Project

 A temporary endeavor that produces a unique

product, service, or result

 Temporary in nature and has a definite beginning

and ending

Progressively
Unique Temporary
Elaborated
Project Management
 Project management is the application of knowledge, skills,
tools, and techniques to satisfy project requirements
 Preparing a business case to justify the investment
 Estimating resources and times
 Developing and implementing a management plan for the
project
 Leading and motivating the project delivery team
 Managing the risks, issues, and changes on the project
 Monitoring progress against plan
 Closing the project in a controlled fashion when appropriate
Value of Projects
 What value will this project bring to the
company upon completion?
 Why should we undertake this project?
 Money, Brand Reputation, Customer Service,
New or Change product or Service
Operations Management
 Deals with the ongoing production of goods
and/or Services
 Considers the acquisition, development, and
utilization of resources that firms need to deliver
the goods and services
Program Management
 Group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually
 Must be some value add in managing them together as a
program
 A project may or may not be part of a program, but a program
will always have projects
 Focuses on the project interdependencies and helps to
determine the optimal approach for managing them

Program

Project1 Project2 Project3 Project4

Portfolio Management
 A portfolio is a collection of projects, programs, subsidiary
portfolios, and operations managed as a group to achieve
strategic objectives.
 Collections of Projects, Programs, subsidiarity Portfolios
 Achieve strategic (long term) objectives

Portfolio

Program1 Program2 Project1 Project2

Phases and Deliverables
 A phase is a collection of logically related project activities that
culminates in the completion of one or more deliverables.
 The number of the phases depends on the industry type and size and the
complexity of the project

 A deliverable is any unique and verifiable product, service or result.

 May be tangible or intangible
 Must be accepted by the customer or sponsor for the phase

Phase 1 Phase 2 Phase 3

Deliverable Deliverable Deliverable

Project
Output
Project Life Cycle
 A representation of the phases that a project typically goes
through from start to finish
 Can be either predictive or adaptive
Project Governance
 Project Governance
 Framework within which project decisions are made
 Three pillars:
 Structure
 People
 Information
Stakeholders
 Individuals, group, or organization that may affect, be affected,
or perceive to be affected by the project.
Key Stakeholders
 Project Manager - manages the project
 Customer - uses the project deliverable
 Project team - the collection of individuals completing the
project work
 Project Sponsor – Provides resources and support
 Functional Manager - Departmental Manager, i.e Manager
of Engineering, Vice President of Marketing, Director of IT.
Generally controls resources
Project Roles
• Empowered to lead the project
Project • Authorized to make decisions
Manager • Responsible for the success or failure of the project

Project • Weaker then the PM

Coordinator • May be authorized to make decisions

Project • Weakest role of the PM world

Expeditor • Very limited decision ability
Project Management Office
 Organizational Structure that standardizes the processes and
facilitates the sharing of resources, methodologies, tools, and
techniques
 Types:
 Supportive: Supports the project manager, such as providing templates, training,
or lessons learned form other projects.
 Controlling: Determines the framework or methodology and use of specific
forms
 Directive: Controls the project. PM will be assign and report to the PMO.
Project Bosses
 Sponsor
 Internal or External
 Project Champion
 Funding the project
 Maybe used to resolve conflicts in the project

 Program Manager
 Senior to Project Manager
 Maybe responsible for several projects executing at the same
time
 Maybe used to resolve conflicts in the project
Organizational Structures
 Functional Organizations
 Structure that groups staff members according to their area of expertise
(sales, marketing, construction, etc.). Functional structures require the
project team members to report directly to the functional manager

 Matrix Organizations
 There are three matrix structures: weak, balanced, and strong. The
different structures are reflective of the project manager's authority in
relation to the functional manager's authority.

 Project Oriented Organizations, (Projectized)

 Structure where the PM has the greatest amount of authority. The
project team is assigned to the project on a full-time basis. When the
project is complete, the project team members moves on to other
assignments within the organization.

 Hybrid
 Blended type
Organizational Structures Chart

Weak Balance Strong

Functional Projectized
Matrix Matrix Matrix

Low to Moderate to
PM Little/No Low High/Total
Moderate High

Resource Low to Moderate to

Little/No Low High/Total
Avail. Moderate High

Budget Functional Functional

Mixed PM PM
controls Manger Manger

Pm Role PT PT PT/FT FT FT

PM Staff PT PT PT/FT FT FT
Project Constraints
 Scope Scope
 Schedule
 Cost
 Risk
 Quality
 Resources

Quality
 PROCESS GROUPS & KNOWLEDGE AREAS TABLE Page 25, PMBOK

Knowledge Project Management Process Groups

Areas Monitoring &
Initiating Planning Executing Controlling Closing

Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project Collect Requirements Control Scope
Scope Define Scope
Management Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
 Process Groups and Knowledge Areas
49 Processes organized into 5 Process Groups & 10 Knowledge Areas
10 Knowledge Areas
5 Process Groups
1. Integration Management (7)
1. Initiation (2)
2. Scope Management (6)
2. Planning (24)
3. Schedule Management (6)
3. Execution (10)
4. Cost Management (4)
4. Monitor & Control (12)
5. Project Quality(3) Management
5. Closing (1)
6. Resources Management (6)
7. Communications Management (3)
8. Risk Management (7)
9. Procurement Management (3)
10. Stakeholder Management (4)
Process
 Inputs, Outputs and Tools/Techniques combined to
execute a specific purpose on the project
 Input
 Starting point for the process, the raw materials to begin the
execution
 Could be the output of a previous process
 Tools and Techniques
 The actions or methods that are used to transform the raw
materials into the output
 Output
 The end result of our efforts. The raw materials into a polished
stone
 Maybe the input into another process

Input Process Output

Tools and
techniques
Common ITTO’s

Don’t Memorize Them

 PROCESS GROUPS & KNOWLEDGE AREAS
Project Management Process Groups
Knowledge
Areas Monitoring &
Initiating Planning Executing Controlling Closing
Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project
Collect Requirements Control Scope
Scope
Define Scope
Management
Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
Inputs, Tools, Techniques, and Outputs (ITTO)
 660+ Inputs, Tools, Techniques, and Outputs across
the 49 process
 Many process has the same ITTO’s
 Don’t memorize ITTO’s
 Understand them and why there are their
Common Inputs
 Common Inputs
 Project Management Plan
 Enterprise Environmental Factors, (EEF)
 Organization Process Assets, (OPA)
 Project Documents
Enterprise Environmental Factors (EEF)
 Things that impact the project but are not part of the project
itself
 Influence the organization, the project, and its outcome
 It is essential to consider these internal and external factors while
planning the project to determine their influence
 Can enhance or constrain project management options and may
have negative or positive influences on the outcomes
Enterprise Environmental Factors (EEF)
Company’s Organizational Structure and Governance

Organizational Culture

Organization’s and Stakeholders’ Appetite for Risk

Organization’s Established Communication Channels
Information Technology Software
Internal
Geographic Distribution of Facility and Resources

Infrastructure

Resource Availability

Employee Capability

Political Climate
Government or Industry Standards
External Commercial Databases
Legal Restrictions
Financial Considerations
Organization Process Assets (OPA)
 Organizations have assets such as information, policies, procedures, documents, or
knowledge bases which are called Organizational Process Assets (OPA) to help them
in achieving their objectives
 Kept in some central repository so that they can be used whenever required
 These elements affect several aspects of the project
 Project team members update and add to the Organizational Process Assets
throughout the project
 Examples:
 Project templates
 Software tool
 Historical information
 Project closure guidelines
 Risk control procedures
 Change control procedures
 Issue and defect management procedures
Project Documents
 Any documents that are related to the project
 Project documents are additional documents that are created and
used throughout the 49 processes that are not part of the
project management plan
 “include but are not limited to.”
Project Documents
Project Document Knowledge Area Where Created
1. Activity attributes Schedule Management
2. Activity list Schedule Management
3. Assumption log Integration Management
4. Basis of estimates Cost Management
5. Change log Integration Management
6. Cost estimates Cost Management
7. Cost forecasts Cost Management
8. Duration estimates Schedule Management
9. Issue log Integration Management
10. Lessons learned register Integration Management
11. Milestone list Schedule Management
12. Physical resource assignments Resource Management
13. Project calendars Schedule Management
14. Project communications Communications Management
15. Project schedule Schedule Management
16. Project schedule network diagram Schedule Management
17. Project scope statement Scope Management
18. Project team assignments Resource Management
19. Quality control measurements Quality Management
20. Quality metrics Quality Management
21. Quality report Quality Management
22. Requirements documentation Scope Management
23. Requirements traceability matrix Scope Management
24. Resource breakdown structure Resource Management
25. Resource calendars Resource Management
26. Resource requirements Resource Management
27. Risk register Risk Management
28. Risk report Risk Management
29. Schedule data Schedule Management
30. Schedule forecasts Schedule Management
31. Stakeholder register Stakeholder Management
32. Team charter Resource Management
33. Test and evaluation documents Quality Management
Project Management Plan
 Defines how the project is executed, monitored and controlled,
and closed
 18 components, 14 plans and 4 baselines
 “include but are not limited to.”
Project Management Plan
Project Plan Process Where Made
Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
Expert Judgement
 One of the most common tools in the planning process
 Includes hiring an expert or subject matter expert (SME) to help
you to plan a process or conduct a process
 People with specialized knowledge or training in a particular
process, industry, or technology
Data Gathering, Data Analysis, Data Representation, Decision Making

