Domains of PMP :

1.Initiate the project :1 3% of the exam , 8 tasks to know, 2 PMBOK Guide processes

a. Project Assessments

b.key deliverables

c.stakeholder analysis

d.high level requirements, constraints ,a ssumptions and high level risks

e. participate in developing the charter

f. charter approved

g. benefit analysis ( business value for stake holders)

h. Inform stakeholder about charter and common understanding

2.Plan the project: 24 % of exam,13 tasks ,24 PMBOK Guide processes

a. review and assess project requirements,constraints,assumptions

b.develop a scope management plan :define,amange,maintain scope

c.Cost management plan :

d.develop the project schedule , identifying milestones , resource management plans

g.develop human resource management plan by role and resobibilities of each team member

h.communications management plan

i. procurement management plan

j. quality management plan and define quality standards for project , quality assurance, quality
control

k. change management plan

l. risk management plan

present the project management plan to stake holders

n. kick off meeting

o. Stakeholder management plan by analyzing needs,interest and impact

3.Execute the project : 31% ,7 Task , 10 process

a.Acquire and manage human resources as well as procurement

b. Task execution based on plan

c.implement quality management plan

 d. Implement approved changes and corrective actions by following change management plan

e. Implement approved action of risk management

f. manage flow of information by following communication plan

g. Maintain stake holder relationship by stake holder management plan

4.Monitor the project : 25% 7 task 12 PMBOK Guide processes

a.Measure project performance

b.manage change to project

c.verify deliverable meet the quality standards

d.monitor and assess risk

e. review the issue log and determine corrective action

f. capture, analyze and manage lessons learned using learned management techniques

g.monitor procurement activities

5.Close the project : 7 % , 7 tasks, 1 process

A. final acceptance

b.ownership of deliverables

c.financial,legal and administrative closure

d.prepare and shgare the final project report according to communication

e. Collaborate all lessons learned

f archive project documentation

g.Obtain feedback from relevant stakeholders

Integration management spans all process group( Initiation,planning,execution,monitoring and

closing)(one process in every process group)

Time,scope,cost ;quality,schedule are always compoetitve objectives of pm

Project scope management :Plans cope management( how to do othere steps inscope mgmnt)

Collect requirements: detail levelof requirements

Define scope: outline scope of project: create wbs: break the definition of scope into smaller
parts for visualization so as to control schedule,cost and resource .Validate scope is driven by
cutomers after we create projectr deliverable the coustomer comes in and specs what we have
created and this leads to acceptance. Control scope to keet in target delivwring what was
promise and to prevent unapproved changes from entering project. For scope change we go
back to integrated change management

Scehdule management: craetingschedule mngmnt :planning,defining( activities list) and

sequencing activity and estimating activity durations,develop schedule and control schedule.

Cost Management :Plan cost management( tellsw us acceptable way to estimate cost to
determine budget and how to control cost),estimate costs( predict cist based on time and
information),determine budget(work breakdown structures),control costs

Quality Managemnt : conformance to requirements,fitness to use,delivering to promises

made,Plan the quality(create plan,quality activities and environmental factors such as QAD
programs that are unique to company(six sigma/lean/QA),Manage quality(quality assurance,
built into deliverable,design and is in execution of project,Control: inspection driven to keep
mistakes out of customers hand

Resources Managemnt : Plan resource mngmnt,estimate activity resources( are available and
how much they cost , how much hrs and type of material needed),acquire resources,develop
team,manage team,control resources

Communication mgmnt : Plan( defines who need what infor,what information,who have
access,secure,channels of information),manage( ensure following infor),monitor

Risk mgmnt : Plan ,identify risks,perform quality risk analysis( high level and subjective),perform
quantitative risk( deep, risk the effect time/financial ),plan risk responses( response to-ve and
positive),implement risk responses,monitor risks

Procuremnt Mgmt :plan procurement,conduct procurement, control procurement ( interatcting

with sellers,getting bid , both parties living to terms of contract).

Stake holders mgmt. : identify stake holders ,plan their engagement. Manage stakeholder
engagement,monitor stakeholder engagement ( goals about current level of engagement and
desired level of engagement)

Section 5: Project Managemnt Foundations

Projects are temporary.( definitive beginning and feinitive ending) . success criteria is defined in
charter and that states project ending.They many end by fulfilling objective, limited time,limited
fund,needs no longer exists,resources are not available,legalities or convience terminates

Project creates unique products,services or results : change current state to future state,
Projects are aboutmoving/adding/changing/deleting (MAC D). Sometimes we have transisition
period.

Projects enable business value creation :Tangible( monetary,stockholder equity, fixtures and
tools,market share), Intangible ( good will reputation,brand recognition,public
benefit,trademarks,strategic alignment) .It is usually descrive in document name as BUSINESS
CASE. ( why do we want to do the project , what is ROI)

Project Initiation Context: Why projects are created : generate some benefit.

1.Regulatory legal /social rewquirements : obligated to do

2.STAKEHOLDER REEquest: customer/stakeholkders request

3.Technological advances:hardware/software or any piece of equipment

4.Create improve or fix products,process or services

Defining Project Managemnt :project manager is individual who managers change in org that it
manages the change from moving from current state to desired future state.It is application of
knowledge,skills,tools and techniques to meet the project requirements. 49 projetc
management process, and 5 process groups. Not all process are needed in all projects.

Typical steps: Identify requirements,addressing nneds,concerns and expectation of stake

holders,set up, maintain and carry infor,manage stake holders,balance cometing project
constaints( scope,quality,schedule,budget,resources,risk).

Progressive Elaboration : start very broad, more information to get to specific. Idea or
concept=>formulate the idea=>business case=> feasibility case=> project

Project Managemnt Application areas:construction,health care,government,IT

Reviewing project life cycle :

Project Managemnt Life Cycle(IPECC): describes intitation,planning,execution,control and

monitoring and closing. It is process group

Project Life Cycle( Ohases of project): unique toe ach type of project . Each phase describes
the work and the deliverables that phase is creating.

Session 6: Related Areas of Project Management

Program Management:multiple related projects to achieve benefits if each project was done
was done individually . Program managers work with project manager.

Portfolio Management : describe kind of book of all investments that org can make in projects
and programs into operations. Describe all things that we are invested in .led by portfolio
manager ( where nad how do we invest in program and project). Considerations include
Scope,change,planning,management,success factors,monitoring. They are about maximizing
return on investment. Portfolipo can have projects or program or combination of both/ sub
portfolio( part of overall portfolio( program/projects/operations).

Working with Project Mangemnt Office(PMO):co-ordinate projects in particular

area/departments. Characteristics: support project manager, managed shred resources across
the project manager, coaching mentoring and training to PM,conducting project
audits,developing and managing processes and procedures, facilitate communications across
projects. They see if Pm are using right tools and techniques and process can be repeatable. 3
types of PMO :

1. Supportive: Consultative role, templates,training

2. Controlling – compliance through framework, specific forms and templates, governance
3. Directive: directly manages the project as PMP owns and controls the project life cycle

Projects vs Operations:BOTH Onvolve employees,have limited resources -people,money or

both,both are designed,executed and managed.

Projects are temporary( develop new products/mac-d,new service)

operations are ongoing( repetitive actions,he,accounting,marketing,maintenance,core business

functions)

OPM and Strategies: Organizational project management ( co-ordinate ,manage and control
project, program and portfolio in uniform ,consistent effort), consistently delivers
better).Different approach creates confusion to stake holders. So decision is done on opm level
to finalize the approach . Goals:

1. Goals and Tactics: goals for our organization

2. Value decision: business value
3. Results deliver : which approach gets done more effectively
4. Business value realization: how we measure business values
Executines(why vision,mission,goals),functional management( what strategy,tactics)
Operations(How).
Project based org : their income is generated by doing projects for other company.
So, they need a very uniform approach to project mangemnt coz everything they do is a
project so they can measure performance, profit
Project management and org governance: rules/frameworks /structure how we operate
what we are allow to do .
Project and org strategy have to be in sync
Culture : way people interact wd each other.

Understanding project environment: describes where project work takes place( physical
location), factors that influence the project.

Physical environmental elements: Location,working conditions,weather,constraints,external

enterprise environmental factors(physical environemntalelements, restrict what you are
allowed to do eg have safety equipment ).

