : Inputs

❖ Project Management Plan

❖ Project Documents

❖Work Performance Data

Work performance data can include the number of change requests received, the
number of requests accepted, and the number of deliverables verified, validated, and
completed.

❖Organizational Process Assets

 Control Scope : Tools and Techniques

❖ Data Analysis

•Variance analysis is used to compare the baseline to the actual results and
determine if the variance is within the threshold amount or if corrective or
preventive action is appropriate.

•Trend analysis examines project performance over time to determine if

performance is improving or deteriorating.
 Control Scope : Outputs

❖Work Performance Information produces correlated and contextualized information

on how the project and product scope are performing compared to the scope baseline.

❖ Change Requests
Analysis of project performance may result in a change request to the scope and
schedule baselines or other components of the project management plan.

❖ Project Management Plan Updates

❖ Project Documents Updates
 Control Schedule

Control Schedule is the process of monitoring the status of the project to update
the project schedule and managing changes to the schedule baseline.

Key benefit of this process is :

• schedule baseline is maintained throughout the project.
Control Schedule
Knowledge Area: Schedule Management
Process Group: Monitoring and Controlling
 Control Schedule : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Work Performance Data

Work performance data contains data on project status such as which activities
have started, their progress (e.g.., actual duration, remaining duration, and
physical percent complete), and which activities have finished.

❖ Organizational Process Assets

 Control Schedule : Tools and Techniques

❖ Data Analysis
•Earned value analysis. Schedule performance measurements such as schedule
variance (SV) and schedule performance index (SPI) are used to assess the magnitude
of variation to the original schedule baseline.

• Iteration burndown chart.

• It tracks the work that remains to be completed in the iteration backlog.

•A diagonal line representing the ideal burndown and daily actual remaining work is
plotted.

•A trend line is then calculated to forecast completion based on remaining work. It is

then used to predict the likely variance at iteration completion and take appropriate
actions during the course of the iteration.
Control Schedule : Tools and Techniques
 Control Schedule : Tools and Techniques

•Performance reviews measure, compare, and analyze schedule performance against

the schedule baseline such as actual start and finish dates, percent complete, and
remaining duration for work in progress.
•Trend analysis examines project performance over time to determine whether
performance is improving or deteriorating.
•Variance analysis looks at variances in planned versus actual start and finish dates,
planned versus actual durations, and variances in float.
•What-if scenario analysis is used to assess the various scenarios guided by the output
from the Project Risk Management processes to bring the schedule model into
alignment with the project management plan and approved baseline.
 Control Schedule : Tools and Techniques

❖ Critical Path Method

•Comparing the progress along the critical path can help determine schedule status.
• Variance on the critical path will have a direct impact on the project end date.
• Evaluating the progress of activities on near critical paths can identify schedule risk.

❖ Project Management Information System (PMIS)

• PMIS include scheduling software that provides the ability to track planned dates
versus actual dates.

❖ Resource Optimization
•It involve the scheduling of activities and the resources required by those activities
while taking into consideration both the resource availability and the project time.
 Control Schedule : Tools and Techniques

❖ Leads And Lags

Adjusting leads and lags is applied during network analysis to find ways to bring
project activities that are behind into alignment with the plan.

❖ Schedule Compression
It is used to find ways to bring project activities that are behind into alignment with
the plan by fast tracking or crashing the schedule for the remaining work.
 Control Schedule : Outputs

❖ Work Performance Information

•It includes information on how the project work is performing compared to the
schedule baseline.
•For projects using earned value analysis, the (SV) and (SPI) are documented for
inclusion in work performance reports .

❖ Schedule Forecasts
•Forecasts are updated and reissued based on work performance information provided
as the project is executed.

❖ Change Requests
Schedule variance analysis, as well as reviews of progress reports, results of
performance measures, and modifications to the project scope or project schedule,
may result in change requests to the schedule baseline, scope baseline, and/or other
components of the project management plan.

❖ Project Management Plan Updates

❖ Project Documents Updates
 Control Costs

Control Costs is the process of monitoring the status of the project to update the
project costs and managing changes to the cost baseline.

Key benefit of this process is :

•cost baseline is maintained throughout the project.
 Control Costs
Knowledge Area: Cost Management
Process Group: Monitoring and Controlling
 Control Costs: Inputs

❖ Project Management Plan

• Cost management plan describes how the project costs will be managed and
controlled.
•Cost baseline is compared with actual results to determine if a change, corrective
action, or preventive action is necessary.
• Performance measurement baseline is compared to actual results to determine if a
change, corrective action, or preventive action is necessary.

❖ Project Documents
•Lessons learned register. Lessons learned earlier in the project can be applied to later
phases in the project to improve cost control.
❖ Project Funding Requirements include projected expenditures plus anticipated
liabilities.
❖ Work Performance Data contains data on project status such as which costs have been
authorized, incurred, invoiced, and paid.
❖ Organizational Process Assets
 Control Costs : Tools and Techniques

❖ Expert Judgment
❖ Data Analysis
• Earned value analysis (EVA).
• Earned value is a technique used in performance reviews to measure project performance
against the scope, schedule, and cost baselines.
• Earned value technique uses a combination of these three baselines, known as the
Performance Measurement Baseline against which performance can be measured for the
duration of the project.
• EVM develops and monitors three key dimensions for each work package and control
account: Planned value (PV), Earned value (EV) and Actual cost (AC)

oPlanned value. Planned value (PV) is the authorized budget assigned to scheduled
work.
The total planned value for the project is also known as budget at completion
(BAC).
This can be calculated using PV = % planned x BAC
oEarned value. Earned value (EV) is a measure of work performed expressed in terms of the budget
authorized for that work.
This can be calculated using EV = % complete x BAC
o Actual cost. Actual cost (AC) is the realized cost incurred for the work performed on an activity
during a specific time period.
 Control Costs : Tools and Techniques

•Variance analysis.
•Variance analysis, as used in EVM, is the explanation (cause, impact, and corrective
actions) for cost (CV = EV – AC), schedule (SV = EV – PV), and variance at completion
(VAC = BAC – EAC) variances. Cost and schedule variances are the most frequently
analyzed measurements.

Examples of variance analysis include :

Schedule variance (SV ) , Cost variance (CV ) , Schedule performance index(SPI ), Cost
performance index(CPI )

•Schedule variance. Schedule variance (SV) is a measure of schedule performance

expressed as the difference between the earned value and the planned value.
•This answers the question : Are we ahead or behind the schedule as compared to
schedule baseline ?
• Equation: SV = EV – PV.
•SV>0 , Positive is Ahead of Schedule ; SV<0 , Negative is Behind the schedule ; SV=0 ,
On schedule .
•EVA schedule variance will ultimately equal zero when the project is completed
because all of the planned values will have been earned.
 Control Costs : Tools and Techniques
•Cost variance. Cost variance (CV) is the amount of budget deficit or surplus at a given point in time,
expressed as the difference between earned value and the actual cost.
• It is a measure of cost performance on a project.
•This answers the question : Are we over or under the budget as compared to Cost baseline ?
•Equation: CV = EV – AC.
•CV>0 , Positive is Under Budget ; CV<0 , Negative is Over Budget ; CV=0 , On Budget .

•Schedule performance index. The schedule performance index (SPI) is a measure of schedule
efficiency expressed as the ratio of earned value to planned value.
•Equation: SPI = EV/PV.
•It measures how efficiently the project team is accomplishing the work.
• SPI < 1.0 indicates less work was completed than was planned.
•SPI > 1.0 indicates that more work was completed than was planned.

•Cost performance index. The cost performance index (CPI) is a measure of the cost efficiency of
budgeted resources, expressed as a ratio of earned value to actual cost.
•Equation: CPI = EV/AC.
•It is considered the most critical EVA metric and measures the cost efficiency for the work
completed.
• CPI < 1.0 indicates a cost overrun for work completed.
• CPI > 1.0 indicates a cost underrun of performance to date.
 Control Costs : Tools and Techniques

• Trend analysis.
Trend analysis examines project performance over time to determine if performance
is improving or deteriorating.
Graphical analysis techniques are valuable for understanding performance to date
and for comparison to future performance goals in the form of BAC versus
estimate at completion (EAC) and completion dates.

Examples of the trend analysis techniques include :

•Charts. In earned value analysis, three parameters of planned value, earned value,
and actual cost can be monitored and reported on both a period-by-period basis
(typically weekly or monthly) and on a cumulative basis.

Figure on next page uses S-curves to display EV data for a project that is
performing over budget and behind the schedule.
Control Costs : Tools and Techniques
 Control Costs : Tools and Techniques

• Forecasting.

Estimate at Completion (EAC) is the expected total cost of completing all work
expressed as the
sum of the actual cost to date and the estimate to complete.
EAC = ETC +AC
It may differ from the budget at completion (BAC) based on the project performance.

Note :If it becomes obvious that the BAC is no longer viable, the project manager
should consider the forecasted EAC. Forecasting the EAC involves making projections
of conditions and events in the project’s future based on current performance
information and other knowledge available at the time of the forecast.
 Control Costs : Tools and Techniques

There are four approaches to calculate EAC

1) If the CPI is expected to be the same for the remainder of the project, EAC can be
calculated using:
EAC = BAC/CPI

2) If future work will be accomplished at the planned rate, use:

EAC = AC + BAC – EV

3)If the initial plan is no longer valid, use:

EAC = AC + Bottom-up ETC

4) If both the CPI and SPI influence the remaining work, use:
EAC = AC + [(BAC – EV)/ (CPI x SPI)]
 Control Costs : Tools and Techniques

Estimate To Complete(ETC)
ETC is defined as the expected cost to finish all the remaining project work.

ETC is calculated based on two scenarios :

1)Assuming work is proceeding on plan, the cost of completing the remaining

authorized work can be calculated using:
ETC = EAC – AC

2)Re-estimate the remaining work from the bottom up.

ETC = Re-estimate
 EVM Formulas and Interpretations

Acronym Term Explanation

PV Planned The authorized budget assigned to scheduled work.

Value
EV Earned Value The estimated value of the work actually accomplished.
AC Actual Cost The actual cost incurred for the work
accomplished.
BAC Budget at The budgeted amount for the total work.
Completion
EAC Estimate at The expected total cost of completing all the project work ( a forecast). It is expressed
Completion as the
sum of the actual cost to date and the estimate to complete(ETC).
ETC Estimate to The expected cost to finish all the remaining project work ( a forecast).
Complete
VAC Variance at As of today, how much over or under budget do we expect to be at the
Completion end of the project?
 EVM Formulas and Interpretations
Acronym Formula Interpretation
Cost Variance EV-AC NEGATIVE is over budget; POSITIVE is under budget.
(CV)
Schedule EV- PV NEGATIVE is behind schedule; POSITIVE is ahead of schedule.
Variance (SV)
Cost EV/AC We are getting $ _ worth of work out of every $1 spent. Funds are or are not being
Performance used efficiently. Greater than one is good; less than
Index(CPI) one is bad.
Schedule EV/PV We are (only) progressing at percent of the rate originally planned. Greater than
Performance one is good; less than one is bad.
Index (SPI)
Estimate at BAC/CPI If the CPI is expected to be the same for the remainder of the project. Typical
Completion Condition.
(EAC) AC + (BAC - EV) If future work will be accomplished at the planned rate. It is used when current
variances are thought to be Atypical of the
AC+ (BAC-EV)/ future.
(CPI X SPI) If both the CPI and SPI influence the remaining work e.g. , it might be used when the
cumulative CPI is less than one and a firm completion date must be met.
AC +Bottom-up If the initial plan is no longer valid. This formula calculates actual costs to date plus a
ETC new estimate for the remaining work.
 EVM Formulas and Interpretations
Acronym Formula Interpretation

Estimate to Complete EAC-AC How much more will the project cost from here to
(ETC) the end of the project.
Variance at Completion BAC-EAC How much over or under budget will we be at the end of the
project.
(VAC)
To-Complete (BAC – EV)/(BAC – AC) The efficiency that must be
Performance maintained in order to complete on
Index (TCPI) plan.
Greater than 1.0 = Harder to
complete
Exactly 1.0 = Same to complete
Less than 1.0 = Easier to complete

(BAC – EV)/(EAC – AC) The efficiency that must be

maintained in order to complete the
current EAC.
Greater than 1.0 = Harder to
complete
Exactly 1.0 = Same to complete
Less than 1.0 = Easier to complete
 Control Costs : Tools and Techniques

• Reserve analysis.