Data Data Decision

Data Analysis
Gathering Representation Making
Data Gathering
 Gather data about a particular process that you’re working on
 On certain processes, you will need to gather additional data before coming up with
an output for that process
 Methods:
 Brainstorming: Brainstorming is when you bring together a group of stakeholders to get ideas and
analyze them. Brainstorming sessions are generally facilitated by the project manager.
 Interviews: Any time you want to gather data from a particular stakeholders, one of the best
methods is to just interview them. Ask them a series of questions and talk with them about their
thoughts and views.
 Focus groups: A focus group is when you bring together subject matter experts to understand their
perspectives and how they would go about solving problems.
 Checklist: A checklist is generally created by the organization and then given to potential
stakeholders on a project for them to identify items they may want on a project, things they may
not want on the project, and some success criteria they may have for the project.
 Questionnaires and surveys: Questionnaires and surveys can be given to stakeholders to better
understand what they may be looking for on a project and to better understand their needs.
Data Analysis
 To analyze the data that has been gathered
 Methods:
 Alternative analysis: Alternative analysis involves
looking at different options or ways to accomplish
something.
 Root cause analysis (RCA): A root cause analysis is
used to identify the main underlining reason for
particular event.
 Variance analysis: Variance analysis is used quite often
to find the exact differences between different things.
 Trend analysis: Trend analysis involves looking at data
over a period of time to see if a particular trend is
forming.
Data Representation
 Illustrate different ways that a data could be shown to stakeholders
 Methods generally include the use of charts, matrixes, and
different types of diagrams
 Examples:
 Flowcharts
 Fishbone diagrams / Ishikawa diagrams
 Histograms
Decision Making
 Have to make a decision on what to do with that data
 Methods:
 Voting: Voting is used by a group to determine whether to proceed,
change, or reject something. Voting can be: majority wins, unanimity,
where everyone agrees; or plurality, where a majority is not obtained but
that decision is chosen.
 Multicriteria decision analysis: This is when you make a table (matrix)
that lists different types of criteria, and then evaluate an idea based on
those criteria.
 Autocratic decision making: This is when one person makes a decision
for the entire team.
Interpersonal and Team Skills
 All project managers need to have good interpersonal and team skills
in order to manage the different stakeholders that will be on the
project
 most important tool in real-life project management
 Methods:
 Active listening: Active listening is understanding, acknowledging, and
clarifying what others are saying to you.
 Conflict management: Anytime you bring a team together, bound to have
conflicts on that team.
 Facilitation: Facilitation is the art of managing a group. This can include
bringing the group together, generating ideas, solving problems, and dissipating
the team.
 Meeting management: Meeting management generally includes having an
agenda, inviting the right stakeholders, setting a time limit, and following up
with meeting minutes and action items.
Meetings
 Meetings can be done face-to-face or virtually.
 Have an agenda and distribute it to all attendees before the
meeting.
 Meetings must be timed, including having set start and finish
times for topics and the entire meeting.
 Make sure that the meeting always stays on topic and does
not go off topic.
 Ensure that all attendees have input to the topics.
 Distribute detailed meeting minutes once the meeting is
complete.
Project Management Information System (PMIS)
 Automated system that is used to help the project
manager optimize the schedule or keep track of all the
documents and the deliverables
 Usually the computer system that a given organization
uses to manage its projects
 It should include all the software and hardware tools
that we need to manage the project from start to finish
 Includes the work authorization system and the
configuration management system
Change Request
 Proposal to change a document, deliverable, or baseline
 Can include a request to add or remove work from the
scope, finish the project faster, or complete the project more
cheaply
 Implements
 Corrective action: is something that’s taken to ensure that the project
gets back on track.
 Preventive action: is something you put in place to ensure the project
stays on track.
 Defect repair is done to fix a broken component on a project, such as
if network switch memory fails on a network upgrade project.
Work Performance Data, Information, Report

Work performance Work performance

Work performance data
information report

Executing Monitoring and controlling Monitoring and controlling

Work Performance Data
 Work performance data is simply raw data
 It is the status of the work that was done but does not have any
analysis applied to it.
 It is not useful by itself.
 Usually outputs of executing processes
Work Performance Information
 Information of the work that was performed compared to the plan
 It gives you actual status about the deliverables
 Work performance information is usually the output of most
monitoring and controlling processes
Work Performance Report
 overall status report of the actual project
 It takes all the work performance information and puts it together
into one comprehensive document
 You take the work performance data and compare it against the
plan to come up with the work performance information. Then you
take all the work performance information and create the work
performance reports. In short, data feeds info and all the info creates
reports.
Updates (Project Management Plan, Project documents, EEF, OPA)

 Updates is a catchall term

 Updates can include project documents, the project management
plan, OPA and EEF updates
 Expect to see this output many times throughout the book
Process Groups

Essential Terms to Know

 PROCESS GROUPS & KNOWLEDGE AREAS TABLE Page 25, PMBOK

Knowledge Project Management Process Groups

Areas Monitoring &
Initiating Planning Executing Controlling Closing

Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project Collect Requirements Control Scope
Scope Define Scope
Management Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
 Process Groups and Knowledge Areas
49 Processes organized into 5 Process Groups & 10 Knowledge Areas
10 Knowledge Areas
5 Process Groups
1. Integration Management (7)
1. Initiation (2)
2. Scope Management (6)
2. Planning (24)
3. Schedule Management (6)
3. Execution (10)
4. Cost Management (4)
4. Monitor & Control (12)
5. Project Quality(3) Management
5. Closing (1)
6. Resources Management (6)
7. Communications Management (3)
8. Risk Management (7)
9. Procurement Management (3)
10. Stakeholder Management (4)
Project Management Process Groups
 Initiating - The project is authorized.
 Planning - Project objectives are determined, as well as
how to reach those objectives with the given
constraints.
 Executing - The project is executed utilizing acquired
resources.
 Monitoring & Controlling - Project Performance is
monitored and measured to ensure the project plan is
being implemented to design specifications and
requirements.
 Closing - The project and its various phases are
brought to a formal end.
Initiating
 13% of the questions on the exam
 2 Processes: Develop Project Charter & Identify
Stakeholders
 Identifying Needs of the project
 Creating a Feasibility Study
 Creating a Product Description
 Creating a Project Charter
 Project charters authorize. When you think of the project
charter, think authority for the project manager
 The First Step
 The Most Important Step
 The Alpha Step
Planning
 24% of the questions on the exam  Creating a Scope Statement
 24 Processes: Develop PM Plan ▪ Plan  Recruiting the Project Team
Scope Management ▪ Collect
Requirements ▪ Define Scope ▪ Create  Creating the Work Breakdown Structure
WBS ▪ Plan Schedule Management ▪  Completing Risk Assessment
Define Activities ▪ Sequence Activities ▪
Est. Activity Durations ▪ Develop Schedule  Creating the Network Diagram
▪ Plan Cost Management ▪ Est. Cost ▪  Completing Estimates
Determine Budget ▪ Plan Quality ▪ Plan
Resource Management ▪ Est. Activity  Creating the Project Schedule
Resources ▪ Plan Communications  Completing the Project Budget
Management ▪ Plan Risk Management ▪
Id Risks ▪ Perform Qualitative Risk  Creating a Quality Management Plan
Analysis ▪ Perform Quant. Risk Analysis ▪
Plan Risk Responses ▪ Plan Procurement  Completing Stakeholder Analysis
Management ▪ Plan Stakeholder  Creating a Communications Plan
Management
 Completing the Project Plan
Executing
 31% of the questions on the exam
 10 Processes: Direct and Manage Project Work ▪ Manage Project Knowledge ▪
Manage Quality▪ Acquire Resources▪ Develop Team ▪ Manage Team ▪ Manage
Communications ▪ Implement Risk Responses ▪ Conduct Procurements ▪
Manage Stakeholder Engagement
 Authorizing the Project Work
 Beginning Vendor Solicitation
 Determining Vendor Source
 Quality Assurance
 Ensuring Team Development
 Start working
 Shovel in the ground
 Opening the can of paint