Social and Cultural Influences: political climate( politics in org or overall politics),codes of
conduct, ethics, perceptions, values, external enterprise environmental factors.
Organization Culture and structure: Vision, Mission, Values and beliefs, hierarchy and authority,
cultural norms, organization and management style, internal enterprise environmental
factor( how do procurement,communication, mange projects)

Infratructure Environemntal Factor: Facilities,equipment,communication channels,it hardware

and usability, internal enterprise environmental factor( email social media use).
Session 7 : Project Management Components
Reviewing Project mngmnt Process groups:

Initiating: develop project charter and identify stake holders

Planning ( 24) develop project management plan, plan scope management, collect
requirements,deficescope,create wbs, plans chedule management, define activities,sequence
activities,estimate activity durations, develop surgery,plan cost management,estimate
costs,determine budget,plan quality management,plan resource management,estimate activity
resources,plan communication management, plan risk management,identify risks, perform
qualititative risk analysis,perform quantitative,plan risk responses,plan procurement
management,plan stake holders expectation

Executing(10): direact and manage the project work,manage project knowledge,manage

quality,acquire resources,develop team,manage team,manage communication, implement risk
responses,conduct procurements,manage stakeholders

Monitoring(12)(: monitor and control project wbs, perform integrate change control,validate
scope,control scope,control schedule,control costs,control quality,control resources,monitor
communications,monitor risks,control procurements,monitor stakeholders engagement

Closing(1): close project/phase

Work Performance data,info and reports:wpd : raw data and facts abt project work,status of
project work assignments( % complete of activity, no of avticity in progress and no of activity
ledt ,plan start and finish data vs actual starts and actual finish data). Cost of activities, no of
change request,duration,defects

Work performance info: analyze data and useable information to make decisions and set status
to actionable results based on data

Work performance reports:package information so that it becomes informational,status

reports( exception reports,risk report,variance report),ememos,dashboards,project updates. iT
help stake holders make decision.

Tailoring the process:

1.Choose what processes to be used in project:

2. what depth of each process to be used

3. not every process is needed on every project

4 larger the project, more process are likely needed.

Introducing adaptive environments

1.Predecitive life cycles: plan driven,waterfall approach,predicts the project life

cycle,schnagesto scope are tightly controlled eg in construction project
2.adaptive: iterative and incremental life cycle : phases are repeatable, they create
deliverables, detailed scope is created for each deliverables, changes to scope are
expected.Incremental : adding functionality as we move forward, iterative; just go iterations

Change driven, agile project management, rapid iterations, backlog of requirements, change to
the project scope are expected

Introducing business documents:i/p to some of process , project business case,Charter, project

management plan, benefits management plan .

Business documents for project performance: phase gates( also known as kill point review of
phase(cost,deliverables) before moving to next one )within project. Actual performance
compared to documents, decision of comparison includes: continue to next phase, continue to
next phase with modification, end of project, remain in the phase or repeat the phase or
elements in it.

Project business case: economic feasible study ( can we afford to do project, make sense to
invest), validity of benefits the project will create, future project management decision and
actions, maintained throughout the project( update it when there is change),PROJECT SPONSOR
is accountable for development and maintenance not the manager. PM are responsible for
providing recommendations. It could be at program level. Business case tells why do we need
project., how do we solve it , opportunity to create business value , identifies stake holders
effected, identification of scope .Also used in project determination ( how it firs with org
strategies, goals and objectives, root cause of opportunity, gap analysis of capabilities, known
risks, critical success factors, decision criteria .Analysis of a situation : 1. Required ( to be fulfilled
to address the problem or opportunity)2.desired( to address the problem or opportunitu)3.
Optional( not essential). Recommendation or project : don’t do the project , keep as it is , do
minimum work possible, do more than the minimum work possible.

Project benefits management plan:created by business analysts. It decribes how it creates value
to org. documents used to define: create the project benefits, max the benefits and sustain the
benefits Characteristics: Target benefits: tangible and intangible value, Strategic alignment:
project aligns with business strategies, Timeframe : benefits by phase,short-term,long -term,
Metrics: measured to show the benfits, assumptions have in place ,risks that can threaten the
benefit .

Reviewing the project mgmt. knowledge areas

Quiz1
Section 8: Project Environments
Enterprise Environmental Factors(EEF):They directly/indirectly( structure of org, workflow)
influence management . Pm do not have direct control over EEP. They come from outside the
project. It contains rules and policies, regulations and laws. Something that PM is required to do.
Internal EEF : created by org and outside the project . it can be org culture. Physical location of resources
and facilities, infrastructure of org(IT , how data is accessed) and availability and capability of resources.It
software: software for scheduling, resource availability, employee capability

External EEF : External factors ,conditions and regulations outside org. Government policies, marketplace
conditions( market place where operate), cultural influence and issues(news, political climate, customer
perceptions), commercial database( database that helps predicts cost and schedule, risk studies and
benchmarking),academic research,government and industry standard, financials( currency rates for cross
countries,inetrst rates and inflation), Physical EEP( weather,the environment where project is taking
palce). It restricts choices that we must follow

Organizational Process Assets(OPA):Resources within org,leveraged ,researched or interviewed, historical

information( proven or past experiences).Standard policies and org procedures( things that have been
created for u for uniformity), standard guidelines and performance measurements, templates for project
documents, guidelines. It helps us so that it is easy. Common OPA are financial controls for purchasing,
accounting code, procurements, Communication requirements such as standard forms, reports ,
procedures for project activities, project closing procedures for acceptance, validations and evaluations.

Processes, Policies and procedures: they are unique to each org. Process:within framework of best
practices, how org manages projects, it can be EEF or OPA.

Initiation and planning: criteria for tailoring standard org, process and procedure, standard that are
unique to organization but also in industry. Product and project life cycles, templates , preapproved
supplier lists and various type of contractual agreements

Executing,monitoring and controlling : change control procedures, procedures to modify project

documents, traceability matrices, financial control procedures, issue and defect management procedures,
resources availability control and assignment management, communication equirements, procedures for
priorities, approving and issuing work authorizations, standard guidlines, verificationa dn validation
procedures.

Org knowledge repositories: Knowledge management : Cataloging, archiving, retrievable, always archive
at closure.eg: project files , lessons learned, historical information, issue and defects database, financial
database, conf management database

Org system:it gives structure and governance, how work get done , system to procure/request time off,
work authorization, employee discipline, defined by org management

System Dynamics: relationship between components( departments, projects, management and

employees),Bureaucracy, politics and policies

Frameworks: Governance are rules that govern the project or org ( what u can or cannot do in an org),
how do u opersate within a system ,.Framework is structure how it is created.Rules and policies are
always part of framework. Procedure for activities, org culture norms, system and processes, framework
influences how objectives are set and achieved , risk is monitored and assessed, performance is optimized
Management Element: it’s unique to org. Governance is shared among project ,program and portfolio ,
common approach to governance. Each org create and tailored to its org. Management elements of
governance: division of work, authority to perform work, responsibility, discipline of action, unity of
command, unity of direction, org goal take precedence over individual goals, pair fairly, optimal use of
resources, clear communication channels, right materials to right person for right job at the first time, fair
and equal treatment of people, clear security of work positions, safety of people, open contribution to
planning and execution by each person, optimal morale

Org structure type

PMO

Assignment 7

SECTION 9: ROLE OF Project Manager

Section 10: Implementing Project integration
management
Trends and emerging practices:alignment of benefits, managemnts , project life cycle , creating the
project management plan, creating nad managing project knowledge,manging nag performance and
change of activities, making integrated decisions, measuring and monitoring project progress, meet
objectives, collect , analyze and communication project data, complete the work , formally closing phase,
contract andproject , managing phase transitions

Some trends: Automated tool (PMIS),visual management tools instead of plans, project knowledge
management , project manager’s increased responsibility( business case development, benefits
management), Hybrid methodologies: adtaptive, predictive

Taiiloring PIM : tailoring the process as needed( what process to use , and how much depth ine ach
process), as allowed by governance, eef, PMO’s . Types of process to tailored:

Project Life cycle , development life cycle, management approaches, knowledge management , change,
governance, lessons learned , benefits

Consideration of adaptive environments: Team members are local domain experts, Team members
determine how plans and component should integrate( how do what work), Team members are key( PM
has servent leadership role, PM build collaborative decision -making enronment, Team members rae
generalists instead of specialists)

Develop the project charter:first document created in project .

Authorize the project and PM to act on behalf of sponsor, Authorized etxernal to project ( project
sponsor), appropriate power over resources to be used, portfolio steering committee may write charter, it
is usually once but can be doen MULTIPLE TIMESIN PROJECT ( ECAH PHASE)

Business case describes: business value , market demand,org need, customer demand, technology
advance, legal requirement, ecological impacts, social needs

EEF : government or industry standards, legal and regulatory requirements, marketplace conditions, prg
culture and political climate, org governance framework, stakeholder’s expectation and risk thresholds.