•During cost control, reserve analysis is used to monitor the status of contingency and
management reserves for the project to determine if these reserves are still needed
or if additional reserves need to be requested.

•If the identified risks do not occur, the unused contingency reserves may be removed
from the project budget to free up resources for other projects or operations.
 Control Costs : Tools and Techniques

❖ To-complete Performance Index (TCPI )

•TCPI is a measure of the cost performance that is required to be achieved with the remaining
resources in order to meet a specified management goal (such as the BAC or the EAC), expressed
as the ratio of the cost to finish the outstanding work to the remaining budget.

•The equation for the TCPI is shown as the work remaining (defined as the BAC minus the EV)
divided by the funds remaining (which can be either the BAC minus the AC, or the EAC minus the
AC).

•The equation for the TCPI based on the BAC: (BAC – EV) / (BAC – AC).

If it becomes obvious that the BAC is no longer viable, the project manager should consider the
forecasted EAC. Once approved, the EAC may replace the BAC in the TCPI calculation.

•The equation for the TCPI based on the EAC: (BAC – EV) / (EAC – AC).

❖ Project Management Information System (PMIS)

PMIS are often used to monitor the three EVM dimensions (PV, EV, and AC), to display graphical
trends, and to forecast a range of possible final project results.
 Control Costs : Outputs

❖ Work Performance Information

•Work performance information includes information on how the project work is
performing compared to the cost baseline.
•For projects using earned value analysis, CV, CPI, EAC, VAC, and TCPI are documented for
inclusion in work performance reports.

❖ Cost Forecasts
•Either a calculated EAC value or a bottom-up EAC value is documented and communicated to
stakeholders.

❖ Change Requests
Analysis of project performance may result in a change request to the cost and schedule
baselines or other components of the project management plan.

❖ Project Management Plan Updates

❖ Project Documents Updates
 Control Quality

Control Quality is the process of monitoring and recording results of executing

the quality management activities in order to assess performance and ensure
the project outputs are complete, correct, and meet customer expectations.

Key benefits of this process is :

•verifying that project deliverables and work meet the requirements
specified by key stakeholders for final acceptance.
•The Control Quality process determines if the project outputs do what they
were intended to do.
•Those outputs need to comply with all applicable standards, requirements,
regulations, and specifications.
 Control Quality
Knowledge Area: Project Quality Management
Process Group: Monitoring and Controlling
 Control Quality : Inputs
❖ Project Management Plan
Quality management plan defines how quality control will be performed within the project.

❖ Project Documents
• Lessons learned register.
•Quality metrics
•Test and evaluation documents are used to evaluate achievement of the quality objectives.
❖ Approved Change Requests
The implementation of approved changes should be verified, confirmed for completeness,
retested, and certified as correct.
❖ Deliverables
Deliverables that are outputs from the Direct and Manage Project Work process are inspected
and compared to the acceptance criteria defined in the project scope statement.
❖ Work Performance Data
Data on product status such as observations, quality metrics, and measurements for technical
performance, as well as project quality information on schedule performance and cost
performance.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Control Quality : Tools and Techniques

❖ Data Gathering
• Checklists help in managing the control quality activities in a structured manner.

•Check sheets are also known as tally sheets and are used to organize facts in a
manner that will facilitate the effective collection of useful data about a potential
quality problem.
•They are especially useful for gathering attributes data while performing inspections
to identify defects; for example, data about the frequencies or consequences of
defects collected. ( Figure on next slide .)

•Statistical sampling involves choosing part of a population of interest for inspection

(e.g., selecting 10 engineering drawings at random from a list of 75).
•Sample is taken to measure controls and verify quality. Sample frequency and sizes
should be determined during the Plan Quality Management process.

•Questionnaires and Surveys may be used to gather data about customer

satisfaction after the deployment of the product or service.
Control Quality : Tools and Techniques

Defects/Date Date 1 Date 2 Date 3 Total

Small scratch 1 2 2 5
Large scratch 0 1 0 1
Bent 3 3 1 7
Missing component 5 0 2 7
Wrong colour 2 0 1 3
Labelling error 1 2 1 4
Barcode scratched 6 0 0 6
 Control Quality : Tools and Techniques

❖ Data Analysis
•Performance reviews measure, compare, and analyze the quality metrics defined by
the Plan Quality Management process against the actual results.
• Root cause analysis (RCA) is used to identify the source of defects.

❖ Inspection
• It is the examination of a work product to determine if it conforms to documented
standards. Can be performed on a single activity or the final product .
•Inspections may be called reviews, peer reviews, audits, or walkthroughs in different
application areas.

❖ Testing/Product Evaluations
•An organized and constructed investigation conducted to provide objective
information about the quality of the product or service under test in accordance with
the project requirements.
•Early testing helps to identify nonconformities at the beginning and can reduce repair
costs.
• Different application areas require different tests.
 Control Quality : Tools and Techniques

❖ Data Representation
• Cause-and-effect diagrams are used to identify the possible effects of quality defects
and errors.
• Control charts
•are use to determine whether or not a process is stable or has a predictable
performance.
• Upper Control Limits (UCL) and Lower Control Limits (LCL) are often set at 3 standard
deviations (or sigma, σ) above and below the mean.
•Note the “rule of seven”: if there are seven or more data consecutive points either
above or below the mean, the process is out of control.
• Control limits may be used to identify points at which corrective action will be taken.
• Histograms can demonstrate the number of defects by source or by component.
•Scatter diagrams can show the planned performance on one axis and the actual
performance on the second axis.

❖ Meetings
•Approved change requests review. All approved change requests should be reviewed
to verify that they were implemented as approved.
• Retrospectives/lesson learned.
 Cause and Effect Diagram

• Cause-and-effect
diagrams

Also known as
fishbone diagrams,
why-why diagrams, or
Ishikawa diagrams

Breaks down the

causes of the problem
statement into
discrete branches
helping to identify the
main or root cause of
the problem
Control Chart
Histogram and Scatter diagram
 Control Quality : Outputs

❖ Quality Control Measurements

• The documented results of the Control Quality activities captured in the format
defined in the quality management plan.

❖ Verified Deliverables
• Deliverables that are deemed correct and are ready to be passed to the Validate
Scope process for formalized acceptance.

❖ Work Performance Information

•includes information on causes for rejections, rework required, recommendations
for corrective actions, lists of verified deliverables, status of the quality metrics, and
the need for process adjustments.
 Control Quality : Outputs

❖ Change Requests
Changes may occur that may impact any of the components of the PMP or project
documents.

❖ Project Management Plan Updates

Quality management plan may get updated .

❖ Project Documents Updates

 Control Resources

Control Resources is the process of ensuring that the physical resources assigned
and allocated to the project are available as planned, as well as monitoring the
planned versus actual utilization of resources and taking corrective action as
necessary.

Key benefit of this process is :

•ensuring that the assigned resources are available to the project at the right
time and in the right place and are released when no longer needed.
Control Resources
Knowledge Area: Project Resource Management
Process Group: Monitoring and Controlling
 Control Resources : Inputs

❖ Project Management Plan

Resource Management Plan provides guidance on how physical resources should
be used, controlled, and eventually released.

❖ Project Documents

❖ Work Performance Data

•It contains data on project status such as the number and type of resources that
have been used.

❖ Agreements
Agreements made within the context of the project are the basis for all resources
external to the organization and should define procedures when new, unplanned
resources are needed or when issues arise with the current resources.

❖ Organizational Process Assets

 Control Resources : Tools and Techniques

❖ Data Analysis
•Alternatives analysis. Alternatives can be analyzed to select the best resolution for
correcting variances.
• Cost-benefit analysis helps to determine the best corrective action in terms of cost in
case of project deviations.
•Performance reviews measure, compare, and analyze planned resource utilization to
actual resource utilization.
• Trend analysis determine the resources needed at upcoming stages of the project.
It examines project performance over time and can be used to determine whether
performance is improving or deteriorating.

❖ Problem Solving
• May use a set of tools that helps the project manager to solve problems that arise
during the control resource process.
• PM should use methodical steps to deal with problem solving.
 Control Resources : Tools and Techniques

❖ Interpersonal And Team Skills

• Also known as “soft skills,” are personal competencies. It include:
•Negotiation. PM may need to negotiate for additional physical resources, changes in
physical resources, or costs associated with the resources.
• Influencing can help the PM solve problems and obtain the resources needed in a
timely manner.

❖ Project Management Information System (PMIS)

PMIS can include resource management or scheduling software that can be used to
monitor the resource utilization which helps ensure that the right resources are
working on the right activities at the right time and place.
 Control Resources : Outputs

❖ Work Performance Information

•includes information on how the project work is progressing by comparing resource
requirements and resource allocation to resource utilization across the project
activities. This comparison can show gaps in resource availability that need to be
addressed.

❖ Change Requests

❖ Project Management Plan Updates

❖ Project Documents Updates

 Monitor Communications

Monitor Communications is the process of ensuring the information needs of

the project and its stakeholders are met.

Key benefit of this process is :

•optimal information flow as defined in the communications management
plan and the stakeholder engagement plan.
Monitor Communications
Knowledge Area: Project Communications Management
Process Group: Monitoring and Controlling
 Monitor Communications : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Work Performance Data

• contains data on the types and quantities of communications that have actually been
distributed.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets
 Monitor Communications : Tools and Techniques

❖ Expert Judgment

❖Project Management Information System (PMIS)

•PMIS provides a set of standard tools to capture, store, and distribute information to
internal and external stakeholders.

❖ Data Representation
•Stakeholder engagement assessment matrix provide information about the
effectiveness of the communications activities by reviewing changes between desired
and current engagement.

❖Interpersonal And Team Skills

Observation/conversation
• It enables the project manager to identify issues within the team, conflicts between
people, or individual performance issues.

❖ Meetings
• Face-to-face or virtual meetings.
 Monitor Communications : Outputs

❖ Work Performance Information

•includes information on how project communication is performing by
comparing the communications that were implemented compared to those that
were planned.
•It also considers feedback on communications, such as survey results on
communication effectiveness.

❖ Change Requests
•Any need for adjustment, action, and intervention on communications activities
defined in the communications management plan.
•Revision of stakeholder communication requirements, including stakeholders’
information distribution, content or format, and distribution method;

❖ Project Management Plan Updates

❖ Project Documents Updates

 Monitor Risks

Monitor Risks is the process of monitoring the implementation of agreed-upon

risk response plans, tracking identified risks, identifying and analyzing new
risks, and evaluating risk process effectiveness throughout the project.