7
Monitoring and Controlling Processes
 25% of the questions on the exam
 12 Processes: Monitor and Control Project Work ▪ Preform Integrated Change
Control ▪ Control Scope ▪ Validate Scope ▪ Control Schedule ▪ Control Cost ▪
Control Quality ▪ Control Resources ▪ Monitor Comminution ▪ Monitor Risk ▪
Control Procurements ▪ Monitor Stakeholder Engagement
 Ensuring Quality Control
 Providing Scope Verification
 Implementing Scope Change Control
 Managing Cost Control
 Enforcing Schedule Control
 Monitoring Risk Response
 Ensuring Performance Reporting
 Getting the deliverables verified and accepted
 Double checking project work
Closing Process
 7% of the questions on the exam
 1 Process: Close Project or Phase
 Closing Vendor Contracts
 Closing Administrative Duties
 Transition the deliverables to the sponsors or customers
 Updating and Archiving Project Records
 Lessons Learned

 Reassigning the Project Team Members

 Celebrating!
Role of the Project Manager

Understanding your role

Project Manager
 Assign by the organization to lead the team
that is responsible for achieving the project
goals.
 Having concise and clear writing and speaking
skills
 Understanding stakeholders needs on a project
 Simplifying communications among
stakeholders
 Giving and getting feedback from stakeholders
PMI Talent Triangle
Technical Project Management
 Skills to apply project management
knowledge.
 Managing Schedule, Cost, risk
 Tailoring the different tools and processes
Leadership
 Ability to guide, motivate, and direct a
team. Skills include:
 Negotiation
 Communications
 Problem Solving
 Interpersonal Skills
Strategic and Business Management
 High-Level of the organization
 Working knowledge of business functions
such as IT or Finance
 Product and Industry expertise
 Seek knowledge from functional
managers
 Have an understanding of the company
mission, goals, competition
 Helps the PM make better decision for
the project
Leadership Skills
 Dealing with people.
 Qualities and skills of a leader
 Visionary, optimistic, positive
 Being Trusted
 Communications skills
 Life-long learner
 Being kind, honest, loyal and ethical
 Giving credit to others
 Critical thinking
 Able to build effective teams
Leadership Vs. Management
 Leadership – Guide
 Management – Directing

Management Leadership
Direct Guide, influence
Maintain Develop
Focus on near-term goals Focus on long-range goals
Accept status quo Challenge status quo
Leadership Styles
 Laissez-Faire: The project manager is hands-off, allowing the team to make their
own decisions.
 Transactional: PM more focused on the goals of the project and how to reward
team members
 Servant Leader: PM focuses on removing obstacles from the team and giving
the team what is needed in order to complete the work. This is mostly used in
agile projects.
 Transformational: PM tries to empower the project team, and motivates and
inspires them.
 Charismatic: PM has high energy and is very enthusiastic, influence people
around them.
 Interactional: This is a combination of different leadership styles such as
charismatic and transactional.
Integration
 Many moving components on a project, needs to be
integrated such people, process and products
 Many process are happing at once or in a certain
order
 Many Different human behavior and personality to
deal with
 Many different products such new and old
technologies to use. E.g virtual teams.
Project Integration Management
Integration Management
 PMBOK – “Includes the processes and activities needed to identify, define, combine, unify
and coordinate the various processes and project management activities within the PM
Process Groups.”

Process Name Process Group

Develop Project Charter Initiating
Develop Project Management Plan Planning
Direct and Manage Project Work Executing
Manage Project Knowledge Executing
Monitor and Control Project Work Monitoring and Controlling

Perform Integrated Change Control Monitoring and Controlling

Close Project Closing

 PROCESS GROUPS & KNOWLEDGE AREAS TABLE Page 25, PMBOK

Knowledge Project Management Process Groups

Areas Monitoring &
Initiating Planning Executing Controlling Closing

Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project Collect Requirements Control Scope
Scope Define Scope
Management Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
Develop Project Charter
 The process of developing a document to formally authorize a project or a
phase
 Outlines the project objectives
 Defines the authority of the project manager
 Provides the project manager with the authority to put the resources together
to project activities
 Establishes a direct link between the project and the strategic objectives of the
organization and assures the organizational commitment to the project
 The approved project charter formally initiates the project
 Develop Project Charter

TOOLS AND TECHNIQUESEXPERT JUDGMENT

1. Expert Judgment OUTPUTS

2. Data Gathering 1.Project Charter

INPUTS 2.Assumption Log
a. Brainstorming
1. Business Documents
b. Focus Groups
a. Business Case
c. Interview
b. Benefits Management Plan
3. Interpersonal and Team Skills
2. Agreements
a. Conflict Management
3. Enterprise Environmental Factors
b. Facilitation
4. Organizational Process Assets
c. Meeting Management
4. Meetings
Develop Project Charter - Inputs
 Inputs
 Business Documents - Contain specific information as to
why a project should be initiated. There are two main
documents the business case and the benefits
management plan.
 Business Case - Necessary information that determines
whether or not the project is worth the required
investment
 Market Demand, Customer Request, Organizational Need,
Legal requirement
 Project Benefits Management Plan
 Describes the main benefits that the project will produce once
it is completed and how to measure the benefits. The project
benefit could be the product, service, or result.
 It maybe created by doing a cost-benefit analysis a project.
Develop Project Charter - Inputs
 Agreements
 Service Level Agreements (SLA)
 Letters of intent
 Contract between internal and external customer
 Work required to be performed for Payment

 Enterprise Environmental Factors

 Organizational Process Assets
Develop Project Charter - Inputs
 Project selection Methods
 Benefit Cost Ratio (BCR)
 Ratio of Benefits to Cost
 Economic Value Add (EVA)
 How much value a project has created for its shareholders
 Internal Rate of Return (IRR)
 The Projects return as an interest rate, %
 Opportunity Cost, (Smaller is better)
 Payback Period, (Quicker is better)
 Present value (time value of money) and Net Present
Value (time value of money w/costs factored in)
 ROI, (Return on Investment)
Develop Project Charter - Tools
 Expert Judgment
 Meetings
 Data Gathering
 Techniques such as brainstorming, focus groups,
and interviews.
 Interpersonal and Team Skills
 Guide the development of the project, (Project
Meetings, brainstorming, problem solving, &
conflict resolution)
 Meeting management techniques will be needed
in order to ensure meetings are run properly.
Develop Project Charter - Output
 Output
 Project Charter
 Formally authorizes the existence of the project and it
assigns the Project Manager and their Authority Level
 Signed by the organization Senior Management
 High Level requirements & risks
 Preliminary Project Budget and Schedule
 Project Purpose or justification
 Assumption Log
 A list of things that you perceive to be true
(assumptions) and things that might constrain the
project.
Develop Project Management Plan
 Process of defining, preparing, and coordinating all plan
components and consolidating them into an integrated project
management plan
 Comprehensive document that outlines the basis of all project
work and how the work will be performed
 Either summary or detailed
 Contains baselines and plans
Develop Project Management Plan

TOOLS AND TECHNIQUES

INPUTS 1.Expert Judgment OUTPUTS

1.Project Charter 2.Data Gathering 1.Project Management Plan

2.Outputs from other Processes 1.a. Brainstorming
3.Enterprise Environmental Factors b. Checklists
4.Organizational Process Assets c. Focus Groups
d. Interview
3.Interpersonal and Team Skills
1.a. Conflict Management
b. Facilitation
c. Meeting Management
4. Meetings
Develop Project Management Plan - Input
 Project Charter
 Previous process (Develop Project Charter)

 Outputs from other Planning Processes

 Outputs such as baselines and subsidiary management plans
from the scope, time, cost, quality, risk, human resource,
communication, procurement, and stakeholder planning
processes are consolidated to create the Project Management
Plan.
 Enterprise Environmental Factors
 Organizational Process Assets
Develop Project Management Plan -Tools
 Expert Judgment
 Data Gathering
 Brainstorming
 Checklists
 Focus Groups
 Interview
 Interpersonal and Team Skills
 Conflict Management
 Facilitation
 Meeting Management
 Meetings
 Kick-off meeting
 Develop Project Management Plan - Outputs
Project Plan Process where made
 Outputs Scope Management Plan Plan Scope Management
 Project Management Plan Requirement Management Plan Plan Scope Management
 Outlines how the project is executed, Schedule Management Plan Plan Schedule Management
monitored and controlled, and closed. Cost Management Plan Plan Cost Management