OPA are org standard policies , processes and procedures, portfolio , program and project giovernance
framework, monitor

Developing the project hcarter: expert judgemnet : org strategy , benefits management, technical
knowledge, estimating , risk identification reporting methods, templates , historical information and
lessons learned repository . ( consultants, PMO, stake holders, industry groups, internal org resources

Data gathering : brainstorming ,focus groups, inetrviews

Interpersonal and team skills: conflict management( objectives, success criteris, high level
requirements,project description, summary mile stones , facilitation, meeting management ( agenda and
minutes are follow up action item )

Developing project charter: project purpose, measurable project objectives, high level requiremnts,
project risk , milestone schedule ,pre approved financial resources), kep stake holders,a pproval
requiremnts,e xit criteris , assigned pm , sponsor

Examining benefit measurement methods: Pm may ask to choose a project ( opportunites, problems ,
customer request). Benefit measurement is tool/technique among multipleproject and choose what is
more valuable to company.

Cost – benfits ratio(CBR)where 3 cost for 4 benefits . cost are less than benefits

Scoring models: take categories of project factors( cost schedule , benefits ,references( references for
vendor) and then give points to each categories

Murder boardsrepresent the project and goes before group of executibves and they asked questions and
decide whther to proceed with project or not .

Payback period: how long it will take to pay back for invest the project . Management Horiizon

FV = PV(1+i)^n, NPV : true valueof project , cash flwo , project with multiple returns,ITT with higher values
are good
Creating assumption logs: document that has record of all assumption but also CONSTRAINT. They are
believed to be true, it is UPDATED throughout the project .

Developing project management plan:it is ongoing interactive activity( progressive elaboration)

It defines how project is executed, monitored ,control and close different pohase and end of project .
every knowledge area atleast gets one plan.They are called subsidiary plan. It is baseline .we get approval
and agrrement on baseline. Change control is used to change anything after baseline.

Purpose of plan: communication is important, guide to PM , gives project structure, provides

documentation. iT provides baseline

Planning participants:

PM

Projetc team

Customers

Managemnt : approval, budget,resources, quality requirement

Skills for planning :tailoring the PM process, additional component ,tools and techniques, technical and
mangemnt details, resources and skill levels needed, level of configuration mngmnt , priotitizing work on
the project

Data gathering: brainstorming,checklists,focus group,interviews,meetings( project approach,

planningintent, how work will happen, document,white boards,photos)

Kick off pmeeting: done with planning and we are going to execution . communication objectives, gain
tema commitment,e xplain stakeholder roles and responsibilities

Kick off meeting and project size:

Small project : one team performs plan and execution kick off occurs after initiation

Large projects: PM team does planning and teamis brought when planning is complete

Multiphase project : kick off at beginningof each phase

Typical PM plan:

Scope mangemnt plan ( howe scopr is defined,developed,monitored,controlled and validated)

Requirements management plan : hwo requiremnts will be analyzed,documented and maange

Schedule Managemnt plan: criteria and activities for developing ,monitoring and controlling the schedule

Cost management plan : cost planned,structured and controlled

Quality : qualities will be implemented

Resource management plan : resources are categorized,allocated,managed and released

Communication: whow,when and by whominfo administred and disseminated

Risk management plan: how risk will be structured and performed

Procurement acquire good and services from outside org

Stakeholders engagement: howstakeholders will be engaged and how to improve/maintain

Project plan: Baselines:

Scope: scope statement, WBS and EBS dictionary

Schedule:schedule model that is used as basis for comparison to actual result( schedule from start to end)

Cost : time based project budget that is used as a basis for comparison to actual results( cost based on
phases)

Shange mangemnt plan : change request wil be authorized and incorporated

Configuration : how items of project wiol be recorded and updated

Performanxe:integrated scope-scheduel -cost plan to measure and mange performance

Project life cycle: predictive/adaptive

Development approach: iterative,agile,hybrid

Management reviewd : points to review project progress by managers

Directing and managing project work: doing the work to satisfy the project objectives, spending funds to
satisfy objectives, performed throughout the project , managing risks ,a proved changed to project ,
manage comm, collecting data on schedules,cost,progress and reporting on components,completing
lessons learned, managing stake holder engagement
Action as PM:action in execution

corrective action : realigning performance ( current results) kepep work in scope, rework or removing
items not ins cope

Preventive action : ensures future performance( safety,training, anticipated problems, riskmanagemnt)

Defect repair: modifies nonconformance to project requirement( non confirming product, fix the
problem,validate the repair)

These actions usually required change request

Updates: paperwork:

Project plans and documnts, activity list,assumption log,lessons learned, requirement documentation, risk
register, stakeholder register,org process assets

Deliverables:any unique ,verifiable product ,result or capability, outcomes of project , can include
components of PM plan change control is applied after first version .it is supported by configuration
mngmnt and procedures.Once approved as part of scope validation, changes to the deliverable require
formal change requests, change in deliverables means more time and cost

Work performance data:it is raw data . they are facts,observations,measurements . it is analyzed and
processed into work performance information , which helps in creating reports to communicated.

DATA SAMPLE

Scope: compliance of requiremnts,non conformities, no of changerequests received,approved,rejected

Schedule: activities start,finished, status of current

Cost: cost of project, cost to date,balance,variances

Quality: technical performance,metrics,no of defedt,rejection rate

Coomunciation: distributed,feedback

Risks: events,occurences,unidentified, new riskd,efeftciveness of risk responsiveness, contingency reserve

Procure:seller performace,hours worked, total cost

Issue log:Updating issue log Issue type, Who raise issue and when,Issue description, issue priority, who is
assigned, taget resolution, Issue status, outcome

Manage project knowledge:

Manging existing knowledge,creating new knowledge , document knowledge toopenly shre ( current
project , future project )

Two type of knowledge:

Explicit : knowledge that canbe wuickly and easily expressed thrgh converstions , doc,figures or no

Tacit : knowledge that more difficultto express coz personal beliefs,value, knowledge gain from
experience and know-how when doing a task

KNOWLEDGE MANAGEMNT TECHNIQUES

1. Story telling
2. 2. Knowledge fairs and cafes
3. 3. Work shadowing
4. 4. Reverse shadowing :e xperts follow u and gives coaching
5. 5 creativity and idea management techniques
6. Discussion forums and focus groups
7. networking
8. communities of practice
9. meetings
10. training events

Monitoring and controlling project work:it is iterative activityand happens thrghout project. PM has
control over team
Monitoring and Controlling:

Compare actual performance against project management plab, determine the need for corrective or
preventive actions, status of individual project risks, maintain accurate , timely info concerning the
project, provide info abt status report, providing forercast abt schedule ,cost, monitoring implementation
of approved changes, reporting on project progress or status, ensure project is align with business needs

Data analysis :

Alternative ananluysis: corrective and prevent actions to fic problems and prevent problems

Cost benefit analysis: cost of proprosed corrective actions and considerations of benefits actions will
create

Earned value analysis it is suite of formulas that helps to show project performance

Root cause analysis:determine what activities ,people, process or other factors are contribution to an
effect

Trend analysis: recurring problems, threasts and opportunities

Variance analysis difference of planned and experienced

Performing integrated change control: when change is introduced, how is changed managed and
approved.
It happens throughout project .it’s responsibility of PM , haapens after baselins is created. It examines
effect of change on entire project . wven verbal changes shoud be documented

Whenever change is requested it enters change mangemnt system . configuration management system is
also involved( features and functions) . it can approved,deffered or rejected. changes approval level is
defined in project plan . may get change board utilized, over/under change approvals/rejections.

Change request as O/p :Process can create change request, corrective action, preventive action,defect
repair, updates to formally controlled documents

Config control: any changes to features/functions must go to config control. It defines the specification of
the deliverables and processes, how the project work is completed

Configuration Identification: identification and documentation of product and its components

Config status accounting: includes documentation of product info( metric of different specs abt products)

Config verification and auditing: concerned with performance and functional attributes of the product

Managing project change: documented change requests,unapproved changes,scope creek( by passing

defined change control),gold plating( end of project , adding features that may be unnecessary because
money is left . Stake holder may not like the change or may use leftover money to some other use),track
changes
Closing the project or phase: closing Project,phase,contract

Administrative closure: defined all projects accounts, reassigning personnel. It is not 49 process but
execution step , dealing with excess project material, reallocating project facilities, equip and other
resources, creating final project reports

Closing contractual agreements: confirming formal acceptance of work , finalizing open clains, updating
records to reflect results, archiving in for future

Closing activities: finalized project report, audir project fr success sor failure, manage knowledge , sharing
and transfer, complete lessons learned, archive project info, transfer yhe project;s prodyct or results,
suggestion for improvements , sending suusgestion to app ord unit, measuring stake holder satisafaction
Early project closure: project termination , why was project terminated, communication with stakeholdrs,
complete project closure

Final Project report : summary of project, scopreobjective and evidence of it was complete, quality
objectives and reasons for variances, cost and variances, schedules and variances, summary of validation
of product, review o f meeting / failing business objectives,review of risks managed withinthe project

Gantt charts are excellent tools to measure and predict the project progress, but they
are not needed during the project plan development process.