Key benefit of this process is :

•enables project decisions to be based on current information about overall
project risk exposure and individual project risks.
 Monitor Risks
Knowledge Area: Project Risk Management
Process Group: Monitoring and Controlling
 Monitor Risks : Inputs

❖Project Management Plan

Risk management plan.
Provides guidance on how and when risks should be reviewed, which policies and
procedures should be followed, the roles and responsibilities in the monitoring
process, and reporting formats.

❖ Project Documents

❖ Work Performance Data

•contains data on project status such as risk responses that have been implemented,
risks that have occurred, risks that are active and those that have been closed out.

❖ Work Performance Reports

•provide information from performance measurements that can be analyzed to
provide project work performance information including variance analysis, earned
value data, and forecasting data. This information could be relevant when monitoring
performance-related risks.
 Monitor Risks : Tools and Techniques
❖ Data Analysis
•Technical performance analysis
•Used to compare actual technical accomplishments during execution to those planned .
•Such measures may include transaction times, number of defects, storage capacity, etc.
•Deviations (+/-) can indicate the potential impact of threats or opportunities.

• Reserve analysis
•Reserve analysis compares the amount of the contingency reserves remaining to the amount of
risk remaining at any time in the project in order to determine if the remaining reserve is
adequate.

❖ Audits
• Risk audits are a type of audit that may be used to consider the effectiveness of the risk
management process.
•Risk audits may be included during routine project review meetings or may form part of a risk
review meeting, or the team may choose to hold separate risk audit meetings.

❖ Meetings
Risk reviews.
Risk reviews are scheduled regularly and should examine and document the effectiveness of
risk responses in dealing with overall project risk and with identified individual project risks.
 Monitor Risks : Outputs
❖ Work Performance Information
Work performance information includes information on the effectiveness of the response planning
and response implementation processes.

❖ Change Requests

❖Project Management Plan Updates

❖Project Documents Updates

• Assumption log is updated with additional assumptions or constraints that were identified during
this process.
• Issue log. Issues identified are recorded in the issue log.
• Lessons learned register is updated with any risk-related lessons learned during risk reviews so
these can be used on later phases of the project or in future projects.
•Risk register is updated with information on individual project risks which may include adding new
risks, updating outdated risks or risks that were realized, updating risk responses, and so forth.
•Risk report is updated to reflect the current status of major individual project risks and the current
level of overall project risk. It may also include conclusions from risk audits on the effectiveness of
the risk management process.

❖ Organizational Process Assets Updates

• Templates for the risk management plan, risk register, and risk report; and
• Risk breakdown structure.
 Control Procurements

Control Procurements is the process of managing procurement relationships;

monitoring contract performance, and making changes and corrections as appropriate;
and closing out contracts.

Key benefit of this process is :

•ensures that both the seller’s and buyer’s performance meet the project’s
requirements according to the terms of the legal agreement.
Control Procurements
Knowledge Area: Project Procurement Management
Process Group: Monitoring and Controlling
 Control Procurements : Inputs

❖ Project Management Plan

❖ Project Documents

❖Agreements
•They are understandings between parties, are reviewed to verify terms and
conditions are met.

❖ Procurement Documentation
•It contains complete supporting records for administration of the procurement
processes.
•It includes the statement of work, payment information, contractor work
performance Information, Plans, Drawings, And Other Correspondence.

❖ Approved Change Requests

•It can include modifications to the terms and conditions of the contract, including the
procurement statement of work (SOW), pricing, and descriptions of the products,
services, or results to be provided.
•All procurement-related changes are formally documented in writing and approved
before being implemented through the Control Procurements process.
 Control Procurements : Inputs

❖ Work Performance Data

•It contains seller data on project status/invoices paid /technical
performance/activities that have started/in progress/or completed; and costs that
have been incurred or committed .

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Control Procurements :Tools and Techniques

❖ Expert Judgment

❖ Claims Administration
•Claims are contested changes and potential constructive changes are those
requested changes where the buyer and seller cannot reach an agreement on
compensation for the change or cannot agree that a change has occurred.
•When they cannot be resolved, they become disputes and finally appeals.
•Claims are documented, processed, monitored, and managed throughout
the contract life cycle, usually in accordance with the terms of the contract.
•Settlement of all claims and disputes through negotiation is the preferred
method.
•If the parties themselves do not resolve a claim, it may have to be handled in
accordance with alternative dispute resolution (ADR) typically following
procedures established in the contract.
 Control Procurements :Tools and Techniques

❖ Data Analysis
•Performance Reviews for contracts measure, compare, and analyze quality, resource,
schedule, and cost performance against the agreement.
•Earned Value Analysis (EVA). Schedule and cost variances along with schedule and cost
performance indexes are calculated to determine the degree of variance from target.
•Trend Analysis can develop a forecast estimate at completion (EAC) for cost
performance to see if performance is improving or deteriorating.

❖ Inspection
• is a structured review or an actual physical review of the work being performed by the
contractor.
•On a construction/engineering/infrastructure project, inspections involve
walkthroughs of the site.

❖ Audits
•Audits are a structured review of the procurement process resulting in audit
observations for adjustments to the project, when necessary.
•Rights and obligations related to audits should be described in the procurement
contract.
 Control Procurements : Outputs

❖ Closed Procurements
•Buyer provides the seller with formal written notice that the contract has been
completed.
•Requirements for formal procurement closure are usually defined in the terms and
conditions of the contract and are included in the procurement management plan.
•All deliverables should have been provided on time and meet technical and quality
requirements, there should be no outstanding claims or invoices, and all final
payments should have been made.

❖ Work Performance Information

•includes information on how a seller is performing by comparing the deliverables
received, the technical performance achieved, and the costs incurred and accepted
against the SOW budget for the work performed.

❖ Procurement Documentation Updates

• includes the contract with all supporting schedules, requested unapproved contract
changes, and approved change requests.
 Control Procurements : Outputs

❖ Change Requests
Change requests to the project management plan, its subsidiary plans, and other
components such as the cost baseline, schedule baseline, and procurement
management plan, may result.

❖ Project Management Plan Updates

❖ Project Documents Updates

❖ Organizational Process Assets Updates

Monitor Stakeholder Engagement
Knowledge Area: Project Stakeholder Management
Process Group: Monitoring and Controlling
 Monitor Stakeholder Engagement : Inputs

❖ Project Management Plan

❖ Project Documents

❖ Work Performance Data

•It contains data on project status such as which stakeholders are supportive of the
project, and their level and type of engagement.

❖ Enterprise Environmental Factors

❖ Organizational Process Assets

 Monitor Stakeholder Engagement :Tools and
Techniques
❖ Data Analysis
•Alternatives analysis can be used to evaluate options to respond to variances in the
desired results of stakeholder engagement.
•Root cause analysis can be used to determine the basic underlying reason that
stakeholder engagement is not having the planned effect.
•Stakeholder analysis helps to determine the position of stakeholder groups and
individuals at any particular time in the project.

❖ Decision Making
•Multi-criteria decision analysis. Criteria for successful stakeholder engagement are
prioritized and weighted to identify the most appropriate choice.
•Voting can be used to select the best response for a variance in stakeholder
engagement.

❖ Data Representation
Stakeholder engagement assessment matrix monitors stakeholder engagement
through tracking changes in level of engagement for each stakeholder.
 Monitor Stakeholder Engagement :Tools and
Techniques
❖ Communication Skills
•Feedback is used to ensure that the information to stakeholders is received and
understood.
• Presentations provide clear information to stakeholders.

❖ Interpersonal And Team Skills

• Active listening is used to reduce misunderstandings and other miscommunication.
• Cultural awareness help PM to plan communications based on the cultural differences
and requirements of stakeholders and team members.
• Leadership skills to communicate the vision and inspire stakeholders.
•Networking ensures access to information about levels of engagement of
stakeholders.
•Political awareness is used to understand the strategies of the organization,
understand who wields power and influence in this arena, and to develop an ability to
communicate with these stakeholders.

❖ Meetings
 Monitor Stakeholder Engagement : Outputs

❖ Work Performance Information

•Includes status of stakeholder engagement, such as the level of current project
support and compared to the desired levels of engagement as defined in the
stakeholder engagement assessment matrix, stakeholder cube, or other tool.

❖ Change Requests
•Include corrective and preventive actions to improve the current level of stakeholder
engagement.

❖ Project Management Plan Updates

❖ Project Documents Updates

 Monitor and Control Project Work

Monitor and Control Project Work is the process of tracking, reviewing, and
reporting the overall progress to meet the performance objectives defined in the
project management plan.

Key benefits of this process are :

•allows stakeholders to understand the current state of the project, recognize the
actions taken to address any performance issues, and
• have visibility into the future project status with cost and schedule forecasts.
 Monitor and Control Project Work

✓ Gives insight into health of the project and identifies any areas that may require
special attention.

✓ Determine corrective or preventive actions.

✓ Compares actual project performance against the project management plan;

✓ Checking the status of individual project risks;

✓ Support status reporting, progress measurement, and forecasting;

✓ Providing forecasts to update current cost and current schedule information;

✓ Monitoring implementation of approved changes as they occur;

✓Providing appropriate reporting on project progress and status to program

management when the project is part of an overall program; and ensuring that the
project stays aligned with the business needs.
Monitor and Control Project Work
Knowledge Area: Integration Management
Process Group: Monitoring and Controlling
 Monitor and Control Project Work - Inputs
❖ Project Management Plan

❖ Project documents

❖ Work Performance Information

✓ Work performance data is gathered through work execution and passed to the controlling
processes.
✓Work performance data is then compared with the project management plan components
(Specific work performance metrics for scope, schedule, budget, and quality are defined at the
start of the project as part of the project management plan )
This comparison indicates how the project is performing(i.e. Work Performance Information ).
It provides context for project performance and provides a sound foundation for project
decisions.

When compared to the variance thresholds in the project management plan it can indicate if
preventive or corrective action is required.
❖ Agreements
• includes terms and conditions,
• items that the buyer specifies regarding what the seller is to perform or provide.
❖ Enterprise Environmental Factors (EEF)
❖ Organizational Process Assets(OPA)
The Flow of Project Information
Direct and
Manage Project
Work

Work performance data

Control
Validate Control Control Control Control Control Control Control
Stakeholder
Scope Scope Schedule Costs Quality Comms. Procurements Risks
engagement

Work performance information

Monitor and
Control Project
Work

Perform Work performance reports

Integrated
Change Control
Manage Project document
Comms. updates

Manage Project
Develop Team
Change requests Project Mgmt
Plan
Monitor and Control Project Work – Tools & Techniques

❖ Expert Judgment
❖ Data analysis
•Alternatives analysis : used to select the corrective actions or a combination of corrective
and preventive actions to implement when a deviation occurs.
• Cost-benefit analysis : determine the best corrective action in terms of cost in case of
deviations.
•Earned value analysis : provides an integrated perspective on scope, schedule, and cost
performance.
• Root cause analysis : focuses on identifying the main reasons of a problem .
• Trend analysis : used to forecast future performance based on past results. The results of
trend analysis can be used to recommend preventive actions if necessary.
•Variance analysis :reviews the differences (or variance) between planned and actual
performance.
✓In Monitor and Control Project Work, the variance analysis reviews the variances from an
integrated perspective considering cost, time, technical, and resource variances in relation to
each other to get an overall view of variance on the project.
✓ This allows for the appropriate preventive or corrective actions to be initiated.
❖ Decision-Making

• Voting - include making decisions based on unanimity, majority, or plurality.