 4 Baselines Quality Management Plan Plan Quality Management

 Scope, Schedule, Cost, Performance Resource Management Plan Plan Resource Management
Measurement Communication Management Plan Plan Communications Management
 14 Subsidiary plans Risk Management Plan Plan Risk Management

 Approved by either the Project Manager, Procurement Management Plan Plan Procurement Management
Sponsor, Functional Manager, Program Stakeholder Management Plan Plan Stakeholder Management
Manager, or in rare instances Senior Change Management Plan Develop Project Management Plan
Management Configuration Management Plan Develop Project Management Plan
 Provides Guidance on project execution Scope Baseline Create WBS

 Formal Written piece of communication Schedule Baseline Develop Schedule

Cost Baseline Determine Budget
 Only changed when a change request is
generated and approved by the change Performance Measurement Baseline Develop Project Management Plan

control board Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
Project Management Plan
 Process Improvement Plan: Defines how processes that are used on the project will be evaluated and improved
 Change Management Plan: Defines how change requests will be managed, controlled, and formally authorized
 Configuration Management Plan: Defines how documentation changes concerning the project’s deliverables
and processes will be managed
 Performance Measurement Baseline: This is a record of what the project had planned, scheduled, and budgeted
in terms of scope, schedule, and cost performance
 Project Life Cycle: A representation of the generally sequential and sometimes overlapping project phases that a
project typically goes through.
 Management Review: A review by the project manager, stakeholders, and management to evaluate whether the
project has the expected performance or there is a necessity to take preventive or corrective actions
Direct and Manage Project Work
 Performing the work defined in the project
management plan
 Involves managing people and keeping them engaged,
improving the processes, requesting changes, and
implementing approved changes
 Summary of all other executing processes
Direct and Manage Project Work - ITTO

INPUTS OUTPUTS
1.Project Management Plan 1.Deliverables
1.a. Any Components 2.Work Performance Data
Project Documents 3.Issue Log
a. Change Log 4.Change Requests
TOOLS AND TECHNIQUES
b. Lessons Learned Register 5.Project Management Plan Updates
1.Expert Judgment
c. Milestone List 1.Any Component
2.Project Management
d. Project Communications Project Documents Updates
Information System
e. Project Schedule a. Activity List
3.Meetings
f. Requirements Traceability Matrix b. Assumption Log
g. Risk Register c. Lessons Learned Register
h. Risk Report d. Requirement Documentation
Approved Change Requests e. Risk Register
Enterprise Environmental Factors f. Stakeholder Register
Organizational Process Assets Organizational Process Assets Updates
Direct and Manage Project Work - Inputs
 Project Management Plan
 Project Documents
 Approved Change Requests
 Enterprise Environmental Factors
 Organizational Process Assets
Direct and Manage Project Work - Tools
 Expert Judgment
 PMIS
 Meetings
Direct and Manage Project Work - Output
 Deliverables
 Any product, service, or result required to complete the project

 Work Performance Data

 Information on the status of these deliverables
 Is it tracking Positive or Negative against the plan/baselines, (cost/durations)
 Work completed, start/end dates of activities, # of changes requests, # of defects,

 Issue Log
 A record of all the issues/problems you have encountered on the project
 All issues are described, assigned, prioritized, and addressed.
Direct and Manage Project Work - Output
 Change Requests
 Corrective Action
 Fixing past errors
 Realigns the project performance
 Preventive Action
 Fixing future errors
 Questions if everything is aligned with the project plan
 Defect Repair
 Modify a nonconforming product or result

 Project Management Plan updates

 Project Document updates
 Organizational Process Assets Updates
Manage Project Knowledge
 Using existing knowledge and creating new knowledge
 Contribute to organizational learning
 Knowledge created by the project will be made available to
support organizational operations and future projects or phases
 Commonly split into explicit and tacit.
Manage Project Knowledge - ITTO

INPUTS
1.Project Management Plan OUTPUTS
TOOLS AND TECHNIQUES
a.All Components 1.Lessons Learned Register
1.Expert Judgment
2.Project Documents 2.Project Management Plan Updates
a.Lessons Learned Register 2.Knowledge Management
a.Any Component
b.Project Team Assignments 3.Information Management
3.Organizational Process Assets
4.Interpersonal and Team Skills
c.Resource Breakdown Structure Updates
d.Source Selection Criteria a.Active Listening
e.Stakeholder Register b.Facilitation
c.Leadership
3.Deliverables
4.Enterprise Environmental d.Networking
Factors e.Political Awareness
5.Organizational Process Assets
Manage Project Knowledge - Inputs
 Project Management Plan
 Project Documents
 Deliverables
 Enterprise Environmental Factors
 Organizational Process Assets
Manage Project Knowledge - Tools
 Expert Judgment
 Knowledge Management
 The sharing of knowledge between stakeholders on a
project. Used to foster project interaction. Sure as:
 Networking
 Workshops
 Meetings

 Information Management
 The collection, storage, dissemination, archiving and destruction of
information

 Interpersonal and Team Skills

Manage Project Knowledge - Outputs
 Lessons Learned Register
 Gathered throughout the project, not just at the end
 Updated whenever new knowledge within the project is
discovered by any stakeholder
 Project Management Plan Updates
 Organizational Process Assets Updates
Monitor and Control Project Work
 Process of tracking, reviewing, and recording the progress to meet
the performance defined in the PM Plan.
 Ensures that the plan is working, identifies any areas in which
changes to the plan are required, and initiates the corresponding
changes
 Takes all the Work Performance Information and creates the Work
Performance Reports.
Monitor and Control Project Work - ITTO

INPUTS
1.Project Management Plan
OUTPUTS
a.Any Component TOOLS AND TECHNIQUES
2.Project Documents 1.Work Performance Reports
1.Expert Judgment
a.Assumption Log 2.Change Requests
2.Data Analysis
b.Basis of Estimates 3.Project Management Plan
a.Alternative Analysis
Updates
c.Cost Forecasts b.Cost-Benefit Analysis
a.Any Component
d.Issue Log c.Earned Value Analysis
4.Project Documents Updates
e.Lessons Learned Register d.Root Cause Analysis
a.Cost Forecasts
f.Milestone List e.Trend Analysis
b.Issue Log
g.Quality Reports f.Variance Analysis
c.Lessons Learned Register
h.Risk Register 3.Decision making
d.Risk Register
i.Risk Report 4.Meetings
e.Schedule Forecasts
j.Schedule Forecasts
3.Work Performance Information
4.Agreements
5.Enterprise Environmental Factors
6.Organizational Process Assets
Monitor and Control Project Work - Inputs
 Project Management Plan
 Project Documents
 e.g. Issue log, Assumption log, Risk Report, Schedule
forecasts
 Work Performance Information
 Status of the deliverables, project forecasts, status of
change request
 Agreements
 Enterprise Environmental Factors
 Organizational Process Asset
Monitor and Control Project Work - Tools
 Expert Judgment
 Data Analysis
 Meetings
 Decision Making
Monitor and Control Project Work - Outputs
 Change request
 Work Performance Reports
 Project Management Plan updates
 Project Document updates
Perform Integrated Change Control
 Review all change requests; approving changes and managing
changes to deliverables, project documents, and the project
management plan
 Communicating the decisions.
 Process where you assess the change’s impact on the project
 PM ultimately responsible for all changes
 Any Stakeholder may request a change
 Should be submitted in written form
 Change Control Board – Group responsible for reviewing,
evaluating, approving, deferring, or rejecting changes to the
project and for recording and communicating such decisions.
 Perform Integrated Change Control - ITTO