A PMIS can assist the project manager the most during project execution. It does not
replace the role of the project manager, however.

Jeff is the project manager of the Bridge Construction Project for his company.
This project requires strict change control because of government regulations,
the cost of the project deliverables, and the approved scope. The project plan
provides what with regard to project changes? A guide to all future decisions

The project management methodology and the PMIS are tools and techniques used
for project execution.

EVM, earned value management, is used throughout the project processes. It is a

planning and control tool used to measure performance.

Section11:Managing scope
Planning the scope mgmt.: create subsidiary plans: scope mgmt. plan, requirement
mgmt. plan

Scope mgmt. plan defines how scope will be defined, developed, monitored, controlled
and validated, charter is key i/p ,historical info, eef. It is not scope, ir defines how to
create scope statement and wbs. Hwo scoep baseline will be approved and maintained,
formal acceptance of the deliverables happens
Project mgmt. plan is iterative process. Quality mgmt. plan: consideration for quality
policiesProject life cycle:phases of the project,development approach:
waterfall,iteratibe,adaptive,agile
Requirement mgmt. plan : rdescribes how willplan, track and report requirements, cong
mgmt. activities, requiremnts prioritization process, metrics that will be used,
Requirements traceability matrix(RTM)
Project scope vs product scope
Product scope:Features and functions. Custoemrs descrive product scope which helps in
creating project scope. Product backlog in adaptive. It is derived form collect
requirements,validate scope is product scope confirmation.Product scope is measured
against project requirements
Project scope:Work to be complete to satisfy projetcobjectives. Creating product but
also manintaing objectives(schedules,cosyt). Project scope is measured against project
plan
Tailoring scope mngmnt process: knowledhe and requiremnts mangmnt, validation and
control,development approach,stability of requiremnts,governance
They help eachother exists.
Life cycles
Predictive: project scope at the beginning, change resistant
Adaptive: project scope developed thrugh iterations, expect changes
Trends and emerging practices in project scope mgmt.:
Business Analyst : gathering and defining requirements. Ensures requirements satisfy
business needs( requirements can begin with needs assessment).Collaborate with
business analust to identify problems, define business needs, nrecommend viable
oslutions, elicit,document and manage requirements , facilitate the implementation of
end result of project PM and business analyst are collaborative partnership. BA has
requirements responsibilities, PM has project delivery responsibilities. Both roles need
to understand their swim lanes
Considerations for adaptive environments: Scope is not defined at start , process for
scope retirement, emerging requirements happen in adaptive
Product owner owns the backlog. Backlog refinement is prioritization backlog items.
Entire project team may participate in back log grooming.
Scrum artifact-product backlog: source for all product requirements, owner sorts and
prioritized the back log items, it is always done before current sprint .
Collecting project requirements:process of determining,documenting and managing
requirements, it help defines product scope and project scope, collect requirements can
be performed once or at predefines points

Focus group is mutual moderator , 6-12 people , participant composition(who all to

bring in)
Benchmarking: compare 2 or more system,business, approaches. Set an external basis
for performance. Comparing org for requirements
Analyzing project documents: project plans, brochures, blueprints, specification
Affinity diagram: group ideas into clusters, each of which can be broken down to
analyze each subset, decomposition and proganization of project ideas and
requirements.
Mind mapping:brain tsorm ideas by visualizing , consoloidate ideas , help tp hgenerate
new idea
Nominal Group Technique: 1. Generate ideas and then vote and rank based on
usefulness 2. Each participant brainstorms the problem or opportunity with their ideas
3. Facilitator will add all ideas each person has create to a white board 4.ideas are each
discussed for clarity and understanding 5.privately vote for each idea from1 to high
score of 5 . rounds of voting and discussion take place to find a consensus on highest
scoring ideas.
Facilitated workshop:larger projects, team meet to gathe rrequiremnts for 2-3 intense
work shop for eg in IT, joint application design – software development,sme and dev
team to meet to gather requirements
Utilizing the Context diagram: shows flow of data/process in system . takes requiremnts
and puts in conmtexthow people will react.
Throwaway prototype: sketch functional: actual working , story boarding:draw the story
of how requirement work
Managing project requirements:

First we collect requirement, then document it . after that we create reqiorements

traceability matrix.
Defining project scope statement: it is detailed description abt product and project
scope, what is the o/p(deliverables) , establishes boundaries and acceptance criteria,
project exclusions
Scope baseline=> Sope statement+ WBS+ WBS dictionary
Adaptive envernmnt defines high level vision and detailed scoep by iteration

EEFS and OPA for scope: culture,infrastructure, personnel admin, marketplace

conditions, policies ,templates, historical info ,lessons learned
Product analysis: product break down : study each component , requirement analysis,
system analysis( study of system), system engineering( building of system), value
engineering( each component attribute to value ,min amount of enginnering/design
needed to get value), value analysis( what is the real value contributed overall)
IMPORTANT
Creating WBS: is thedecomposition of the project scope( visualization), subdivide the
project work , smallest item is work package.It is deliverables oriented. It is not the
activities list , major component of the scope baseline, project planning, defines what is
in scope, deterrent to scope change
Control account for work packages( CAP: segmenting total budget and decision made
(planning packages) are to be made within CAP)
Code of accounts: unique identifier

WBT( template of WBS) : taking similar project and adaptingto new project
Validating project scope:inspection driven process where customer inspet the
deliverables,doen at each phase and completion, reviews audits, walkthrough, leads to
formal acceptance and sign off deliverables, change request are possible o/p . Quality
control( PM and team does inspection to prevent handling mistakes to customers) and
scope validation( customer does the inspection and sign off deliverables) are similar

Controlling scope:montirong the status of project and product scope, maintain the
scope baseline integrity
Recommended corrective actions, which are change requests, are outputs of change
control. Poor performance leads to corrective actions to bring the project back in
alignment with the project plan. Recall that a corrective action is a change request.

The responsibility to document project scope management decisions rests with the
project management team.

Project scope management defines the processes to ensure that the project includes
all the work required—and only the work required—to complete the project
successfully.

The WBS does not directly serve as an input to planning cost management.

Section12 : Scehdule(2 hr 29 minute)

Trends and emerging practices: Smaller projects makes a single process of defining
activities,sequencing activities, estimating duration, developing the schedule model .
Consider also knowledge mgmnt time , risk and value added activities apart from project
mgmnt activity
Iterative scheduling with backlog : product backlog and select activity for time duration,
incremental value , ideal for adaptive/hybrid. Example of rolling wave planning .
multiple teams doing work , interconnect activities have to be taken care of so that
duplicate workis not done .
Kanban System : way to show work in progress( WIP): sticky note which shows different
stories ., white board , easy for everyone to see
Lean manufacturing : tema members available task available is assigned, similar sized
tasks
Tailoring schedule mgmt.

Considerations for adaptive: short cycles of planning, executing , rapid feedback in

review cycles, use stories, change is welcome, prioritized backlog of requirements
PM( scrum master) role in Agile : servant leadership , understand rules of adaptive
approach selected

Theory of Constraints: identify the most important limiting factor . improve the
constraint so it no longer limiting factor, it is iften referred as bottleneck, scientific
approach to improvement, lean manufacturing
Product owner owns product backlog
Creating schedule mgmt. plan: define plan for entire project . it defines how schedule
will be defined,manged,execute and control

EEF: org culture,structure, resource availability, physical resources availability,

scheduling software, commercial database( to predict durations, factors,resources it will
predict time needed)

Schedule mgmt. plan include project schedule model development( actual activities
list, flow of project work), level of accuracy(+-10%),units of
measure( days,hours,week),org procedure links( link to reserve physical resources,
project schedule model maintaineance( how model is maintained ), control
thresholds(activity is late aat what time it become issue /risk to project, schedule
vatiance), rules for performance measurements( value mangmnt,actual vs planned),
reporting formats( communication mgmt. plan)
Define project activities: activities associated with work packages( smallest unit in WBS)
it is basis for estimating ,scheduling and controlling work , define activities list and
activities attributes, milestone list( activities needed for milestone)