❖ Meetings
 Monitor and Control Project Work: Outputs

❖ Work Performance Reports

•Work performance reports are the physical or electronic representation of work
performance information intended to generate decisions, actions, or awareness.
•They are circulated to the project stakeholders through the communication
processes as defined in the project communications management plan.
E.g..: status reports and progress reports , Earned value graphs and information,
trend reports , Burndown charts, Defect histograms.
•They can be presented as dashboards, reports, or other representations.

❖ Change requests

❖ Project Management plan Updates

❖ Project Documents Updates

 Section 06

Closing the Project

 Project Management Process Groups
▪ Closing Process Group :Processes performed to formally complete or close the
project, phase, or contract.
 Close Project or Phase

Close Project or Phase is the process of finalizing all activities for the project, phase, or
contract.

Key benefit of this process are :

•project or phase information is archived, the planned work is completed, and
organizational team resources are released to pursue new endeavors.
 Close Project or Phase

•Closing the project involves reviewing the project management plan to ensure that all
project work is completed and that the project has met its objectives.

•All activities necessary for the administrative closure of the project or phase has been
done .

•Ensure all documents and deliverables are up-to-date and that all issues are resolved;

•Confirming the delivery and formal acceptance of deliverables by the customer;

•Ensuring that all costs are charged to the project; Closing project accounts; Reassigning
personnel .

•Elaborating the final project reports as required by organizational policies.

•Activities related to the completion of the contractual agreements such as Confirming

the formal acceptance of the seller’s work, finalizing open claims.
Close Project or Phase
Knowledge Area: Integration Management
Process Group: Closing
 Close Project or Phase : Inputs
❖ Project Charter
•documents the project success criteria, approval requirements, and who will sign off
on the project.

❖ Project Management Plan

All components of the project management plan are an input to this process.

❖ Project documents
❖ Accepted Deliverables
Deliverables that have:
•Met the acceptance criteria
•Been approved by either the project sponsor or the customer.

❖ Business Documents
Business documents include :
• Business case
• Benefits management plan
 Close Project or Phase : Inputs

❖ Agreements
•Formal procurement closure are part of the terms and conditions of the contract and
are included in the procurement management plan.

❖ Procurement Documentation
•All procurement documentation need to be collected, indexed, and filed.
• Can be used for lessons learned information and as a basis for evaluating contractors
for future contracts.

❖ Organizational Process Assets

OPA’s that can influence the Close Project or Phase process include :
• Project or phase closure guidelines or requirements.
• Configuration management knowledge base.
 Close Project or Phase : Tools & Techniques

❖ Expert Judgment

❖ Data Analysis
Data analysis techniques that can be used in project closeout include :
•Document analysis will help in identifying lessons learned and knowledge sharing for future
projects.
• Regression analysis -analyzes the interrelationships between different project variables that
contributed to the project outcomes to improve performance on future projects.
•Trend analysis - used to validate the models used in the organization and to implement
adjustments for future projects.
• Variance analysis - comparing metrics what was initially planned and the end result.

❖ Meetings
Meetings are used to confirm that the deliverables have been accepted,
oto validate that the exit criteria have been met,
oto formalize the completion of the contracts,
oto evaluate the satisfaction of the stakeholders,
oto gather lessons learned,
oto transfer knowledge and information from the project, and
oto celebrate success.

Types of meetings include close-out reporting meetings, customer wrap-up meetings, lessons
learned meetings, and celebration meetings.
 Close Project or Phase: Outputs

❖ Project Documents Updates

•All project documents may be updated and marked as final versions as a result of
project closure.
•Lessons learned register is finalized.

❖ Final Product, Service, or Result Transition

The official “hand-over” of the project’s deliverable(s) to the customer or the
transition of an intermediate deliverable to the next phase. Hand over must be
formal, recorded, and likely include acceptance documentation signed by the
customer. Also included:
Maintenance procedures – including training of operational staff or transfer of
project staff.
 Close Project or Phase: Outputs

❖ Final Report
The final report provides a summary of the project performance. It can include
information such as:
• Summary level description of the project or phase.
•Summary of Scope objectives , Quality objectives ,Cost objectives , Schedule
objectives - met or not met supported by evidences and reasons .
• Summary of the validation information for the final product, service, or result.
•Summary of achieved business needs and benefits that the project was undertaken to
address.
• Summary of any risks or issues encountered on the project and how they were
addressed.

❖ Organizational Process Asset Updates

Organizational process assets that are updated include :
• Project documents - archive all project documents .
Operational and support documents , Project or phase closure documents .
•Lessons learned repository. Move lessons learned register to lessons learned
repository
 Section 07

Agile Project Management

 Chapters

1. Introduction to agile
2. Agile team
3. Scrum Overview
4. Agile Estimation
5. XP Overview
6. Lean
7. Kanban
 Topics in introduction to agile

• Agile Mindset
• Defined versus Empirical Processes
• Agile Principles compared to Waterfall
• Triangle of Constraint
• Agile Manifesto and Principles
 Topics in Agile Teams

▪ Agile Teams
▪ Adaptive Team Composition
▪ Agile Leadership (Servant Leadership )
 Topics in Scrum Overview

▪ Introduction to Scrum
▪ Scrum Framework
▪ Scrum Pillars and Values
▪ Scrum Team Roles
▪ Scrum Activities /Events /Ceremonies
▪ Scrum Artifacts
▪ Scrum of Scrums
▪ Sprint 0
 Topics in Agile Estimation

▪ User Stories
▪ Decomposing Project Requirements
▪ Participatory Decision Making
▪ Tracking Team Performance
▪ Prioritizing Value
▪ Agile Release Planning
▪ Agile Estimation
 Topics in XP Overview

▪ Introduction to Extreme Programming (XP )

▪ XP Core Values
▪ XP Life Cycle
▪ XP Team Roles
▪ XP Core Practices
 Topics Lean

▪ Introduction to Lean
▪ Lean Core Concepts
▪ Seven Wastes of Lean
 Topics in Kanban

▪ Introduction to Kanban
▪ Five Principles of Kanban
▪ Kanban’s Pull System
▪ WIP Limits in Kanban
 Agile Mindset

What is Agile ?
❖ Ability to be flexible
❖ Ability to move quickly& easily and adapt .

Agile is not a methodology in itself.

Agile is a mindset defined by values , guided by principles, and manifested through
many different practices . Agile practitioners select practices based on their needs.
 Defined versus Empirical Processes

Defined processes :
• Repeatable processes
• Do the work the same way each time .
• Prescribed process of Action.
• Defines constituent steps in advance.
•E.g.. : Industrial work relies on Defined processes.

Empirical processes :
• When faced with new or uncertain process.
• Trial and experiment is required to determine what works
• Resulting processes will be Interactive and Incremental.
• Frequent Reviews and Adaptation.
•E.g.. : Knowledge work relies on Empirical process.
 Agile Principles compared to Waterfall
Key Agile Principles Traditional Waterfall ideology
Highest value tops the priority list All or nothing
Project vision is aligned to deliver high priority Aims at building and delivering all features of the
business needs first. Better quality products are project at once. Complete product is delivered and
delivered faster and cheaper nothing can be delivered in isolation
Responding to Change Baseline and Change Control
Team learns to acknowledge uncertainty. Embraces Sticks to initial plans and makes no scope changes.
both internal and external changes by modifying Constrain on modifying or eliminating features
plans and approach
Iterative Phased
Working software is delivered regularly in short time Project execution occurs in fixed long phases
frames to the customer. Quality of deliverables
refines over time
Feedback and Continuous Improvement Lessons learned in the end
Continuous feedback loops to inform plans and Feedback is rarely given during the development
modify approach. This aids continuous improvement cycle so that it may be used towards improving
processes
Small but Integrated Teams Silo Teams
Communication gets simplified and better in a small Team works per functionality oriented groups
team. Self discipline and flexibility is created
 Triangle of Constraint

• Agile projects constrain time and cost.

• Agile projects allow the scope to change.

Inverted triangle
 Agile Manifesto and Principles
➢Agile Manifesto was created during a meeting in February 2001 by few Thought Leaders . It
includes a statement of four values and twelve guiding principles.

➢ 4 Values of Agile Manifesto

 Agile Manifesto Values (cont.)

Over
Over

Individual & Tools & Working Comprehensive

Interactions Processes Software Documentation

Over Over

Customer Contract Responding Following a

Collaboration Negotiation to Change Plan
 Individual and Interactions over
Processes and Tools
• While Processes and Tools will likely be necessary on projects, the team focus should be on
individual and interactions involved. Why?

• Project are done by people not tools .

• Problems gets solved by people, not processes.

• Projects are accepted by people, requirements and scope are debated by people,
acceptance criteria are negotiated by people.

Focus on developing the individual involved in the project and make them understand the
importance of interaction for success of the project.
 Working Software over
Comprehensive Documentation

• This value emphasises on the need to deliver.

• The goal should be to deliver high quality and valuable software and not to get
caught up with interim deliverables like extensive documentation that does not
support the ultimate goal of working software.

• However, documentation is not to be fully discarded, as software without it would

hamper support and maintenance.

• While only intensive documentation without a working software is totally useless.

 Working Software over
Comprehensive Documentation

• This value emphasises on the need to deliver.

• The goal should be to deliver high quality and valuable software and not to get
caught up with interim deliverables like extensive documentation that does not
support the ultimate goal of working software.

• However, documentation is not to be fully discarded, as software without it would

hamper support and maintenance.

• While only intensive documentation without a working software is totally useless.

 Customer Collaboration over
Contract Negotiation

• This value lays emphasis on being flexible and accommodating. The product will be built
exactly as originally specified by the customer, but if there is change in thoughts or
priority, the team should act flexibly and work towards attaining the new goal.

• Business needs as well as technology changes occur quickly. Rather than suppress the
client’s changing requirements, the team should be prepared from the beginning for
changes and work with the customer throughout the project towards attaining a shared
definition of “done”.

• This requires trusting relations and flexible contract models.

 Responding to Change over
Following a Plan

• In knowledge work projects, we know that our initial plans are inadequate, since
they are based on insufficient information about what it will take to complete the
project.

• Effort and energy should be spent in responding to inevitable changes rather than
focussing on original project plan.

• Doesn’t mean there is no planning in Agile… As a matter of fact, more ‘frequent”

planning and changing the plan is the key..
 Agile Principles
The Manifesto of Agile describes 12 principles of Agile Development :
Principle 1: Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software .

This principle includes three main points :

1) The first is to satisfy the customer.

Producing perfect plans and documentation will only delight the project
management office (PMO) or the quality assurance (QA) group not the customer.

2) The second point is early and continuous delivery.

It is better to get something wrong up front and have time to correct it than to
discover the issue much later when so much more has been built on top of a faulty
foundation.

3)The final point is that what we are delivering is valuable software (i.e....., systems),
not completed work products, WBS items, documentation, or plans.
Principle 2: Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive advantage.

•In non-agile projects, changes are often considered “scope creep” or blamed for the
project deviating from the plan.