INPUTS
1.Project Management Plan
TOOLS AND TECHNIQUES OUTPUTS
a.Change Management Plan
b.Configuration Management Plan 1.Expert Judgment 1.Approved Change Requests
c.Scope Baseline 2.Change Control Tools 2.Project Management Plan Updates
d.Schedule Baseline 3.Data Analysis a. Any Component
e.Cost Baseline a.Alternative Analysis 3.Project Documents Updates
2.Project Documents b.Cost-Benefit Analysis a. Change Log
a.Basis of Estimates 4.Decision making
b.Requirements Traceability Matrix a. Voting
3.Risk Report b. Autocratic Decision Making
4.Work Performance Reports c. Multicriteria Decision Analysis
5.Change Requests 5.Meetings
6.Enterprise Environmental Factors
7.Organizational Process Assets
Perform Integrated Change Control
 Process for making change
1. A stakeholder needs to identifies a need for a Change request
2. A written change request is submitted it to the Project
Manager
3. The Project Manager assess the change and looks for any
other options for the Change Request. Looks at the impact of
the change request
4. The Change request is submitted to the Change Control
Board
5. The Change request is either approved or rejected by the
Change Control Board
6. If approved, The PM will adjust the Project Management Plan
• Then manage the project to the new plan
7. If it is not approved, the team goes back to the issue and
develop a new change request, repeat step 1
Perform Integrated Change Control - Inputs
 Project Management Plan
 Project Documents
 Work Performance Reports
 Change requests
 Enterprise Environmental Factors
 Organizational Process Assets
Perform Integrated Change Control - Tools
 Expert Judgment
 Meetings
 Data Analysis
 Decision Making
 Change Control Tools
 To manage the change requests, status, and resulting decisions
 Update the Stakeholders with current information
Perform Integrated Change Control - Outputs
 Approved Change Requests
 Once the change control board members approve a change request, it will
be implemented in the Direct and Manage Project Work process
 Project Management plan updates
 Project Document updates
 Change log
Close Project or Phase
 Finalizing all activities for the project, phase, or contract.
 Making certain that 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
 Closing project accounts
 Reassigning personnel
 Confirming the formal acceptance of the seller’s work and finalizing open claims
 Audit project success or failure
 Identify lessons learned, and archive project information for future use by the
organization.
 Transfer the project’s products, services, or results to the next phase or to
production and/or operations
 Investigate and document the reasons for actions taken if the project is terminated
before completion.
Close Project or Phase - ITTO
Inputs
1.Project Charter
2.Project Management Plan
a.All Components
3.Project Documents
a.Assumption Log Tools and Techniques Outputs
b.Basis of Estimates 1.Expert Judgment 1.Project Documents Updates
c.Change Log 2.Data Analysis a.Lessons Learned Register
d.Issue Log a.Document Analysis 2.Final Product, Services, or Result Transition
e.Lessons Learned Register b.Regression Analysis 3.Final Report
f. Milestone List c.Trend Analysis 4.Organizational Process Assets Updates
g.Project Communications d.Variance Analysis
h.Quality Control Measurements 3.Meetings
i. Quality Reports
j. Requirements Documentation
k.Risk Register
l. Risk Report
4.Accepted Deliverables
5.Business Documents
a.Business Case
b.Benefits Management Plan
6.Agreements
7.Procurement Documentation
8.Organizational Process Assets
Close Project or Phase - Inputs
 Project Charter
 Project Management Plan
 Project Documents
 Accepted Deliverables
 Business Documents
 Agreements
 Procurement Documentation
 Organizational Process Assets
Close Project or Phase - Tools
 Expert Judgment
 Analytical Techniques
 Document Analysis
 Trend Analysis
 Variance Analysis

 Meetings
Close Project or Phase - Outputs
 Final Product service, or result Transition
 The transition of the deliverable to organization.
 Final report
 A summary of what took place in the project
 How successful was the project?
 Any variations in the Baselines
 Project Document Updates
 Organizational Process Assets Updates
Project Scope Management
Scope Management
 PMBOK – “Includes the process 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 what is not
included in the project.”
Process Name Project Management Process Group Key Outputs

Scope Management plan

Plan Scope Management Planning
Requirement Management Plan

Requirements Documentation
Collect Requirements Planning
Requirements Traceability Matrix

Define Scope Planning Project Scope Statement

Create WBS Planning Scope Baseline

Accepted Deliverables
Validate Scope Monitoring and Controlling
Work Performance Information

Change Request
Control Scope Monitoring and Controlling
Work Performance Information
Scope Terms
 Product Scope - features and functions that characterize a
product, service, or result
 Project Scope - the work that is needed to be accomplished to
deliver a product, service, or result with specified features and
functions.
 Prevent Gold Plating, which is doing extra work not in the scope.
 Prevent Scope creep, which are unauthorized work added to the
scope.
 PROCESS GROUPS & KNOWLEDGE AREAS
Project Management Process Groups
Knowledge
Areas Monitoring &
Initiating Planning Executing Controlling Closing
Project Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Monitor and Control Project Work Close Project or Phase
Integration Manage Project Knowledge Perform Integrated Change Control
Management
Plan Scope Management Validate Scope
Project
Collect Requirements Control Scope
Scope
Define Scope
Management
Create WBS
Plan Schedule Management Control Schedule
Project Define Activities
Schedule Sequence Activities
Management Estimate Activity Durations
Develop Schedule
Project Plan Cost Management Control Costs
Cost Estimate Costs
Management Determine Budget
Project Plan Quality Management Manage Quality Control Quality
Quality
Management
Project Plan Resource Management Acquire Resources Control Resources
Resource Estimate Activity Resources Develop Team
Management Manage Team
Project Plan Communications Management Manage Communications Monitor Communications
Communications
Management
Plan Risk Management Implement Risk Responses Monitor Risks
Project Identify Risks
Risk Perform Qualitative Risk Analysis
Management Perform Quantitative Risk Analysis
Plan Risk Responses
Project Plan Procurement Management Conduct Procurements Control Procurements
Procurement
Management
Project 13.1 Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
Stakeholder
Management
Project Management Plan
Project Plan Process Where Made
Scope Management Plan Plan Scope Management
Requirement Management Plan Plan Scope Management
Schedule Management Plan Plan Schedule Management
Cost Management Plan Plan Cost Management
Quality Management Plan Plan Quality Management
Resource Management Plan Plan Resource Management
Communication Management Plan Plan Communications Management
Risk Management Plan Plan Risk Management
Procurement Management Plan Plan Procurement Management
Stakeholder Management Plan Plan Stakeholder Management
Change Management Plan Develop Project Management Plan
Configuration Management Plan Develop Project Management Plan
Scope Baseline Create WBS
Schedule Baseline Develop Schedule
Cost Baseline Determine Budget
Performance Measurement Baseline Develop Project Management Plan
Project Life Cycle Description Develop Project Management Plan
Development Approach Develop Project Management Plan
Plan Scope Management
 Process of creating a scope management plan that documents
how the project and product scope will be defined, validated, and
controlled.
 Guidance and direction on how scope will be managed throughout
the project
Plan Scope Management - ITTO

INPUTS TOOLS AND TECHNIQUES OUTPUTS

1.Project Charter
1.Expert Judgment 1.Scope Management Plan
2.Project Management Plan
2.Data Analysis 2.Requirements Management Plan
a.Quality Management Plan
a.Alternatives Analysis
Project Life Cycle Description
3.Meetings
a.Development Approach
1.Enterprise Environmental Factors
2.Organizational Process Assets
Plan Scope Management - Inputs
 Project Charter
 Project Management Plan
 Quality Management Plan
 Project Life Cycle Description
 Development Approach

 Enterprise Environmental Factors

 Org. Process Assets
Plan Scope Management - Tools
 Expert Judgment
 Data Analysis
 Meetings
Plan Scope Management - Output
 Scope Management Plan
 How the scope will be defined, developed, monitored, controlled and
verified
 Process for preparing & maintaining Scope Statement, WBS
 How changes request to the scope statement will be process

 Requirement Management Plan

 How the requirements will be analyzed, documented and managed.
 Traceability structure to reflect which requirements need to be captured on
the traceability matrix
Collect Requirements
 Process of determining, documenting, and managing stakeholder
needs and requirements to meet objectives.
 Process plays a significant role in the success of the overall project
since project schedule, budget, risk factors, quality specifications,
and resource planning are closely linked to the requirements
 Collect Requirements - ITTO