PM LOE :a ctivities u have todo to manage the project like plan, change, quality control
Decomposition of project activities: 8/80 rule:between 8 hrs and 80 hr each
workpackage should take place.it takes 3 i/p:scope baseline,eef,opa
Control account : marker in WBS. Scoep,cost and schedule ,performance measurements.
Planning package is decision to be completed, total comprises control account. Issues
like what type of counter tops by dec1 , if not by then we will late , some choices go
away , it can also pushed project
Rolling wave planning: iterations of planning and doing . Imminent work is planned in
details, distant work is planned at high level, focus on what is more important, form of
progressive elaboration. Phases gate planning
Compiling activity list: Templates: historical infor, prepopulated forms and plans, OPA.
Activity list is separate document that list all project activity. We have activity identifier,
scope of work description. Each activity has name, activity id, descriptions, WBS
identifier, relationship between activities, leads(negative time, allow activities to
overlapped e.g. priming and painting walls) and lags( adding time +ve time ), resource
requirements, imposed dates, constraints and assumptions, additional information
LOE are support activities: reporting,budgeting,meeting,email,memeos, contribute to
project scope but needed to mange work
Discrete are needed to complete project scope,
Apportioned effort are project mgmt. work: quality assurance, integrated change
control, communications. Support projects(non-value sometimes)
Creating milestone list: are markers that show progress. They are given unique nimber.
They are significant delivery . end of project phase.They have no duration and resources
Sequencing project activities:it can ve driven by computer driven( Microsoft
project,primera), manual process is ideal for smaller projects . Blended approach is also
used.
Dependency determination : some activities have to be done in order ( Manadatory
dependencies- hard logic). Discretionary dependencies(soft logic) order is not
necessary , external dependencies: external constraint( waiting for another project to
create project in my project, vendors) , internal dependency : type of hard logic
Precedence diagramming method: flow of work

Finish to start: a must finish before b can start . most common relationship
Start to start A must start so that b can start . A will start little below b eg in training ,
one training starts software will be installed
Finish to finish: finish A to finish B
Start to finish: rseserved for scheduling experts, manufacturing project , creating plastic
bottles , each bottle is unique by logo , ordre for 10,000 can do only 3,000 at that time,
start producing bottle then get 3000 fro inventory backlog just in time scheduling u have
to start producing bottle in order to finish inventory capability
Creating network diagrams : visualizing flow of work , activity on node is type of
network diagram Precedence diagramming method, we have successors and
predecessors, activities in boxes or circles called nodes and connect the nodes with
arrows. Arrow represent the relationship and dependencies of work packages
Network templates: previous projects, pre-poulated templateds (OPA)
Considering leads and lags:values added to activities to slightly change start time .Lag
time is positive time. Lead is -ve .
Estimating activity durations:
Law of diminishing return : increases in resources will eventua;;y yield diminishing
returns.
No of resources: adding resources doesn’t necessary reduce duration , increases risk,
knowledge transfer /learnnng curve
Advances in technology: faster equipment / learning curve
Motivation of staff: student syndrome / Parkinson’s law( work expand to time allocated)
Fist of five: voting technique, closed fist : zero support, 5 fingers : full support, fewer tha
n3 fingers: team member discuss any objections
Included in estimates: range of variance, % of acceptable target date, basis of
estimate ,assumptions made, known constraints, confidence levelof final estimate, risk
influencing this estimate
Creating analogy:creating analogy between similar project/work . it uses history infor.
Top -down estimating. It is not reliable but not reliable. It is fast .The inform has to be
reliable and expert judgement is required
Applying parametric estimates:we have parameter for estimating for repetitive work
and learning curve is known . eg alogirthn to calculate duration: time/unit ,square
footage, historical data is used. Duration is how long an activity takes. Effort is billiable
time for labor
Creating 3 point estimates: find average of optimistic,most likely , pessimistic . it is
called triangular distribution (OP+ML+P/3)
Pert estimates/beta estimates/program evealuation and review technique: weight for
most likely : OP+4ML+P/6 . everything is skewed at most likely
Bottom up estimating: usually it is doen for cost /resource. Requires a fully decomposed
WBS for each work package . need to know ehow many and what type of resources are
needed . each work package has multiple activities. Duration of each activate is
estimated . It is more accurate. It is called bottom up because start at bottom and work
way up to predict total duration of the project
Factoring the reserve time:
Contingency reserve: money
Managerial reserve: time/money it issued for activity takes longer then reserve
It accounts for schedule uncertainty, its is for identified accepted risks, associated with
known -unknowns.
% of estimated activity duration or fixed no . over time contingency reserve may be
reduced/eliminated. it is identified in the schedule documentation
Considering Mgmt reserves: it is specidied amount in budget. It is reserved for
unforeseen work .address unknon-unknown. Not included ins chedule baseline but part
of overall duration. Contracts may require use of mgmt. reserve as a change to the
schedule baseline
Developing schedule: determine sequence of events, duration of activities and projects,
determined resources, logical relationship between activities
Evaluating constraints and assumptions: Constraints: when and how work can be
implemented, opportunity to profit from a market window, time frames that for
delivery of materials, must start on(most restrictive) , must finish on (most restrictive) ,
start no earlier than, start no later than , finish no earlier than, finish no late than
Assumptions on new work , risks, force majeure( tornado, hurricane, acts of god), labor,
effort
Performing schedule network analysis:find earlier sand last project completion n data
Finding float:
Free float: activity can be delayed without delaying early start of any successor activities
Total Float: an activity that can be delayed without delaying project compleyion
Project Float: (most restrictive) project can be delayed without passing customer
expected completion date.
Critical path : longest time in path
Early finish = early start+du-1= forward pass, Backward pass=LF-du+1=Late start
On the critical path the ef= lf, es= ls , for non crirical = lf-ef=ls-es= float
Using project simulation: what if scenario( compute different outcome , feasibility of
project schedule ,PMIS)eg monte carlo analysis: risks used to calculate possible schedule
outcomes, calculate multiple work pack durations.it utilizes active
assumptionms,constraints,risks,probability distributin
applying digital compression:develop schedule process: milestones charts,bar charts,
schedule network diagrams .It helps in visualizing project work.
Crashing means adds people and cost to decrease time. Fast tracking adds risks and
overlaps. Increasing speed of phases( overlapping)
Resource leveling heuristics: how many hrs resource can be utilize in timeperiod.it
extends project schedule.that si prople cannot work more than allocated time
Resource smoothing: applies only to activity that is not in critical path. Activity in
critical path get extra labor( only people in critical path can work extra otherwise not)
Agile release planning:In adaptive envrnmnt. High level summary of release schefule
3to 6 months, product road map nad vision. No of sprints, how much needs to be
developed. How many days to developed product
controlling project schedule:schedule control:integrated change control( current
status ,influenceing the factors that create changes, reconsidering schedule reserves,
has project schedule change,managing hanges as they occurred). It helps in measuring
project performance, exam schedule variance, update project schedule,corrective
actions, lessons learned

Agile schedule control: amount of work delivered and against estimates of work
completed, conduct retrospectives, repriotizes remaing work plan, determine rate
deliverables are produced,validated and accepted( velocity), project schedule
changed,managing changes
measuring project performance:Earned value mgmt.,Schedule variance,Schedule
performance index: how healthy schedule is
To-complete performance index: likelihood project will be completed in budget
Applying corrective actions:ensure work packages complete as schedule,or as delay as
possible, root causes analysis of schedule variance, measure to recover from schedule
delays.
QUIZ

The project charter is not an input to the activity duration estimating process.

A Gantt chart is a bar chart that represents the duration of activities against a
calendar. The length of the bars represents the length of activities, while the order of
the bars represents the order of activities in the project.

Crashing involves adding resources, which typically increases cost.

Fast-tracking adds risk because tasks can overlap. A may be correct in some
instances, but it is not the best choice here

Setion 13: cost(1 hr 7 min)

Trends and Emerging practices in project cost: cost of resources needed to complete
activities, recurring cost of using, maintaining and supporting the product ( life cycle
costing is how much it will cost to maintain the thing that project creates)
Considerations: cost is incurred when decision is made or order is placed or item
delivered or actual payment
Tailoring cost mgmnt: knowledge mgmnt: formal knowledge mgmnt , financial
database, policies to adhere to, earned value mgmt., agile approach: agile
methodologies and cost estimating, governance policies and audit
Planning project cost: subsidiary plan opf project mgmt. plan. Address 3 other cost
mgmt. processes: how cost are estimated, how bufget is planned, how costs will be
controlled

Considerations: schedule mgmt. plan is needed, risk mgmt. plan is needed, EEF( culture
and structure, market conditions, currency exchange rates, commercial database,
productivity in different locales)
Cost mgmt. plan: units of measure, level of precision , level of accuracy, org procedure
links, control thresholds, cost estimating approach, rules of performance measurement,
reporting formats
Estimate project cost: prediction is absed on current info , cost tradeoff and risks are
considered : cost vs buy, cost vs lease, sharing resources. Level of accuracy : rough order
of magnitude estimate (-25%+75%, very rough and not reliable), budget
estimate( scope10%+25%), definitive estimate(bottom up approach,(-5%+10%,based on
WBS , takes longest to create). All categories of cost are estimated.