•Instead of creating a high-overhead mechanism for suppressing or processing changes,

agile methods use a lightweight, high-visibility approach—for example, continuously
updating and prioritizing changes into the backlog of work to be done.

Principle 3: Deliver working software frequently, from a couple of weeks to a couple of

months, with a preference to the shorter timescale.

•It’s better to get feedback early and often, to avoid going too far down the wrong track.

•Agile teams need feedback on what they have created , to see if they can proceed, or if
a change is needed.

•With frequent deliveries, we will regularly have results to show the customer and
opportunities to get feedback.
Principle 4: Business people and developers must work together daily throughout
the project.

•Frequent demos are example of how the business representatives and developers
work together throughout the project.

•Working with business representatives daily, we are better able to suggest solutions
and alternatives to business requests.
In turn business representatives also learn what types of solutions are expensive or
slow to develop, and what features are cheap.
Principle 5: Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.

•Agile methods promote empowered teams.

•Agile methods emphasis is on craftsmanship, peer collaboration, and teamwork, which

result in higher rates of productivity.

•Leaders recognize that their team members are experts in what they do, and provide
the support they need to ensure they are successful.
Principle 6: The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.

•Face-to-face communication allows us to quickly transfer a lot of information in a

richer way that includes emotions and body language.

•In a face-to-face conversation, questions can be immediately answered, instead of

“parked” with the hope that there will be a follow-up explanation, or the answer
will become clear later.
Principle 7: Working Software is the primary measure of progress.

•By adopting “working software” (or “working systems”) as our primary measure of
progress, we shift our focus to working results rather than documentation and design.

•In agile, we assess progress based on the emerging product or service we are
creating.

•If a feature can’t be measured or tested—in other words, if it doesn’t “work”—it isn’t
considered complete.
Principle 8: Agile processes promote sustainable development. The Sponsors,
Developers , and users should be able to maintain a constant pace indefinitely.

•Agile methods recognize the value of a sustainable pace that allows team members
to maintain a work-life balance.

•Working at a pace that can be maintained indefinitely leads to a happier and more
productive team.

•Happy teams also get along with the business representatives better than
overworked teams. There is less tension, and work relationships improve.
Principle 9: Continuous attention to technical excellence and good design enhances
agility.

•We also have to be mindful of keeping the design clean, efficient, and open to
changes. Technical excellence and good design allow the development team to
understand and update the design easily.

•Balance in effort to be maintained to deliver high-value features with continuous

attention to the design of the solutions. Product should deliver long-term value
without becoming difficult to maintain, change, or extend—cleaning and preventative
maintenance are preferable to fixing problems.

•In the software world, it is called Refactoring . Refactoring is the housekeeping,

cleanup, and simplifications that need to be made to code to ensure it is stable and
can be maintained over the long term.
•Once the code base becomes tangled, the organization loses its ability to respond to
changing needs. In other words, it loses its agility. So we need to give the
development team enough time to undertake refactoring.
Principle 10: Simplicity – the art of maximizing the amount of work not done – is
essential .

•In the software world, up to 60 percent of features that are built are never actually
used, and because complex systems have an increased potential to be unreliable,
agile methods focus on simplicity.

•Agile methods seek the “simplest thing that could possibly work” and recommend
that this solution be built first , it simply says, “Let’s get the plain- vanilla version built
first.”
Principle 11: The best architectures, requirements, and designs emerge from self-
organizing teams.

• Agile says let the people self-organize. It allows them to find an approach that works
best for their methods, their relationships, and their environment.

•They will thoroughly understand and support the approach, because they helped
create it. As a result, they will produce better work.

•Agile believes our architectures, requirements, and designs work best when they are
implemented by those who originate them.

Principle 12: At regular intervals , the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

•Agile methods employ frequent lookbacks, called “retrospectives,” to reflect on

how things are working on the project and identify opportunities for improvements.
These retrospectives are typically done at the end of each iteration, ensuring that
the team has regular opportunities to review their process.
 Agile Teams

• Most effective Agile teams tend to range in size from :

o 3 to 9 members
o Located in a team space
o 100 percent dedicated to the team .

• Self Organizing
(Members decide who will perform what work in each iteration)

• Agile teams thrive with Servant Leadership

(Removing roadblocks and obstacles and getting the team members the
information and the things that they need )

• Co-located Team
o Not enough just to put team members on the same city or the same floor.
o Ideally they should be within 33 feet of each other
o No physical barriers.
 Agile Teams (Contd. )

• Osmotic Communication
o A benefit of Co-located teams is Osmotic communication
o Useful information that flows between team members who are in proximity to
one another.
• Encourage Emergent Leadership
o Team success is more important than individual success.
o Anyone can be a leader on an agile team, not just the scrum master. This is all
about understanding roles and responsibilities so anyone can emerge as a
leader
• Cross- Functional
• Trusting , Supporting each other
 Adaptive Team Composition

Agile emphasizes the notion of generalizing specialists, as opposed to role

specialists i.e.... anyone who is qualified to perform a role can undertake it—
the roles are not reserved for people who specialize in one particular area.

Agile methods prefer to use generalizing specialists—individuals who have

cross-functional skills and can readily move between roles

•Generalizing specialists and traditional specialists can be differentiated by

thinking of “T-shaped” people and “I-shaped” people.
•Like the letter “T” generalizing specialists spend most of their time deep in
one role (the stalk of the “T”), but sometimes do spend time on activities that
come before and after that work (the crosspiece on the “T”).
•I-shaped people, on the other hand, are deeply skilled in one role and spend
all their time there, which means these people aren't as versatile as T-shaped
people.
 Agile Leadership (Servant Leadership)

• In contrast to a plan-driven and command-and-control style of

management, servant leadership is a commonly used term that describes
Agile leadership roles like a Scrum Master and an Agile coach.

• Agile approaches emphasize servant leadership as a way to empower

teams.
• Servant leadership is the practice of leading through service to the team,
by focusing on understanding and addressing the needs and
development of team members in order to enable the highest possible
team performance.

“The servant-leader is servant first. It begins with the natural

feeling that
one wants to serve, to serve first. Then conscious choice brings
one to aspire to lead.”
 Agile Methodologies
• Agile is an umbrella term that has several models and techniques under its shed. Agile
in itself is not a methodology .

1. Scrum
5. Kanban
2. Extreme Programming (XP)
6. SAFe Agile
3. Feature Driven
7. Lean Software Development
Development (FDD)
4. Dynamic Systems
Development Method
(DSDM)
 Scrum

•Scrum is a popular agile model that is lightweight and easy to understand—but like all
agile methods, it is difficult to truly master.

•The methodology documented in the “Scrum framework” is a set of practices, roles,

events, artifacts, and rules that are designed to guide the team in executing the project.
Scrum Framework
 Scrum Pillars and Values

The theory behind Scrum is based on the three pillars of transparency, inspection, and
adaptation. These principles guide all aspects of the Scrum methodology:

➢Transparency: This involves giving visibility to those responsible for the outcome. An
example of transparency would be creating a common definition of what “done” means,
to ensure that all stakeholders are in agreement.
➢Inspection: This involves doing timely checks of how well the project is progressing
toward its goals, looking for problematic deviations or differences from the goals.
➢ Adaptation: This involves adjusting the team’s process to minimize further issues if an
inspection shows a problem or undesirable trend.

Scrum Team Values :

➢ Commitment
➢ Openness
➢ Focus
➢ Courage
➢ Respect
 Key Terms and Components of Scrum
Sprint

➢Sprint is a timeboxed iteration of one month or less in which the team builds a potentially
releasable product.
➢ During a sprint, no changes are made that would affect the sprint goal. Scope might be
clarified or renegotiated as new information becomes available .
➢ Product Owner can cancel the Sprint before the time box is over if the sprint goal
becomes obsolete because of a change in business direction or technology conditions.

➢ Each sprint consists of sequence of activities :

• Sprint planning meeting,

• A development period that includes daily scrums,
• Sprint review meeting, and
• Sprint retrospective meeting.
 Scrum Team Roles
Scrum teams are made up of the Development team,
the Product Owner, and the Scrum Master.

➢ Development Team
• Group of professionals who build the product increments
in each sprint.
• Members are self-organizing—i.e. empowered to manage
their own work.
• Are cross-functional; each team member can fulfill more
than one of the roles needed to complete the work (such as analysis, build, and test on a
software development team).
 Scrum Team Roles(Contd.)

➢ Product Owner
•Work with stakeholders, customers and teams to define direction.
• Well-versed in how the business operates .
•PO is responsible for managing the product backlog . Scrum Master or development team also
assists in this process by sharing information about estimates, dependencies, technical work
items, and so on.
• PO needs to ensure that the work items in the backlog are up to date and accurately
prioritized based on business value.
•Responsible for making sure that the business and the team have a shared understanding of
the project vision, project goals, and the details of the work , so that the team can plan and
build the work items.

➢ Scrum Master
• Ensures that the Scrum methodology is understood and used effectively.
• He is called Servant Leader to the development team, removing any impediments to their
progress, facilitating their events (meetings), and coaching the team members.
•Assists PO with managing the backlog and communicating the project vision, project goals,
and the details of the backlog items to the development team.
• Also serves the organization by facilitating its adoption of Scrum .
 Other Roles

• Scrum does not allow this !

• Members all have the same role and title ; for example: Development team member.
• Different titles or roles shift focus to specific role and individuals might not pay enough
attention to the final product.
• Development team members are responsible for all the outputs created in the
development team .

Who's the project manager?

No, there is no project manager in Scrum

In Scrum you have scrum masters.

None of the roles really act as a traditional project manager.
The responsibilities are distributed among the different roles, so responsibilities are
distributed among the product owner, the development team and the scrum master.
 Scrum Activities /Events /Ceremonies

Scrum defines five “activities,” - meetings that are focused on a specific purpose.

These include Product backlog refinement, sprint planning meetings, daily scrums, sprint
reviews, and sprint retrospectives.
 Scrum Activities /Events /Ceremonies

➢ Product Backlog Refinement

•“Grooming the backlog” is done , means everyone involved in the project gathers to
discuss and update the items in the backlog.

➢ Sprint Planning Meeting

• Time box : Eight hours for a four week sprint ; less for shorter sprints.
• Attendees : Complete scrum team , including all roles .
•Everyone gathers to determine what will be delivered in the upcoming sprint and how
that work will be achieved.
•PO presents the updated backlog items, and the group discusses them to ensure they
have a shared understanding.
•Development team forecasts what can be delivered in the sprint, based on their
estimates, projected capacity, and past performance.
•Development team then determines how that functionality will be built and how they
will organize themselves to deliver the sprint goal.
 Scrum Activities /Events /Ceremonies

➢ Daily Scrum

• 15-minute time-boxed meeting .

• Scrum Master makes sure the meeting happens every day, and follows up on any
identified obstacles.
•Helps Development team to synchronize their work and report any issues they are
facing.
•Each member of the team briefly answers three questions about what they are doing
to meet the sprint goal:
oWhat have I done since the last daily scrum?
oWhat do I plan to do today?
oAre there any impediments to my progress?
• Any further discussion or problem solving takes place offline.
 Scrum Activities /Events /Ceremonies
➢ Sprint Review
• Four hours for a one-month sprint .
•Held at the end of the sprint and includes the Development team, Product Owner,
and the Scrum Master (and potentially other stakeholders).
•Team demos the increment to the product owner.
• PO inspects the work to see whether it is acceptable—deciding if it is “done” or
explaining what is missing.
•Together, they make any changes needed to the backlog.