TOOLS AND TECHNIQUES

1.Expert Judgment
2.Data Gathering
a.Brainstorming OUTPUTS
INPUTS
b.Interviews 1.Requirements Documentation
1.Project Charter
c.Focus Groups 2.Requirements Traceability Matrix
2.Project Management Plan
a. Scope Management Plan d.Questionnaires and Surveys
b.Requirements Management Plan e.Benchmarking
c.Stakeholder Engagement Plan 3.Data Analysis
3.Project Documents a.Document Analysis
a.Assumption Log 4.Decision Making
b.Lessons Learned Register a.Voting
c.Stakeholder Register b.Multicriteria Decision Analysis
4.Business Documents 5.Data Representation
a.Business Case a.Affinity Diagrams
5.Agreements b.Mind Mapping
6.Enterprise Environmental Factors 6.Interpersonal and Team Skills
7.Organizational Process Assets a.Nominal Group Technique
b.Observation/Conversation
c.Facilitation
7.Context Diagram
8.Prototypes
Collect Requirements - Inputs
 Project Charter
 Project Management Plan
 Scope Management Plan
 Requirements Management Plan
 Stakeholder Engagement Plan
 Project Documents
 Assumption Log
 Lessons Learned Register
 Stakeholder Register
 Business Documents
 Business Case
 Agreements
 Enterprise Environmental Factors
 Organizational Process Assets
Collect Requirements - Tools
 Expert Judgement
 Data Gathering
 Brainstorming
 Interviews
 Focus Groups
 Questionnaires and Surveys
 Benchmarking
 Data Analysis
 Analyzing documents, agreements, policies,
proposals, or business plans
Collect Requirements - Tools
 Decision Making
 Voting, Autocratic, Multicriteria Decision Analysis
 Data Representation
 Idea / Mind Mapping - Ideas gather through brainstorming are map together to discover new considerations
and conception variations
 Affinity Diagram - Large ideas that are grouped and sorted together for further review and analysis.

Mind Mapper for Brainstorm

https://www.mindvectorweb.com/blog/mind-mapping-for-brainstorming/
Richa Shaily, Oct 1, 2016
Affinity Diagram
https://en.wikipedia.org/wiki/Affinity_diagram
Wikipedia, Oct 15, 2009
Collect Requirements - Tools
 Interpersonal and Team Skills
 Observations/Conversations-Job shadowing, viewing personalities in
their environment and work place. Recording how jobs, chores and
tasks are executed.
 Context Diagrams
 Used to visually show how a business process, other systems, and
people interact.
 Prototypes
 A working model of a product that stakeholders can interact with and
provide feedback how they might want to change it to better meet
their requirements. This gives the stakeholders a great view and feel of
what the final product will be when the project is finished.
Collect Requirements – Outputs
 Requirement Documentation
 How individual requirements are to be performed and why each
requirement is important to the project.
 Components may include:
 Stakeholder and business requirements
 Acceptance criteria
 Quality requirements
 Project objectives
 Organizational impacts
 Legal or ethical compliance
 Requirements assumptions and constraints
Collect Requirements Outputs
 Requirement Traceability Matrix
 Once a requirement is created, a table is created that will link the
requirement back to it source. This is used to help manage changes to the
project scope.
 The table is created to track, but not limited to:
 Who is the original stakeholder that provided the requirement
 Why was the requirement added
 Description of the requirement
 Current status of the requirement, completed, in progress, delayed,
cancelled, etc…
Define Scope
 Developing a detailed description of the project and product.
 A detailed project scope statement is critical to project success
and builds upon the major deliverables, assumptions, and
constraints that are documented during project initiation.
 Define Scope - ITTO

Inputs Tools & Techniques

Outputs
1.Project Charter 1.Expert Judgment
1.Project Scope Statement
2.Project Management Plan 2.Data Analysis
2.Project Documents Updates
a.Scope Management Plan a.Alternatives Analysis
a.Assumption Log
3.Project Documents 3.Decision Making
b.Requirements Documentation
a.Assumption Log a.Multicriteria Decision Analysis
c.Requirements Traceability Matrix
b.Requirements Documentation 4.Interpersonal and Team Skills
d.Stakeholder Register
c.Risk Register a.Facilitation
4.Enterprise Environmental Factors 5.Product Analysis
5.Organizational Process Assets
Define Scope - Inputs
 Project Charter
 Project Management Plan
 Scope Management Plan
 Project Documents
 Assumption Log
 Requirements Documentation
 Risk Register
 Enterprise Environmental Factors
 Organizational Process Assets
Define Scope - Tools
 Expert Judgment
 Data Analysis
 Decision Making
 Interpersonal and Team Skills
 Product Analysis
 Detailed understanding of the project’s product, service, or result, with the
commitment to improve the team’s focus, it’s knowledge base, the correct
interpretation of requirements,
 Some tools used are
 Product breakdown
 System analysis

 System requirements
Define Scope Outputs
 Project Document Updates
 Project Scope Statement
 Describes in detail the project deliverables, and the work that is required to
produce those deliverables. The greater the detail level of the scope allows the
team the better understanding on how to reach the end state of the project
successfully. The less detail of the scope statement creates a great chance of
project risk, as well as offering the possibility of greater scope creep.
 Details should include, but not limited to:
 Product description, Goals of the project
 Identified risks
 Project/Product acceptance criteria
 Project constraints/exclusions
Create WBS (Work Breakdown Structure)
 Subdividing project deliverables and project work into smaller,
more manageable components.
 Breakdown of the project deliverables from the scope statement
WBS Example
1.0 Phone
System Upgrade

1.1 Collect 1.2 Select Phone 1.3 Install

1.4 Test System 1.5 Train Users
Requirements System System

1.5.1 Create
1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server
Training Course
Stakeholders Avilable Systems Server Software Configurations
Material

1.3.2 Configure 1.4.2 Test

1.1.2 Interview 1.2.2 Demo 1.5.2 Conduct
Network Network
Stakeholders Systems Training Sessions
Components Configurations

1.1.3 Create 1.4.3 Test

1.2.3 Purchase 1.3.3 Install New
Requirements Individual
System Phones On Desk
Documentation Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing
Create WBS - ITTO

INPUTS TOOLS & TECHNIQUES OUTPUTS

1.Project Management Plan 1.Decomposition 1.Scope Baseline
a.Scope Management Plan 2.Expert Judgment 2.Project Documents Updates
2. Project Documents a.Assumption Log
a.Project Scope Statement b.Requirements Documentation
b.Requirements Documentation
3. Enterprise Environmental Factors
4. Organizational Process Assets
Create WBS - Input
 Project Management Plan
 Scope Management Plan
 Project Documents
 Project Scope Statement
 Requirement Documentation
 Enterprise Environmental Factors
 Organizational Process Assets
Create WBS - Tools
 Expert Judgment
 Decomposition
 It comprises of breaking down each of the project
deliverables into smaller components. The basic
work package should be able to estimated its basic
time, cost and effort.
Create WBS - Outputs
 Scope Baseline (3 Components)
 Project Scope Statement
 WBS
 WBS Dictionary

 Project Documents Updates

 Assumption Log
 Requirements Documentation
Create WBS
 WBS
 It is essential to the success of the project, if it is not in the WBS, it is not part of the project
 Defines responsibilities of the team
 A communication tool
 It is created by the PM, SME’s, the Project team, and it a great tool for team building
 It is based on project deliverables not the tasks needed to create those deliverables
 A deliverable-oriented ranked decomposition of the work to be executed by the project
team. It is used to accomplish the project objectives and create the required deliverables,
with each descending level representing an increasing level of detail of the project work.
 Each node must have a unique identifying number. This is used to help locate and arrange
each node. They can not be any gaps and any overlap of work packages. Nothing is
eliminated and nothing is duplicated.
WBS Example
Project
Name

Control Control Control

Account Account Account

Work Work Work

Package Package Package

Work Work Work

Package Package Package

Work Work Work

Package Package Package
WBS Example
1.0 Phone
System Upgrade

1.1 Collect 1.2 Select Phone 1.3 Install

1.4 Test System 1.5 Train Users
Requirements System System

1.5.1 Create
1.1.1 List All 1.2.1 Reseach 1.3.1 Configure 1.4.1 Test Server
Training Course
Stakeholders Avilable Systems Server Software Configurations
Material

1.3.2 Configure 1.4.2 Test

1.1.2 Interview 1.2.2 Demo 1.5.2 Conduct
Network Network
Stakeholders Systems Training Sessions
Components Configurations

1.1.3 Create 1.4.3 Test

1.2.3 Purchase 1.3.3 Install New
Requirements Individual
System Phones On Desk
Documentation Phones

1.3.4 Configure 1.4.4 User

Individual Acceptance
Phones Testing
Create WBS Continued
 WBS Dictionary
 A document that details the contents of the WBS
 It provides detailed information on each node of the WBS
 It captures additional qualities about each Work Package in a separate
document
 It should include team member assigned to it, time estimate, cost estimate,
account information, work package ID, quality requirements, contract
information, Scheduled Milestone, plus detail overall of the task at hand
WBS Dictionary

Project Name: Phone System Upgrade Work Package ID: 1.3.1

Work Package Name: Configure Server Software
Work Package Description: Install a new virtual server. Install the phone server software. Configure the
software to support 100 phones and voice mail to email. Ensure all updates are applied to the operating
system before installing the phone system software.