Types of cost:
Direct costs; expenses only for project and cannot be shared among other projects:
materials
Indirect cost: shared among projects eg equipment
Variable cost : vary based on condition : no of orders, no of meeting participant
Fixed costs: constant throughout the project : Rented equipment
Risks and cost estimating: risk register, opportunity(+ve event) and threat . Mangemnt
reserves: unknown unknowns( time and risk), contingency reserves: funds for known
risk events
Scope baseline is needed for cost estimating , reflects funding constraints , wbs shows
relationship between deliverables, WBS dictonary : identification of deliverables and
description of work
Schedule: resource availability, timing of procurement, cost of project financing, time-
sensitive cost,season cost variations
Using analogous estimate: takes historical infor and estimate cost it is top down
estimating . form of expert judgement , less time to complete but also less accurate
Using parametric estimating:parameter to predict cost . parameter is based on work
being completed , cost per cubic yard, cost per software license. We can also have some
adjustment factors
Regression analysis: what future values may be based on variables from
hostoricalvalues, which facyors matter most
Learning curve: cost per unit decreases more unit works complete , workers learn as
they complete required work. It works only on repetitive activity
Using bottom up estimating: completed with project team, most time consuming and
most expensive but also accurate , Team see value added for each activity so keep them
more motivated
Creating 3 point estimating: same as schedule
Data Analysis: Reserve analysis : funds to set unknown unknown and known risky .
alternative analysis: other option to reduce cost. Cost of quality : money to pay to make
sure the quality is attained.
Supporting details for cost estimates:
documentation,assumptions,constraints,identified risks, rangeof variance, confidence
level of estimate
Creating budget: aggregating the costs, cost of work packages and activities. authorized
cost baseline it excludes mgmt. reserves includes contingency reserves

Cost estimate happens first . ir based on reliable estimate,it is actial commitment of

funds to project work .we may have pre-assigned budget( it is constraint but can also be
risk if it is not realistic)
Funding limit reconciillation: reconciled planned and actual costs. If they don’t match
then we have cost variances . for that we have to take corrective actions
Creating cost baseline:shows predictive cost over lifeline.it measures performance. It is
typical s curve. It predicts when the project will be spending monies. Discrepancy
earlytaht we are slipping
Large project s mat have many baseline . multiple baseline for phases. It shows cahs
flows of the project . it predicts spending plans
Estimating project funding req:cost baseline helps determine when project will need
cash(phases,milestones,capital expenses). It is often map to schedule .Project step
funding
Phase gate/stage gate: ehat happen in this phase before moving to next phase gate
Kill point: opportunity to kill project
Implementing cost control: monitor status of the project , managing changes to cos
t baseline, variances mgmt. and corrective actions , balancing risks and reward

Controlling cost: influencing factors that are causing change, change request, managed
changes, tracking costs, isolate variances for study , Earned value mgmt.,
communicating cost mgmt., cost overruns and allowed variances
Measuring project performance: Earned value mgmt are formulats to forecast and
show current performance
Pv =planned value , EV = earned value, BAC: budget at completion

Closer to1 better we are performing

EAC: current cost performance . future work at planned cost formulat = AC+(BAC-EV)

EAC based on SPI and CPI factors: same efficiency rate for time and cosr . can make
them weighted EAC= AC+[(BAC-EV)/(CPI*SPI)]

To-complete performance index: based on performance now can you hit the original
busget or estimated
TCPI= BAC_EV/(BAC-AC), TCP=(BAC-EV)/(EAC-AC)
TCPI above 1 is not good

TCPI is below 1 and further below 1 we are going to achieve it . we can hit EAC an dnot
BAC
QUIZ:

Value engineering is a systematic approach to finding less costly ways to complete

the same work.

Cost estimates and the project schedule are inputs to the cost budgeting process.

Section 14 : Quality(1 hr 23 min)

Looking at quality big picture:is totality of enetity that effects its ability that satisfy
stated and implied needs( non functional requirements).Measurable terms know exact
requirement, beware of gold plating: quality is what exactly required,it is for customer
satisfaction and need to have conformance to requirements. Wuality is planned into
project not inspected in( Prevention). Mangemnt responisibilitty to provide tools to
provide zero . Plan , check and result(PDCA: Plan,do check ,act). Three process: plan
quality mgmt. , manage quality,control quality
Key concepts of quality mgmt.:quality mgmt. approach: top -down quality( right work
by doing right). Aware of overworking project team and sppeding thgh quality
inspections.Prevntion: keeping error out of process,Inspection: keeping error out of
cutomer’s hand, Attribute sampling: Test each attribute results either conforms or does
not conform . Variable sampling: results rated on a continuous scale that measures
degree of conformity. Tolerances: specifies range og acceptable resultsControl limits:
identified boundaries of common variation in a statistically stable process: we create
control charts. Precision is measure of exactness. Accuracy is assessment of correctness.
Precise does not mean accurate and vice verse. Kaizen technology : small continuous
improvements to reduce costs and ensure consistency. Marginal analysis: study of cost
of improvements to product or service and how cost contribute to increase in revenue .
Marginal cost to create one more unit
ISO programs, Six sigma, Total quality mgmt. . If it does not exist then pm must create
one for company. Standards are optional but regulations are mandatory
Considerations for adaptive: meeting project requiremnts which is defined in iteration
planning sessions. Product owner and team review the no of user stories that can be
complete . They also seek clarification on what exactly is required to delivered selected
stories. Quality reviews are built into process . at the end retrospective meeting is odne :
PM and project team. Look what happened and how can be process improved. To make
changes to processes. Improve execution of user stories
Quality and grade:

Planning for quality:defines quality policy for the project , defines quality assurance
requirements, defines how quality control activities will occur. It is iterative process. PMI
theme: plan,implement,measure,react and document . If product is not unacceptable
then project is not finished.
Five key i/p : charter: high level project desc and also defines what constitutes success
and measurable project objectives. PM plan: integration of quality mgmt. (Risk mgmt
plan, requ mgmt. plan, stake holder engagement plan, scope baseline).

Applying benchmarking practices:compare one thing to similar thing. PM experience

among projects, goal is to evaluate difference between projects. Take corrective actives
for current project,
Design of experiments: examines variable to determine best outcome and best results
win
Trend analysis:science of analyzing past results to predict future performance. Cost and
schedule performance( cost variance,s delivery time, activities were completed
incorrectly)
Tailoring quality mgmt. process:Policy compliance and auditing . what existing quality
policies and procedures exist in org. what tools, techniques and templates are used in
org. Continuous improvement how quality improvement will be managed, is it managed
at org level or project level. Stake holder engagement : collaborative environment for
stake holders and suppliers
Considering cost of quality: cost of conformance to requiremnts( safety measurements,
team development and training, proper material and processes), cost of non-
conformance tor equiemnte(liabilities, loss of life, rework/scrap, lost business)

Creating quality mgmt. plan:

Manage quality:
RCA: what causal factor contributing to effect of problem

Design for X:phoilosohy in product design . X can mean excellence, specific

characteirstics of a solution Also known as DFX. X can be cost , ROI , uptime . Consider
all components od design and how components affects x variable. Goals are to lower
cost and improved service, reliability,safety and overall quality
Results of managing quality:quality reports, test and evaluation dcumntation, change
request.
Controlling quality in project:
inspecting results: reviews, audits, walk throughs

Checklist are ideal for repetitive tasks

Testing and product evaluation:
Creating flowcharts and control charts:

Rule of seven: seven in arrow on one side of chart

Creating pareto, histogram, scatter and run charts
It shows trend( 5 or more together)
Completing statistical sample
QUIZ:

QA is concerned with overall project quality performance.

Quality planning should be completed prior to the work beginning—and should

thereafter be revisited as needed.

From ASQ: "ISO 9000 is a set of international standards on quality management and
quality assurance developed to help companies effectively document the quality
system elements to be implemented to maintain an efficient quality system. They are
not specific to any one industry and can be applied to organizations of any size."

TQM, total quality management, is a business philosophy to find methods to

continuously improve products, services, and business practices.