➢ Sprint Retrospective
➢ Three hours for a one-month sprint .
• This meeting is primarily for the development team - “inspect and adapt” activity .
• After the sprint review, but before the next sprint planning meeting .
• It gives opportunity to gather lessons learned and look for opportunities for
improvement.
•Team considers product owner’s feedback from the sprint review and also factor any
improvements (People, relationships , processes and tools )they identify during the
retrospective into their plan for the next sprint.
 Scrum Artifacts

Scrum has three tangible items that are produced or

Used by the team during a sprint—
Product Backlog, Sprint Backlog and Product increment
➢ Product Backlog
• Prioritized list of all the work that needs to be done to build
the product—it serves as the single source for all the product requirements.
•Items in the backlog may include features to be built, functions, requirements,
quality attributes (i.e....., nonfunctional requirements), enhancements, and fixes.
•This list is dynamic; (it evolves as the product evolves and needs to be continually
updated.
•Items in the backlog are prioritized by the Product Owner and sorted so that the
highest-priority work is at the top of the list.
•Team will always try to work on these top-priority items .
•Work items are progressively refined as they get closer to being worked on, so the
highest-priority items are the most detailed, and the team’s estimates for those items
are more precise. Lowest-priority items might not get developed at all, since they may
be continually deferred in favor of higher-priority work.
•Backlog is constantly being refined , adding more detail to the backlog items .This is
called “backlog refinement ”or “grooming the backlog.”
 Scrum Artifacts(Contd.)

➢ Sprint Backlog
•It is the subset of items in the product backlog that have been selected as the goal
of a specific sprint .
• Team develops a plan for how they will achieve the sprint goal—this is their
commitment for the functionality that they will deliver in the sprint.
•It serves as a highly visible view of the work being undertaken and may only be
updated by the development team.

➢ Product Increment
• Development team build an increment for each sprint (the end product).
•In sprint review, team demo their latest increment to get feedback from PO and find
out if that item is “done.” ( is called definition of done which has already been agreed
b/w team and PO before team started working on it )
 Scrum of Scrums
Scrum of Scrums As Scrum projects get larger, multiple Scrum teams might need to
coordinate their work.
•Representative from each team reports their progress to the representatives of the
other teams. Just like a normal daily scrum, the participants answer four question to
help surface potential conflicts between teams: “Are you about to put something in
another team’s way?”
 Sprint 0
Sprint 0: This is an optional iteration that can be use to set the stage for our
development
efforts . It is used for project setup, infrastructure provisioning, setting up of
project document repository, standardizing tools and team building.
•It typically doesn't involve building any deliverables for the customer.
•Work undertaken in Sprint 0 should be limited to "just enough'' for the first
development iterations to be successful.
 User Stories

• Small chunk of business functionality within a feature that involves roughly 1-3 days
work.
• Written in simple language , free from technical details or jargons

• User stories are written on index cards or sticky notes that will go up on a big
whiteboard where everybody can see it.

• These user stories are what the product owner should create, and these are the
things that go into the product backlog.
 User Story Format

Following format is often used :

As a <Role>, I want <Functionality>, so that <Business Benefits>

Examples:

As a CFO, I want a secure payroll system so that all employee get their pay-check on
time and are not dissatisfied.

As a hotel seeker, I want to book a room for 2 nights at a hotel that is within 3 miles
from my office, so that I save time on commute.

As a customer, I want to search the website so I can quickly find items I want
to purchase.

Forces project team to identify the users and business benefits for each
functionality .
 User Story Workshops

•Workshops are meetings in which the participants get work done.

• Workshops should have clear goals and a schedule that is visible to everyone.

User Story Workshops

•Also known as “story writing workshops” are the preferred mechanism for gathering
candidate user stories .
•Benefit is we have representatives from all groups in the workshop, which helps to
discover issues and simplify the process.
•Design and Development team if together , can discuss the trade-offs and priorities and
options of the various approaches before they commit to one of them.
 Decomposing Project Requirements

• Epic - is a large user story. It might span one or more iterations.

( Lot of epics in project is not advisable because it's really a lot of
unknowns when it comes to planning)
• Features - attributes of the product (Product owners and customers
often talk about features , what the user will experience in the thing
you're creating)
• User stories – decomposition of a feature. User stories are what the
product owner creates.
• Task - is the smallest element in our decomposition.
 Stories in Backlog
• Stories in the product backlog are
prioritized.
• Prioritization is done by the product
owner.
• The highest value item is prioritized
and put on top of the product
backlog.
• The product backlog items (PBIs) are
not only prioritized, but also
estimated.
• The high priority PBIs are fine-
grained, whereas as the low priority
items, towards the bottom of the
backlog, are coarse grained. They are
likely to remain in the form of EPICS
until they move closer to the top.
 Participatory Decision Making

In Sprint planning meeting , team needs to select user stories from product
backlog .
Agreement on the sizing of user stories is needed. So how many user stories
can they take from product backlog .This depends on the capacity of team to
deliver .
This leads to Voting .

•Engaging the project stakeholders in the decision-making process.

• Communication and decision-making processes are more critical for keeping

everyone informed and engaged.

•As stakeholders involvement in the process increases, their commitment to the

outcome also increases.

Participatory Decision Models :

•Simple Voting
•Thumbs Up/Down/Sideways
•Fist-of-Five Voting
•Simple Voting
•Simple/easy approach - ask the team to vote “for” or “against” an idea by a
show of hands.
•This method can prevent the team from discovering and exploring better
alternatives. This omits refinement as an integral step.

•Thumbs Up/Down/Sideways

•Another simplest way to ask participants in a group to vote and express consensus or
agreement is through the thumbing technique.
• Participants with thumbs-up or thumbs-down indicate agreement or disagreement
respectively.
•One in the middle, which shows thumbs-sideways, denotes the set of participants
who need further clarification, has a conflict, are neutral or indifferent and are not
able to vote either for or against the motion.
Fist-of-Five Voting

• Quick and popular consensus-based decision-making technique .

• Allowing demonstration of a degree of support, rather than yes/no decision.
• People vote by showing the number of fingers that indicates their degree of support.
•Involves raising of the hands when asked to vote with the number of fingers (0-5)
indicating the level of agreement as illustrated below.

• 0 finger (closed fist) – means the voter has serious objections and will block the
proposal.
•1 finger – means the voter has strong reservations and wants to discuss issues and
suggest changes that should be made.
• 2 fingers – means the voter is moderately comfortable but has minor issues that may
not need discussion.
•3 fingers – means the voter has a neutral standpoint because he likes some of it, but
not all.
• 4 fingers – means that the voter is supportive of the proposal.
• All 5 fingers (show of the full palm) – means the voter is in complete agreement with
the proposal and will also promote it.
 Tracking Team Performance

➢ Burn Charts
•Burndown Charts
• Burnup Charts

➢ Velocity
 Burn Charts
➢ Burn Charts
•Burndown Charts
• Burnup Charts

•Burndown chart tracks the work that remains to be done on a project.

•Burnup charts are conceptually the opposite of a burndown chart displaying the work
that has been completed .
While the burndown chart moves in the downward direction, burnup charts move in
an upward direction as more and more stories are completed and delivered to the end
user.

The one advantage of burnup charts over burndown charts is that it can depict
change of scope very vividly.
 Velocity

Velocity Measurement of total output from an iteration to attempt to

predict future iteration outputs.

➢ Velocity -is a very important metric in determining the progress of an Agile project.
• It is defined as the “measure of a team’s capacity for work per iteration.”
•This provides a way to track and communicate what they have accomplished,
anticipate what they will be able to accomplish in the future, and forecast when the
project (or release) is likely to be done.

•Sum of story points of all completed story in one iteration. Uncompleted stories are
not considered while measuring the velocity.

• Example - In an iteration, the team has completed 3 stories with story points 4, 7 and
2. The team has also completed 50% of another story with 6 story point and 90% of
another story with 2 story points. What would be the Velocity of this iteration? So, the
velocity would be 4+7 +2 = 13 story point.
 Some Important Notes about Velocity

•Velocity of 2 teams cannot be compared to each other. This is because velocity is

based on story points and 2 teams do not share the common definition of a story point
(the baseline story also varies from team to team).

•Incomplete stories (i.e..... the ones that have not met the definition of done) should
not be considered when reporting progress on the basis of attained velocity.

•Velocity helps in determining accuracy in estimates by tracking the trend of actual

velocity achieved over several iterations, the team gets better at their projections.

•Velocity is not a measure of productivity. It should never be used as a yardstick to

perform performance appraisals of the team members.

•Velocity of teams are expected to increase over a period of time as the team matures,
acquires more experience and control over the domain, technology and the customer
needs.

•Velocity usually varies the first few iterations and then begins to stabilize .
 Velocity Chart

• Graphs the completion rate of team over time and helps predict future
iterations
• Velocity chart gauge the team’s production rate over time .
 Key Performance Indicators(KPI’s)

•As the project progresses it is important for the Agile team to track and monitor the
progress of the team to see how requirements are transformed into working software.
•Few commonly used metrics :

➢ Planned versus Actual Velocity

• Velocity is a measure of how much a team can accomplish during an iteration.
• It is computed as the sum of the story points (units of estimates) that a team can deliver
in an iteration.
 5.4.5 Prioritizing Value
•Prioritization is a fundamental agile process.
•Agile teams also use prioritization to confirm that they are delivering value.

➢ Customer-Valued Prioritization
➢ Value based Prioritization Schemes
•Simple Schemes
•Moscow
•Monopoly Money
•100-Point Method
•Dot Voting or Multi-Voting
•Kano Analysis
•Requirements Prioritization Model
➢ Relative Prioritization/Ranking
 Customer Valued Prioritization

•Customer-valued prioritization refers to the agile practice of working on the items that
yield the highest value to the customer first.

•Customer-valued prioritization is an ongoing process throughout the project.

•Team usually sit down with the customer at the end of each iteration to prioritize the
remaining work items.

•By asking the customer what their top-priority features are, we learn about their
motivations, risks, and acceptance criteria .

•A team that doesn’t practice customer-valued prioritization is likely to miss out on

identifying critical success factors.
 Value based Prioritization Schemes
➢ These techniques are concerned with working on the items that yield the highest
value to the customer as soon as possible .

➢ Various prioritization schemes can be applied :

➢ Simple Schemes

➢ MoSCoW Prioritization Scheme

➢ Monopoly Money

➢ 100 –Point Method or Cumulative Voting Method

➢ Dot Voting or Multi-Voting

➢ Kano Analysis

➢ Requirements Prioritization Model

 Simple Schemes

• Label items as “Priority 1”, “Priority 2” etc. or “Top/High”, “Medium”

and “Low”

• Simple approach. However this can become issue since everyone

wants to designate everything as Top/High/Priority 1

• Lot of items might end up as Top/High/Priority 1

 MoSCoW Prioritization Scheme
• Requirement prioritization using Moscow

➢ Must Have -Those Requirements or features without which system will not
work or will not have value. The must requirements is given the topmost
priority

➢ Should Have – are important features, we should have them for system to
work correctly . These are highly desirable, though not mandatory.

➢ Could Have - Nice to have features .Useful net additional features that could
add value to the users but wont break the system if they are not done .

➢ Won’t Have – And the final consideration is given to the requirements which
we will not work in the process at that point of time. Wont have in this release
but can be considered in future .
 Monopoly Money

•In this approach , project budget is given to the users in the form of fake currency, as
seen in the popular game of Monopoly.