Assigned to: Bob Peterson Duration: 5 days

Date Assigned: 12/30/2017 Due Date: 1/30/2018
Estimated Cost: $5,000 Account Code: PSU-882.3
Validate Scope
 Formalizing acceptance of the completed project deliverables.
 The verified deliverables obtained from the Control Quality process
are reviewed with the customer or sponsor to ensure they are
completed satisfactorily and have received formal acceptance of
the deliverables by the customer or sponsor
 Done at the same time or immediately after Quality Control
 Close Project or Phase may start upon completion of this process
 Concerned with correctness of the deliverable
Validate Scope - ITTO

INPUTS
1.Project Management Plan
a.Scope Management Plan TOOLS AND TECHNIQUES OUTPUTS
b.Requirements Management Plan
1.Inspection 1.Accepted Deliverables
c.Scope Baseline
2.Decision Making 2.Work Performance Information
2.Project Documents
a.Voting 3.Change Requests
a.Lessons Learned Register
4.Project Documents Updates
b.Quality Reports
a.Lessons Learned Register
c.Requirement Documentation
b.Requirements Documentation
d.Requirements Traceability Matrix
c.Requirements Traceability Matrix
3.Verified Deliverables
4.Work Performance Data
Validate Scope - Inputs
 Project Management Plan
 Scope Baseline, (provides the standard in which the deliverable is to be
measured against)
 Project Documents
 Verified Deliverables, (Created during the Perform Quality Control Process)
 Work Performance Data
Validate Scope - Tools
 Inspection
 The measuring, examining, testing and verifying to determine whether the
work and the deliverables have met the requirements set forth in the
Scope Baseline, and you have successful product/result/service
acceptance.
 It can also be called a product review, audit, walkthrough.
 Decision Making
Validate Scope - Outputs
 Accepted Deliverables
 Deliverables that have met the acceptance criteria, and that have been
signed off and approved by the sponsor or the customer.
 Change Requests
 Deliverables that have not met the acceptance criteria, are dealt with via
Perform Integrated Change Control process. Product rework is necessary
to repair the defect.
 Work Performance Information
 Information about Project progress
 Project Document Updates
Control Scope
 Process of monitoring the status of the project and product scope
and managing changes to the scope baseline.
 The uncontrolled expansion to product or project scope without
adjustments to time, cost, and resources is referred to as scope
creep.
 Determines if a scope change has happened.
 When changes are made and approved, the project baselines will
need to be adjusted to reflect these changes
Control Scope - ITTO

INPUTS
1.Project Management Plan OUTPUTS
a.Scope Management Plan TOOLS & TECHNIQUES 1.Work Performance Information
b.Requirements Management Plan 1.Data Analysis 2.Change Requests
c.Change Management Plan a. Variance Analysis 3.Project Management Plan Updates
d.Configuration Management Plan b. Trend Analysis a.Scope Management Plan
e.Scope Baseline b.Scope Baseline
f.Performance Measurement c.Schedule Baseline
Baseline d.Cost Baseline
2.Project Documents Performance Measurement Baseline
a.Lessons Learned Register 1.Project Documents Updates
b.Requirements Documentation a.Lessons Learned Register
c.Requirements Traceability Matrix b.Requirements Documentation
3.Work Performance Data c.Requirements Traceability Matrix
4.Organizational Process Assets
Control Scope - Inputs
 Project Management Plan
 Scope Management Plan
 Requirements Management Plan
 Change Management Plan
 Configuration Management Plan
 Scope Baseline
 Performance Measurement
 Project Documents
 Lessons Learned Register
 Requirements Documentation
 Requirements Traceability Matrix
 Work Performance Data
 Organizational process Assets
Control Scope Control - Tools
 Data Analysis
 Variance Analysis
 Determining whether work being perform has a degree of variance as it
relates to the scope baseline
 What is the cause of the variance, how extensive is the variance
 Is corrective/preventative action required
 Trend Analysis
 Performance of the scope over time
Control Scope Control - Outputs
 Work Performance Information
 Planned vs. actual performance
 Change Requests
 Project Management Plan Updates
 Project Document Updates
Project Schedule Management
Schedule Management
 PMBOK - Schedule Management includes the processes required to
manage the timely completion of the project.
Process Process group Outputs
Plan Schedule Schedule Management
Planning
Management Plan
Activity List, Activity
Define Activities Planning
Attributes, Milestone List
Project Schedule
Sequence Activities Planning
Network diagrams
Estimate Activity
Planning Duration estimates
Durations
Project schedule,
Develop Schedule Planning schedule baseline,
Project Calendars
Work Performance
Control Schedule Monitoring and Controlling information, Change
Requests
Plan Schedule Management
 Establishing the policies, procedures, and
documentation for planning, developing,
managing, executing, and controlling the project
schedule.
 Provides guidance and direction on how the
project schedule will be managed throughout
the project.
Plan Schedule Management

TOOLS AND TECHNIQUES OUTPUTS

INPUTS
1. Expert Judgment 1.Schedule Management Plan
1.Project Charter
2.Project Management Plan 2.Data Analysis
a.Scope Management Plan 3.Meetings
b.Development Approach
3.Enterprise Environmental Factors
4.Organizational Process Assets
Plan Schedule Management - Inputs
 Project Management Plan
 Project Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Plan Schedule Management - Tools
 Expert Judgment
 Data Analysis
 Meetings
Plan Schedule Management - Outputs
 Schedule Management Plan
 how the project schedule will be planned, developed, managed, executed,
and controlled throughout the phase or project
 It may establish the following:
 Levels of Accuracy
 Rules of Performance Measurement

 Reporting formats

 Release and Iteration Length

 Project Schedule Model Development
Define Activities
 Process of identifying and documenting the specific actions to be
performed to produce the project deliverables.
 Decomposes work packages into schedule activities that provide a
basis for estimating, scheduling, executing, monitoring, and
controlling the project work.
Define Activities - ITTO

INPUTS TOOLS AND TECHNIQUES OUTPUTS

1.Project Management Plan 1.Expert Judgment 1.Activity List
a.Schedule Management Plan Decomposition 2.Activity Attributes
b.Scope Baseline Rolling Wave Planning 3.Milestone List
2.Enterprise Environmental Factors Meetings 4.Change Requests
3.Organizational Process Assets 5.Project Management Plan
Updates
Define Activities - Inputs
 The Project Management plan
 Schedule Management Plan
 Scope Baseline
 Enterprise Environmental Factors
 Organizational Process Assets
Define Activities - Tools
 Expert Judgment
 Meetings
 Decomposition
 Rolling Wave Planning
 A form of Progressive Elaboration. Near term Work Package 1.3.2 Configure Network Components

work packages are able to be defined in a much

great detail. Long term work packages may not
be able to be defined in any detail, a place
holder maybe created for later date.
 As the project moves along to completion, long
term place holders will be removed and then Configure
Configure Configure Configure Configure
allowed to be decomposed into work packages Activities
routers switches firewalls
Access
points
IDS
as more details become available.
 This planning must always be revisited
throughout the life cycle of the project when
long term work pages can not be clearly define
Define Activities - Outputs
 Activity List
 A complete list of all scheduled activities that is required to be perform on
the project.
 It should include a sufficient work description as well as an activity
identifier. This is recommended so all stakeholders have better
understanding of all work that is needed to be perform on the project
 Work packages are Scope determined deliverable based,
 Activity are focused in the work that needs to be executed the work
packages
 Schedule focused, not WBS focused
 Each activity should map back to one and only one work package(work
package could have many activities
Define Activities - Outputs
 Activity Attributes
 Any additional information required to execute the Activity list
 Point of contact, location of work being performed
 Used for scheduling development

 Milestone List
 Key dates of the projects
 Mandatory, optional, contractual, % complete
 Change Requests
 Project Management plan updates
 Schedule Baseline
 Cost Baseline
Sequence Activities
 Is the process of identifying and documenting relationships among
the project activities.
 It defines the logical sequence of work to obtain the greatest
efficiency given all project constraints.
 Taking the activity list defined earlier and arranging the activities in
the order they must be performed
 Sequencing can be performed by using project management
software or by using manual or automated techniques.
Sequence Activities

INPUTS
1.Project Management Plan
Schedule Management Plan TOOLS AND TECHNIQUES OUTPUTS
Scope Baseline 1.Precedence Diagramming 1.Project Schedule Network
Project Documents Method Diagrams
Activity Attributes 2.Dependency Determination and 2.Project Documents Updates
Activity List Integration a.Activity Attributes
Assumption Log 3.Leads and Lags b.Activity List
Milestone List 4.Project
Project Management Information c.Assumption Log
Enterprise Environmental Factors System d.Milestone List
Organizational Process Assets
Sequence Activities - Inputs
 Project Management Plan
 Schedule Management Plan
 Scope Baseline
 Project Documents
 Activity Attributes
 Activity List
 Assumption Log
 Milestone List
 Enterprise Environmental Factors
 Organizational Process Assets
Sequence Activities - Tools
 Precedence Diagramming Method, (PDM)
 Graphical representation of all work that is needed to be perform on the
project. This represents the flow of the project. What work packages tie
into another work packages, in order as well as durations. Simply stated it
is work packages relationships to each other.