Cost of non-conformance: time,naterails,loss f customers, downtime,rework

Section 15 : Resource management(1 hr 43 min)

Key concept : determine what resources are needed, get the resources, control the resources, both human and physical
Project calendar and resource calendar (when resources are available, vacation , responsibilities

Project team and PM need to be willingly, dedicated, address project team retention, labor relations, performance
appraisals, work , health and safety issue. Project team is temporary

Influences on the project team: team environment, geographical locations, communications among stakeholders, prg
change mgmt., internal and external politics, cultural issue and org uniqueness

Considerations of physical requirements: schedule equipment or infrastructure or risk , low quality material may
damage the quality of the product , too much inventory equals high opcosts , low inventory level does not satisfy the
customer demand

Trends in practices : Lean Management , JIT , Kaizen (small change overtime small change add with time), TPM
( preventive maintenance so scheduling maintenance), Theory of constraints ( weakest element addressed and fixed)

Emotional inteliigence:control our emotions( internal), mange and other relations( outbound), this reduction in staff
turnover

Self organizing team : team in control , does not ned PM (if present provide team with the environment and support
needed and trusts the jobs done), usually in agile . they are generalized , embrace constructive feedback specialists

Adaptive:Self organizing teams: individuals can do many roles and collaboration si

needed to boost productivity , facilitates problem solving, less time for centralized
tasking and decision making

Preparing for resource planning:

Matrix xhart is table intersection of activity and team member ( RACI chart : responsibility,accounted,consulted ,informed, 1person
only accountable )RAM( responsibility assignment matrix( implement,participant own legend , all check mark), Roles and
responsibilities( instead of team member name it will have role)

Relating to org theory:

You cant satisfy the need above befor satisfying below need

Hygiene: norms part of employer and employee relations,absence of hygiend demotivates, promoting :
 TAT : tell us which need is driving individual

Ouchi : pasticipatory , people involve ,value ,Vroom : if u promise bonus /reward then they will may work towards it
Creating resource mgmt. plan:

People are resources, contracts are constraints

Estimating activity resources

Effort driven more efforts more sooner it can be done ,fixed duration : immune to more adding resources

Acquiring resources
Negotiating resources Direct cost : cost to project , indirect cost : cost to org
Acquiring staff

Working wd virtual teams: non-collocated team ,dispersed, comm is important

Developing project team up:
Colocation: tight matrix, project war room, avoid zero sum rewards( only 1 person can win like employee of month , it does negative
things for team)

Creating team building activities/:

Naturally developing project teams : teams moved through process , bruce tuckman (1965) : tuckmans ladder,
five phased: last is adjourning

Leading : motivation,direction,alignment ,Comm: half of comm is listening,Negotiating : scope,cost,terms.assignment nd resources,

problem solving ,influencing

Rewarding project team:

Completing assessments : members need feed back ,org policies and procedures for appriasials

Managing team

Conflict mgmt.: focus on issues not personalities, focus on present not on past , openness resolves conflict, importance of
conflict , time pressure for resolution, positions of persons involved, motivation to resolve for short and long term

Collaborative /problem solving: preferred approach , work together for best outcome , open/friendly

Forcing/directing: person with authority makes decisjon

Compromising/reconcile: lose-lose , both persons losses

Withdrawl/avoiding: one person leaves argument , yield to loose

Smoothing/accomdating: downplay the argument, non important issue

Exception:reward top 10 and punish bottom 10

Controlling resources
In a weak matrix structure, functional management will have more authority than the
project manager.

In this instance, the union is considered a project stakeholder because it has a vested
interest in the project’s outcome.

When projects are similar in nature, the project manager can use the roles and
responsibilities definitions of the historical project to guide the current project.

When project managers, or managers in general, are referred to by different terms, a

job description is needed so that the project manager can successfully complete the
required obligations.

When the looking for the weakest link in the project management chain,
management is likely using the theory of constraints. The theory of constraints is a
management system is limited by its weakest components, the constraint. Adapts the
phrase “a chain is only as strong as its weakest link.”
Forcing happens when the project manager makes a decision based on factors not
relevant to the problem. Just because a team member has more seniority does not
mean this individual is correct.

Project managers are typically assigned to a project on a full-time basis in a project-

oriented organization.

Section 16 : Communications(1 hr 6 min)

Communicate with stakeholders not to stakeholders, face to face is preferred. Communications
and stake holder’s engagement are tightly linked together.

Key Concepts
Easy to interpret wrong messages in email so face to face is always preferred.

Trends
Including stakeholders in project reviews and meetings( as they are closed to project
requirements), increased used of social computing, multifaceted approaches to comm, Listen
actively( stay in the conversation and summarize) , understand culture and personal differences,
manage conflicts( conflicts are natural), manage meetings( agenda, start and stop meetings,
everyone on point, manage expectations, record action and assignments, follow up as needed)

Tailoring comm: stakeholder expectations, physical locations, technology, languages, knowledge

management

Considerations for adaptive

Communication planning
Create commincation mngmnt plan : how communication will be managed and
controlled

Exploring comm tech

Comm channel formula= n * (N-1)/2 where n= no of stake holders, more people more
complex will be communications

Comm methods
Interpersonal and team assessment
Culture awareness: individuals,groups, org, min understanding and miscommunications

Data representation

Stake holder engagement matrix: we want them to be on right

Creating successful comm

Creating comm plan
Face to face is best and virtual team loses it
Managing project comm
Monitoring comm
 Resilience is related to the ability to withstand or overcome adverse conditions or quality
of being able to resume or recover quickly from any setback .
Project resilience in the context of emergent risks (unknowable-unknowns) is ability of
any project to sail through the rough and spring back to course.
PMBOK lists steps ( Good practices) to develop such robustness or resilience in
projects. Foremost of them is awareness ( vigilant Mindset ) of the existence of
emergent risk.
For details please refer to PMBOK 6 page 399.
will be done through the Manage Communications process. [PMBOK® Guide 6th edition,
Page 379]

All seven processes of Project Integration Management use Expert Judgment as a tool and technique. [PMBOK® Guide 6th edition, Page
71]

Completion of project scope is measured against the scope baseline which is a part of the project management plan. In
contrast, the product scope is measured against the product requirements. [PMBOK® Guide 6th edition, Page 161]

Data on status of deliverables progress is part of Work Performance Information and not Work Performance Data. The subtle
difference between Work Performance Data and Work Performance Information confuses many people, however it is very
important to clearly distinguish between these two concepts. [PMBOK® Guide 6th edition, Pages 496, 499]

PMI identifies the Plan-Do-Check-Act (PDCA) cycle, also referred to as the Deming
Cycle, as both a quality tool and the underlying concept for interaction among project
management processes. First, an improvement is planned. Next, the improvement is
carried out and measured.

The Delphi technique is a quick way to reach a consensus for any decision
making.
In this method, all the feedback from the different experts is collected
anonymously by the moderator.
Then it is collated, summarized, and the most common solutions (say top 3
most common answers) are selected, and sent for further selection in a
second round. In each round, the solutions get refined, and the least popular
ones are dropped off by the moderator.
Thus, the best solution is reached after a few rounds, without hurting anyone’s
ego, or naming an particular expert or their school of thought particularly.

A milestone list is a valid output of the Define Activities process. [PMBOK® Guide 6th edition, Page 183]

Although there is a lot of overlap of information between the project communication management and stakeholder
engagement plans, the project escalation process is only documented in the communications management plan.
[PMBOK® Guide 6th edition, Page 377]

The Monitor and Control Project Work, a process from the project integration management knowledge area, produces work
performance reports. [PMBOK® Guide 6th edition, Page 380]

According to the PMBOK® Guide, all email correspondence is informal. Although the communication was between two officials, it
cannot be considered official unless the information is transmitted formally. [PMBOK® 6th edition, Page 361]

44. Your project team has recently identified a risk in the software development project and decided not
to change the project management plan to deal with the risk. The risk response strategy that your team
used in this scenario is an example of:

CORRECT RESPONSE REASON

Acceptance When risks cannot be handled or managed in a project, it is advisable to accept them. In thi
scenario, your team is unable to devise a suitable response strategy. Hence, risk acceptance
the correct strategy to employ. [PMBOK® Guide 6th edition, Page 443]

0. Mark is the manager of a project to install 600 new desktop computers at a budgeted estimate of
$60,000. He estimates the project duration as 30 days. After five days, Mark finds that he inaccurately
estimated his team’s capabilities. His team has now completed the installation of 150 desktops. The
Actual Cost is $10,000. What is the Estimate at Completion (EAC)?