•Users are then asked to distribute the money on the system features or
functionalities that are valued or matter to them most.

•Aggregate of these values for each feature is ranked to determine the priority of the
business features required.
100-Point Method or Cumulative Voting Method

•Each participant in the group is given 100 points to be distributed as votes across
the list of user stories (or product backlog items).
• Participant is at his or her free will to give as many votes or as few votes based on the
items that seems most or least important in his or her perspective.
•After all participants finish voting, the votes are counted and the stories are sorted
and ranked in descending order of the votes it received.
•Story with the biggest amount of votes is given the highest priority, followed by the
one with the next highest votes and so on.
 Dot Voting or Multi Voting

•Users are given a predetermined number of dots (check marks, tally marks, or
anything to indicate scoring) instead of 100 points.

•Users are free to place their dots on any feature as long as the total votes do not
exceed their quota.

•At the end, the summing up of the dot votes, ranking and relative prioritization
happens in the same way as the 100-point method.
 Kano Analysis
•This technique is used to classify customer preferences into four categories -
Delighters/Exciters, Satisfiers, Dis-satisfiers, and Indifferent.
•Project stakeholders can use these categories to understand how customer needs relate to
customer satisfaction.
➢ Threshold or Must have Features(Dis-satisfiers)-1st emphasis Feature that must be there
for product to be successful. Absence of these features will dis-satisfy users. However,
presence of these will not necessarily raise satisfaction. E.g. : A job portal having a search
feature.

➢ Linear Features (Satisfiers)- 2nd emphasis Those features for which “the more, the better”
holds true. Customer satisfaction in linearly correlated to quantity of these features. End
users are usually aware of these features. E.g. Response time of a website .

➢ Delighters/Exciters –or WOW features .3rd emphasis These features deliver unexpected ,
high value benefits to customer . These yield high level of customer support, often adding a
price premium to the product. E.g. : Web portal having feature of Synchronizing profile from
LinkedIn.

➢ Indifferent-These features have no impact on customer .Neither satisfies nor dissatisfies.

We should try to eliminate/minimize/defer them .
Kano Analysis
 Relative Prioritization

•Simplest way of listing features in order of relative

priority—no category 1, 2, or 3; no high, medium, or
low; no must-haves, etc.

•Items at the top of the list—features A through D—are

part of the defined minimal viable product

•If scope needs to be cut to meet the budget and

schedule objectives, it’s clear by looking at this simple
list that adjustments should be made to item E.
 Relative Prioritization(Contd.)

•Relative prioritization also provides a

framework for deciding if and when to
incorporate changes.

•Team can accept late-breaking changes

on projects—but only at the expense of
lower-priority work items.

•Rather than having separate “buckets”

of work that represent change requests,
defect fixes, and new features, a single
prioritized list combining these items
gives everyone a clear, complete view of
everything that remains to be done on
the project.
 Minimum Viable Product (MVP) versus Minimum
Business Increment (MBI)
Minimum viable product, or MVP refers to the smallest collection of features that
can be included in a product for customers to consider it functional. In Lean
methodologies, it can be referred to as "bare bones" or "no frills" functionality.

E.g...; A Minimum Viable Product is a development technique used to develop a new

product or website with just enough features to satisfy early adopters.

Minimum Business Increment , or MBI refers to the smallest amount of value

that can be added to a product or service that benefits the business.
E.g...;Companies whose products are platform based, it could be improvements to
the platforms.

MBIs are focused on the realization of value and not merely

on deploying a feature.
 MVP/ MBI

Minimum Viable Product (MVP)

• An investment in creating a new product or service
• Created to explore a hypothesis
• Often starts as a functional prototype where some functionality is simulated or
performed manually
• Aim is to do just enough work to get something in front of potential customers to
learn what they really want

Minimum Business Increment (MBI)

• The smallest, releasable chunk of value that makes sense from a business
perspective
• Focused on the highest value, and quick realization of that value
• Targeted for a particular market segment
• Only artifact for which cost-of-delay makes sense
 Information Radiators (Visual Display in Agile )

•“Information radiator” is Agile’s umbrella term for highly visible displays of

information, including large charts, graphs, and summaries of project data.

•Agile teams follow a tradition of communicating and visualizing progress very

transparently using information radiators.

•Sometimes also referred to as “visual controls,” are usually displayed in high-

traffic areas to maximize exposure, where they can quickly inform stakeholders
about the project’s status.

•Opposite of information radiator is hence called information refrigerator,

which hides information where no body knows what is going on in a project.
E.g.. : Password-protected weekly status reports that are accessible only to a
few senior staff in the team.
 Definition of Done

•DOD : A team's checklist of all the criteria required to be met so that a deliverable can be
considered ready for customer use.
•This can also be looked upon as the “exit criteria” that consists of a checklist of activities that
need to be completed as part of the work item.

•DOD is another concept in terms of shared vision -that needs to be shared and respected
across stakeholders.
•Teams should reach a consensus on what it takes to mark an item on the backlog as
complete.
•DOD also drives release and sprint planning, estimation, execution and sprint review.
•Shared definition of done is necessary at every level of an agile project, including:
oUser stories: “For this story, done will mean developed, documented, and user acceptance
tested.”
oReleases: “The first release will be deemed done when system Alpha is replaced and there
are no Priority 1 defects or change requests.”
oFinal project deliverables: “Done for the project will mean all high- and medium-priority
features are implemented, there are two months of trouble-free operation, and the project
receives satisfaction scores of greater than 70 percent from the user community.”
 Agile Release Planning

In Agile release
planning process,
we determine the
number of iterations
or Sprints that are
needed to complete
each release, the
features that each
iteration will contain,
and the target dates
of each release.
This enables
customers to see the
dates when the
features that they
want are expected
to be available.
 Agile Estimation

Agile projects are typically more difficult to estimate than other types of projects.

•Complexity and uncertainty makes it more problematic to provide estimates for

knowledge work projects.

•Agile teams avoid single-point estimates; instead, present estimates in ranges to

indicate level of confidence in the estimate and manage stakeholders expectations.

•Agile teams generally do not use absolute estimates to predict the level of work
involved in a task as much of the work is innovative and dependent on a number of
factors, including risk, complexity, and labor.

•When giving estimates in ranges, width of the range should reflect our confidence in the
accuracy of the estimate to manage our stakeholders' expectations.

• Estimate ranges are narrower when we are more certain about the estimates, and
wider when we are less certain.
 Agile Estimation

User stories are the most basic/fundamental Agile planning tool.

•User stories are written on small cards and used to trigger conversations to discover
details of the business needs and how the software should be estimated, designed,
developed and tested.

•Once the stories are identified and prioritized in collaboration with the customers,
developers estimate them and then slot them into one of the iterations for
implementation.

•Once developed, the acceptance tests are executed to verify that the stories work
exactly the way the customer expected it to be.
 Agile Estimation Methods

Agile teams tend to use a relative estimation approach that takes all factors into
account and uses a relative sizing method to help assess the overall effort. A
couple of popular methods include:
• T-Shirt Sizing: XXS, XS, S ,M, L, XL, XXL based on the combination of risk,
complexity, and labor.
• Modified Fibonacci Sequence: 1, 2, 3, 5, 8, 13, 20, 40 100, ∞ based on the same
factors.
*These are often referred to as story points; they are unit-less and attempt to
capture the overall impact of the work.
 T-Shirt Sizing

T-shirt Sizes
•One of the applications of relative sizing is to use T-shirt sizes like XXS, XS, S, M, L, XL
and XXL as estimates for user sizes.

•Team chooses a convention what a “Small” story would look like. And based on that,
if the other stories are slightly smaller or larger it will be estimated as XS or M or L. If
there is a considerable difference, then the team chooses the extreme values of XS,
XXS or XL and XXL.
•Goal of using T-shirt sizing is that the estimation process takes less of a time, since
the team is not considered about precision, but about relative sizing.

•Team can estimate without having all the finer details in hand, which is necessary in
case of an absolute estimate (in man-days for example).
 Story Points

•Similar to T-shirt sizing, a story point is a relative measure of size of a piece of work like
a user story or a feature.

• Story points are one of the most popular units of Agile project estimation.

• Does not directly correlate to actual hours.

•It depicts the amount of complexity, effort to build, or the risk involved in a story as
compared to another one.
•Agile team agree on a baseline story i.e.... say, is of 1 story point estimate. A story that
is twice as complex than this baseline will have an estimate of 2 story points. And the one
that is four times as complex than the baseline will be estimated at 4 story points and so
on.

•Story points of one project may not mean the same size or complexity when applied to
another project.
 Estimation Techniques

Planning Poker : A technique used to perform these estimates is called

planning poker.

• A user story is presented to the team . There is conversation among

the team members and with the customer (Product Owner in
Scrum), and when the team has asked its questions, the facilitator
(Scrum Master or Agile coach) asks the team to use a card deck
(generally with the modified Fibonacci numbers) to vote for the
number of points to assign to the story.
• If there are disagreements, the facilitator will coordinate a discussion
and try to help the team to come to consensus on the point .
This is repeated for several of the stories at the top of the backlog to
ensure they are ready for inclusion in an iteration (or Sprint).
 Affinity Estimation
•Agile team groups user stories or product
backlog items (PBI’s) based on their similarities
in complexity and size.
•This technique works well when large no of
stories need to be estimated quickly.
Steps :
•Team agrees to label each column header with some measure of size (let’s say XS, S, M, L,
XL) or story points with values increasing from left to right.
•The product owner brings along with him a list of prioritized stories from the backlog that
needs to be estimated by the team.
•Each story is shared with the team, who then slots it into the corresponding column based
on size and complexity.
•In the next round, the estimates are checked against those of existing stories in the same
column and if agreed, they are moved across in either direction to the most appropriate
column.
•This goes on until the backlog of user stories are all estimated and the team is comfortable
with their positions on the columns.
 Introduction to Extreme Programming (XP )

•Developed by Kent Beck . It is an agile software development method that leads to

higher quality software, a greater responsiveness to changing customer requirements,
and more frequent releases in shorter cycles.

• One of the most disciplined agile approach .

•Takes some of the best practices of traditional software engineering to an extreme
level. E.g. Extensive code reviews , extensive testing of all the code , doing
programming in pairs , write code only if needed.

• It consist of usually two weeks iteration .

 XP Core Values
XP Core Values are simplicity, communication, feedback, courage, and respect.

➢Simplicity: This value focuses on reducing complexity, extra features, and waste. XP
teams keep the phrase “Find the simplest thing that could possibly work” in mind, and
build that solution first.
➢Communication: This value focuses on making sure all the team members know what
is expected of them and what other people are working on. E.g.. , Daily stand-up
meeting.
➢Feedback: Team should get impressions of suitability early. Failing fast can be useful,
especially if in doing so we get new information while we still have time to improve the
product.
➢Courage: It takes courage to allow our work to be entirely visible to others.
E.g. pair programming , team members share code .
➢ Respect: Respect is essential on XP projects, where people work together as a team
and everyone is accountable for the success or failure of the project.
E.g. This value also relates to pair programming; team members need to recognize that
people work differently, and respect those differences.
XP Life Cycle
 XP Life Cycle

•XP teams use lightweight requirements called “user stories” to plan their releases
and iterations.
•Iterations are typically two weeks long, and developers work in pairs to write code
during these iterations.
•All software developed is subjected to rigorous and frequent testing. Upon approval
by the on-site customer, the software is delivered as small releases.
 XP Team Roles

XP roles are Coach, Customer, Programmer, and Tester. Let’s see how each of these
roles participates in an XP project.

➢ Coach
•Acts as a mentor to the team, guiding the process and helping the team members stay
on track.
•Coach is also a facilitator—helping the team become more effective—and reinforcing
communication both within the team and across teams.
• This role is similar to Scrum Master in Scrum .
 XP Team Roles(Contd.)

➢ Customer
•Customer is the business representative who provides the requirements, priorities,
and business direction for the project.
• Defines the product that will be built, determines the priority of its features, and
confirms that the product actually works as intended.
• This role is similar to the product owner in Scrum.

➢ Programmers
•These are the developers who build the product by writing and implementing the
code for the requested user stories.

➢ Testers
•Provide quality assurance and help the customer define and write acceptance tests
for the user stories. This role may also be filled by the developers (programmers), if
they have the required skills.
 XP Core Practices
XP method draws upon 13 simple but powerful core practices, as shown below.
 XP Core Practices(Contd.)

➢ Whole Team
•Whole team practice is the idea that all the contributors to an XP project sit together in
the same location, as members of a single team.
• XP emphasizes the notion of generalizing specialists, as opposed to role specialists. i.e....
anyone who is qualified to perform a role can undertake it—the roles are not reserved for
people who specialize in one particular area.
•Helps optimize the use of resources and helps eliminate the possibility that people in
certain roles will be idle or overstretched at certain points in the project.
• Allows for more efficient sharing of information
 XP Core Practices(Contd.)

➢Planning Games XP has two primary planning activities, or planning games—

release planning and iteration planning.

• Release Planning
o A release is a push of new functionality to production user
o Project typically has one or more releases, with no more than one or two
releases in a year
o Customer outline the functionality required and developers estimates the
difficulty level.
o Based on this, customer lays out the plan for the project delivery.
• Iteration planning
o Planning done at the start of every iteration (every two weeks)
o Customer provides the list of functionality they would like in next two weeks.
o Developers break down the functionalities into task and estimate the work
o Based on these estimates and previous iterations work accomplishments,
team commits what is possible in two week.
 XP Core Practices(Contd.)

➢ Small Releases
•Frequent, small releases to a test environment are encouraged in XP, both at the iteration
level, to demonstrate progress and increase visibility to the customer, and at the release
level, to rapidly deploy working software to the end users.
•Quality is maintained in these short delivery timeframes by rigorous testing and through
practices like continuous integration, in which suites of tests are run as frequently as
possible.

➢ Customer Tests
•Customer describes one or more test criteria that will indicate that the software is
working as intended.
•Team then builds automated tests to prove to themselves and the customer that the
software has met those criteria.
 XP Core Practices(Contd.)

➢ Collective Code Ownership

• Any pair of developers can improve or amend any code.
•Multiple people will work on all the code, which results in increased visibility , broader
knowledge of the code base , higher level of quality , greater chance of defects getting
discovered.
• Less impact to the project if one of the programmers leaves, since knowledge is shared.

➢ Code Standards
•XP teams follow a consistent coding standard so that all the code looks as if it has been
written by a single, knowledgeable programmer.
 XP Core Practices(Contd.)

➢ Sustainable Pace
•XP team recognizes that highest level of productivity is achieved by a team operating
at a sustainable pace and optimizes the delivery of long-term value.
• Repeated long hours of work are unsustainable and counterproductive.

➢ Metaphor
•XP uses metaphors and similes to explain designs and create a shared technical
vision.
• To help explain stakeholders how the system should work.
e.g. , “The billing module is like an accountant who makes sure transactions are
entered into the appropriate accounts and balances are created.”
 XP Core Practices(Contd.)

➢ Continuous Integration
•Perform frequent incorporation of work into the whole and then retest to determine
that the entire product still works as intended.
E.g.. every time a programmer checks in code to the code repository (typically several
times a day), integration tests are run automatically.
•Such tests highlight broken builds or problems with integration, so that the problems
can be addressed immediately.

➢ Test-Driven Development
• Team writes the Acceptance Tests prior to developing the new code.
•The code will pass the test once it is written correctly.
 XP Core Practices(Contd.)

➢ Refactoring
•Refactoring is the process of improving the design of existing code without altering
its external behavior or adding new functionality.
•Refactoring focuses on removing duplicated code, lowering coupling (dependent
connections between code modules), and increasing cohesion.
•This helps in keeping the design efficient, changes and new functionality can easily
be applied to the code.

➢ Simple Design
•Design is kept appropriate for what the project currently requires, then revisited
iteratively and incrementally to ensure it remains appropriate.
•XP follows design philosophy that says , “What is the simplest thing that could
work?”
 XP Core Practices(Contd.)

➢ Pair Programming
• Production code is written by two developers working as a pair.
•While one person writes the code, the other developer reviews the code as it is being
written—and the two change roles frequently.
•It saves time because pairs catch issues early and there is a benefit in that the two
people will have a larger knowledge base.
 Introduction to Lean

➢ Lean Product Development

• Lean approach is closely aligned with agile .

• Lean originated in the Toyota Production System that was developed to improve
upon mass production system for building cars.

• Lean began as a manufacturing approach, which was then applied to software

development, and eventually adapted for other kinds of knowledge work.

• Lean product development deals with developing new and better products.
 Lean Core Concepts
Lean focuses on seven core concepts, as shown below:
 Lean Core Concepts(Contd.)
➢ Eliminate waste:
•To maximize value, we must minimize waste.
•In knowledge work, waste can take the form of partially done work, delays, handoffs,
unnecessary features, etc.

➢ Empower the team:

•Respect the team members’ superior knowledge of the technical steps required on the
project and let them make local decisions to be productive and successful.
• Avoid micromanagement approach.

➢ Deliver fast:
•Project’s return on investment (ROI) maximizes by quickly producing valuable
deliverables and iterating through designs.

➢ Optimize the whole:

•Solution created by team should look and feel like one whole solution, not 7 different
solution glued together.
• Go beyond the pieces of the project and look for how it aligns with the organization.
• Focus on forming better intergroup relations.
 Lean Core Concepts(Contd.)

➢ Build quality in:

• Quality should be planned in, not inspected in.
• Assure quality throughout the development process using techniques like refactoring,
continuous integration and unit testing.

➢ Defer decisions:
•Pushing the decision as far as possible into future, lean keeps more options which
improves the quality.
• E.g.. :this may mean reprioritizing the backlog right up until it is time to do the work,
or avoiding being tied to an early technology-bounded solution.

➢ Amplify learning:
• Facilitating communication early and often.
• Getting feedback as soon as possible, and building on what we learn.
 Seven Wastes of Lean

• Goal of eliminating waste is the primary driver for the lean approach.
•Lean uses the Japanese term muda to refer to the seven kinds of wastes that should
be eliminated.
•Lean experts Mary and Tom Poppendieck, have written extensively on the use of lean
in software projects, have converted the seven traditional manufacturing wastes into
seven comparable software development wastes, shown on next slide .

•Lean has contributed important techniques and concepts to agile, including the
seven forms of waste, pull systems, value stream mapping, and work in progress, or
WIP.
• Lean is also the source of the Kanban methodology, which will be discussed next.
 Introduction to Kanban

• Kanban method is derived from the lean production system developed at Toyota.
•The word Kanban is literally made up of two Japanese words: Kan which means visual
and ban which means card. Put together Kanban means a visual card or signboard or a
billboard.
•This board shows the work items in each stage of the production process, as defined by
the team.

A kanban board helps the team to further improve its effectiveness by visualizing the flow
of work, making impediments easily visible, and allowing flow to be managed
 Five Principles of Kanban

Kanban development operates on five core principles:

➢ Visualize the workflow.

•Knowledge work projects manipulate knowledge, which is intangible and invisible.
• Visualizing the workflow is very important for organizing, optimizing, and tracking it.

➢ Limit WIP (work-in progress).

•Restricting the amount of work in progress improves productivity, increases the
visibility of issues and bottlenecks, and facilitates continuous improvement.
• Helps to identify issues and minimize the waste and cost associated with changes.
• Results in a steady “pull” of work through the development effort.
 Five Principles of Kanban

➢ Manage flow.
•Kanban teams manage the workflow by restricting the number of work items below
the agreed WIP limit.

➢ Make process policies explicit.

•Directly related to visualization is a need for explicit agreement on policies and
procedures. E.g. Entry and exit criteria as the work items move right from one column
to another , WIP limit where the team agrees to a capacity to deliver.

➢ Improve collaboratively.
• Team should collectively own and improve the processes it uses.
E.g. ,Setting up of the WIP limits. WIP limits are not hard enforced rules, but triggers
conversation so that the team can adapt based on the project needs.
 Kanban’s Pull System

•Kanban has some distinct features that differentiate it from Scrum, XP, and generic
agile.
•Main difference is that Kanban teams employ a “pull system” to move work
through the development process, rather than planning their work in timeboxed
iterations.
•Each time a Kanban team completes an item of work, it triggers a “pull” to bring in
the next item they will work on.
 WIP Limits in Kanban

•WIP limits term refers to capping the number of items that can be in a given state of
progress, as defined by the columns on the team’s Kanban board.
•Once the limit at the top of a column is reached, no new items may be moved into that
column until another item is moved out. Here’s an example of a Kanban board with WIP limits:
 Agile Framework and Terminology
Terminology Meaning
Backlog Collection of user stories and tasks that the team needs to work upon in upcoming sprints

Product Backlog Collection of tasks to be completed for the overall product

Sprint Backlog Collection of tasks that need to be completed in the current sprint
Epic A large user story that is comprised of sub user stories. As a general practice, an Epic is
broken down into related user stories so that they can be worked upon
User Story It is a way of defining software requirements or features from the perspective of end user.
It gives the development team an idea of what needs to be created and why
Task User stories are further broken down into tasks to understand the requirements and
technical features in a precise way
Iteration A period of 1 – 4 weeks during which the Agile team produces the next increment of the
software. The tasks or requirements to be done in an iteration are determined at the
beginning and is not to be changed during the iteration
Sprint In Scrum methodology, iteration is termed as sprint

Task Board A place for displaying all of the current tasks with respective assignees
 Agile Framework and Terminology(cont.)
Terminology Meaning
Story points A way of estimating the size of a task. The tougher or bigger the task, the more story points
it gets
Velocity The amount of tasks completed by a team, within an iteration, is measured in terms of
velocity. It is determined in terms of story points completed in an iteration
Backlog Process of updating the backlog with new user stories, re-prioritizing the order of existing
Grooming stories, decomposing epics into user stories, creating estimates
Estimation Process of assigning story points to the user stories or tasks in a product backlog in order to
measure them
Minimum It is the smallest working product that can be built and fully tested to be delivered in a given
Viable timeframe in order to provide value to the users
Product
Release Plan Schedule for releasing software into production along with key features to be delivered with
corresponding release dates
Spike It is a user story or a task aimed at answering a question or gathering information, rather
than implementing product features or user stories
Time box A fixed duration of time assigned to achieve some predetermined objective. Iterations and
Sprints are a few examples of Time box
Work in Work that is not yet completed but has already been initiated and is incurring cost to the
progress organisation. It is in progress and not yet deployed in production