CORRECT RESPONSE REASON

40000 The Budget at Completion (BAC) = $60,000 (given). The Actual Cost (AC) = $10,000 (giv
The Earned value (EV) = (150/600)*60,000 = $15,000 since 150 desktops have been install
CPI = Earned Value / Actual Cost = 15,000/10,000 = 1.5. The project manager has
underestimated the team's capabilities in his original estimate hence the current CPI can be
used as an indicator of future cost performance. In this case, the calculation for EAC is: EA
 CORRECT RESPONSE REASON

BAC/CPI = 60,000/1.5 = 40,000. [PMBOK® Guide 6th Edition, Pages 264, 265]

38. You have been contracted to build a manufacturing plant in Kuala Lumpur. However, you are not
familiar with the building codes in Kuala Lumpur or Malaysia, so you are reviewing all their building
codes prior to “turning a shovelful of earth.” This is an example of:

CORRECT RESPONSE REASON

Quality planning All types of quality plans, such as building codes, OSHA guidelines, ISO 9000, or company
quality plans are examples of Enterprise Environmental Factors or Organizational Process
Assets which are inputs to the Plan Quality Management process. [PMBOK® Guide 6th
Edition, Pages 280, 281]

8. Financial forecasts in the business case were of a higher order of magnitude based on the preliminary
information available at that time. During the project planning it has now become clear that a number of
other enabling activities need to be completed in order to deliver the project. This would mean at least a
fifty percent increase in the project budget than what was stated in the business case. What should you do
next?

CORRECT RESPONSE REASON

Perform a cost/benefit analysis for the project. If a 50% cost increase is expected, you need to re-evaluate the project’s feasibility and
reconfirm the validity of the business case, even if the project is in the planning stage.
[PMBOK® Guide 6th edition, page 30]

Changes in the work : direct and manage work

Change in contracts that vendors initiates: control procurements

Lessonlearned repositiory from opA AND PASt rojects

For your own curreny project use : lesson learn registry

When deliverables failed in control quality we do integrated change control

Critical path method is develop schedule

GERT is not common but allows feed back loop

O?P Of each group

Initiating Process Group

Develop project charter: charter,assumption log

Identify stake holder: stake holder register

Planning

Develop project mgmnt plan:project mgmnt plan

Plan scope mng : scope mngmnt plan,requirement mgmt. plan

Collect requiremnets: requiremnts traceability matrix, documentation

Define scope:scope statement

Create wbs: scope baseline: statement+wbs+wbs dictionary

Plan schedule mgmyt: schedule mgmt. plan

Define activities: activity list, sctivity attributes,milestone lists

sequence activities: network diagram

Estimates activity duration: duration estimates, basis of estimates

Develop schedule : schedule baseline, project schedule,schedule data,project calendars

Cost mngmnt plan:

Estimate costs: costs estimates,basis of estimates

Determine budget: cost baseline, funding requirements

Plan quality mgmnt: quality mgmnt plan,quality metrics

Plan resource mgmt.:resource mgmnbt plan,Team Charter

Estimate activity resources: resource requirements,basis of estimates, RBS

Plan comm: comm plan

Plan risk : risk mgmnt plan

Identify risks: risk register,report

Perfor qualititative : doc updates ie risk register, report

Perform quantitative : report

Plan risk response: register, report

Plan procurement: procurement mgmnt plan, bid documents, strategy, source selection criteris,make or buy
analysis,sow, independent cost estimates

Stake holder mgmnt plan

Executing

Direct and manage work: deliverables, change request, work performance data, issue log

Manage project knowledge: lessons learned

Manage quality: quality reports, test and performance evaluations

Acquire resources: physical resource assignmnts,team assignments , calendars

Develop team: team performance assessments

Manage team: project team assignments

Manage comm : project communications

Implement risk responses: risk register,risk report

Conduct procurements:sleected sellers,agreements

Stakeholders engagement : stakeholder register

Monitoring and controlling: change request

Monitor and control work: wpi

Integrated change control: approved change request, change log

Validate scope:accepted deliverables,WpI

Control scope: wpi,

Control schedule:WPI , schedule forecasts

Control Cost: WPI, costs forcasts

Control quality: verified deliverables, WPI, quality control measurements

Control resourcesL wpi, physical resource assignmnts,rbs

Monitor comm:WPI,project communications

Montor risk, WPI, risk register,repoty

Control procurements:close procuremnts, WPI, procyuremnts documentation updates

Monitor stake holder:WPI, stake holder register

Close : final reports, final product/service,OPA( lessons learned repository, lesson learned regoister

CONTROL QUALITY VS MANAGE QUALITY

WHAT IS DONE IN PROJECT SCEHDULE

Orgamnization theory is why used in resource mngmnt

Why Communication method for plan, manage comm

Product analysis is used in define scope, historical info review for determine budget, risk categorizing: qualititative

Communication model in plan communications,audits for manage quality, monitor rosk and control procurement
Collect Requirements process is performed once or at predefined points in the
project.

Identify Stakeholders process is performed periodically throughout the project as

needed.

A primary function of your PMIS should be scheduling and critical path calculations
and will assist with WBS, work authorization, resource tracking and reporting. A, C,
and D should all be tracked and managed with different tools or systems.

The context of your project environment has changed. The new company is much
less restrictive in how the team communicate, which means you will have to adjust
your management style to account for it. Process Level Integration focuses
specifically on project process interactions (A). Cognitive Level Integrations (B) focus
on your learning and growth as a PM. Project Level Integration (D) is just another
way to describe Process Level.

Geographic distribution of facilities and resources is a part of enterprise

environmental factors, and not the communications management plan.

Ingratiating Power (D) is derived through flattery.

Business Cases primarily focus on the financial aspects of a project Feasibility Studies
(B) primarily focus on the ability of an organization to take on the project while
process (C) and resources (D) are addressed in later project documentation.

Functional Requirements define the specific behaviors and capabilities of your

product. A is incorrect as Business Requirements define why we started the project, C
is incorrect as solution requirements describe the features and functionality of the
product being created. D is incorrect as Non-functional requirements describe the
quality and environmental needs of the product.

Enterprise Environmental factors influence how a project manager is allowed to

manage their projects. A are external enterprise environmental factors, C are internal
enterprise environmental factors and D are organizational process assets.

The PMI Talent Triangle: Leadership , technical project mngmnt,strategic and

business smngmnt
Story boarding is tyor pf protype technique

The seven quality management tools are flowcharts, check sheets, fishbone
diagrams, Pareto charts, histograms, and scatter plots.

Typically, project managers have a large amount of authority in PMO driven

organizations. B Organic/simple organizations generally have meager amounts of
project management authority. Authority levels can vary with virtual organizations
(C), but this is not the best answer. Finally, project coordinator (D) is a role, not an
organization type. While there can be varying levels of authority in each type of
organization, in organic or simple organizations the project manager authority is
minimal. A typically, pm authority is quite high in a PMO driven organization.
Authority levels can vary with virtual organizations (C), but this is not the best
answer. Finally, project coordinator (D) is a role, not an organization type.

Restricting option in hopes of motivating the team is Pressure Based Power. Guilt-
Based Power (A) would come from making the team feel guilty for letting down
stakeholders, Punitive Power (B) would come from punishment, and Situational (D)
power comes from being in a particular situation (i.e., go live weekend).

Request for Quotation (RFQ) is commonly used when more information is needed on
how vendors would satisfy the requirements and/or how much it will cost.

The work package is the lowest level of the WBS and should be sized approximately
between 8 and 80 hours. A is incorrect as recommended changes should be scoped
and estimated, but have no industry constraints on size B is an inspection activity,
and D is a requirement technique and would not be constrained.

Recommended preventive actions are requested changes to try and keep a project
from deviating from the plan. Preventive Action could result from Monitoring and
Controlling activities (A), Variance Analysis (B), or analyzing Work Performance (C),
however, these are not the best answer for the question.

A work package can be used to group the activities where work is scheduled and
estimated, monitored and controlled.

Business case not always lead to start

of project
Consenus from stake holders : support project decisions

Control resources means physical resources not team resources

Gert chart vs pert chart vs gantt chart

Pert chart normal schedule chart(Activity on node , vs non determinitis eg r&d

, gert chart : deterministic

PM and GERT networks is that GERT has two types of
nodes, deterministic and probabilistic [4], Node 3 in
Figure 1 (the identification number is on the right-hand
side of the cone shaped node) is a probabilistic node.
Perform Qualitative Risk Analysis is quicker than Perform Quantitative Risk Analysis as it focuses on high-priority risks.

DO CONTROLLING VS SUPPORTIVE PMO

ITERATIVE LIFE CYCLE

500000
QUIZ

Section 17: Risk(1 hr 51 min)

Section 18 :Procurement(1 hr 21 min)

Section 19 : enegaging stakeholders( 42 min)
Section 20 : PMI code of ethics and conduct(17 min)
Section 21: review(58 min)
Section 22 : wrapping the course