A B C D
Sequence Activities - Tools
 Relationships
 Finish to Start (The most commonly used )
 The start of the successor’s work package depends upon the
completion of its predecessor work package
 Finish to Finish
 The completion of the successor work package depends on the
completion of the predecessor work package
 Start to Start
 The start of the successor’s work package depends upon the
start of its predecessor work package
 Start to Finish
 The completion of the successor work package depends upon
the start of its predecessor work package
Sequence Activities - Tools
 Dependency Determination
 Mandatory Dependencies (Hard Logic)
 They are tangible limitations of work packages that are tie
together. One work package MUST be completed prior to
the subsequent work package beginning.
 Foundation of the house erected prior to the house being built
 Turning on the computer prior to writing code
 Purchasing the paint prior to painting the walls
 Discretionary Dependencies (Soft Logic)
 Work packages that are tied together, but do not have
physical limitations. Work packages may work in unison or
tandem.
 Painting the walls of a room, &laying carpet at the same time
 Cooking both Dinner & Dessert at the same time in the oven
 Designing the packing of a computer game, while it is in a finial
testing stage
Sequence Activities - Tools
 External Dependencies
 Work package relationship between project and non-project activities.
Non-project Activities are usually outside the control of the project team.
 The gas station receiving Gas prior to you filling up the Bulldozer gas tank
 The Home Improvement store down stocking the paint prior to you buying it

 Internal Dependencies
 Project Activities are within control of the team
 How to test computer software after you installed it
 Who does what tasks on a project
Sequence Activities - Tools
 Leads and Lags
 The management team during the planning of activates will determine
the order of work packages upon completion. During this phase of this
process, work packages leads and lags must be processed.
 A lead is the amount of time a successor activity can be advanced with respect to a
predecessor activity
 i.e. The windows maybe scheduled to be installed in the house up to 3 weeks prior to the
siding being installed.
 A lag directs the delay in the successor work package or activity
 i.e. The windows can not be scheduled to be installed in the house until the external walls
have been installed
 Project Management Information Systems
Sequence Activities - Outputs
 Project Schedule Network Diagrams
 These are system wide drawings which shows the entire project work
packages/activities from start to finish. It shows logical relationships as
well.
 Project Document Updates

B C

Start A Finish
D E
Estimate Activity Durations
 Estimating the number of work periods needed to complete individual
activities with estimated resources.
 It provides the amount of time each activity will take to complete.
 It should be calculated by the individual most familiar with the nature of work
in the specific activity.
 Uses information from the scope of work, required resource types or skill
levels, estimated resource quantities, and resource calendars.
Estimate Activity Durations - ITTO

Inputs
1.Project Management Plan
a. Schedule Management Plan
b. Scope Baseline Tools and Techniques
2.Project Documents 1.Expert Judgment
Outputs
a. Activity Attributes 2.Analogous Estimating
1.Duration Estimates
b. Activity List 3.Parametric Estimating
2.Basis of Estimates
c. Assumption Log 4.Three-Point Estimates
3.Project Documents Updates
d. Lessons Learned Register 5.Bottom-Up Estimating
a.Activity Attributes
e. Milestone List 6.Data Analysis
b.Assumption Log
f. Project Team Assignments a. Alternatives Analysis
c.Lessons Learned Register
g. Resource Breakdown Structure b. Reserve Analysis
h. Resource Calendars 7. Decision Making
i. Resource Requirements 8. Meeting
j. Risk Register
3. Enterprise Environmental Factors
4. Organizational Process Assets
Estimate Activity Durations - Inputs
 The Project Management plan
 Schedule Management Plan
 Scope Baseline
 Project Documents
 Activity List/Attributes
 Assumption log
 Milestone List
 Resources calendars
 Enterprise Environmental factors
 Organizational Process Assets
Estimate Activity Durations - Tools
 Expert Judgment
 Meetings
 Analogous Estimating(top-down estimating)
 This relies on historical information to predict
estimates, (i.e. Time, Budget, Difficulty), for
current projects. Often used when there is
limited amount of information available. Cost
less in Time and Money to uses, but it gives the
least accuracy when it comes to estimating.
Estimate Activity Durations - Tools
 Parametric
 A technique that uses a statistical relationship between historical data and other
variables (for example, square footage in construction, lines of code in software
development) to calculate an estimate for activity parameters, such as scope,
cost, budget, and duration.
 Three Point Estimate
 Calculates an expected duration using a weighted average of 3 estimated,
Optimistic, Pessimistic, Most Likely. (O+P+4M)/6.
 If the Optimistic is 8 days, Pessimistic is 14 days, and Most likely is 10 days, Pert is 10.333.
 ((8+14+4*10)/6)
 (22+40)/6
 62/6
 10.33
Estimate Activity Durations -Tools
 Bottom-Up Estimating
 The work has to be very detailed for this type of estimation to take place.
 Takes a very long time to complete, but highly accurate.
 You break down the work to the lowest levels and then aggregating the
work back up to find an overall duration.
 Data Analysis
 Reserve Analysis
 Often call Slack Time, or Contingency Reserve, Time Reserves. Buffer
 Maybe a percentage or a set determined time allowance
 Usually added because of Risk Factors

 Decision Making
Estimate Activity Durations Output
 Duration Estimates
 The likely number of work periods required to completed an activity or a
work package. It does not have any leads or lags assigned to it. It is just
a number. i.e. Painting room 6 with take at least 36 man hours, to a
maximum of 42 man hours
 May include some indication of the range of possible results
 Basis of Estimates
 How the estimates were developed and their ranges.
 It can also include all assumptions and constraints made to create the
estimate
 Project Document Updates
Develop Schedule
 Analyzing activity sequences, durations, resource
requirements, and schedule constraints to create
a schedule model for project execution and
monitoring and controlling.
 It generates a schedule model with planned dates
for completing project activities.
 Entering the activities, durations and resources
into the scheduling tool will generates a schedule
with planned dates for completing the project
activities.
 Develop Schedule - ITTO
Inputs Outputs
Tools and Techniques
1.Project Management Plan 1.Schedule Baseline
1.Schedule Network Analysis
a.Schedule Management Plan 2.Project Schedule
2.Critical Path Method
b.Scope Baseline 3.Schedule Data
3.Resource Optimization
2.Project Documents 4.Project Calendars
4.Data Analysis
a.Activity Attributes 5.Change Requests
a.What-if Scenarios
b.Activity Log 6.Project Management Plan Updates
b.Simulation
c.Assumption Log a.Schedule Management Plan
5.Leads and Lags
d.Basis of Estimates b.Cost Baseline
6.Schedule Compression
e.Duration Estimates 7.Project Documents Updates
7.Project Management Information
f. Lessons Learned Register System a.Activity Attributes
g.Milestone List 8.Agile Release Planning b.Assumption Log
h.Project Schedule Network c.Duration Estimates
Diagram
d.Lessons Learned Register
i. Project Team Assignments
e.Resource Requirements
j. Resource Calendars
f. Risk Register
k.Resource Requirements
l. Risk Register
3.Agreements
4.Enterprise Environmental Factors
5.
5.Organizational Process Assets
Develop Schedule - Inputs
 The Project Management Plan
 Schedule Management Plan
 Scope Baseline

 Project Documents
 Activity List/Attributes
 Assumption Log
 Basis of Estimates
 Milestone list
 Project Team Assignments
 Resources calendars
 Lesson learned Register
 Project Schedule Network Diagrams
 Risk Register
 Duration of Estimates
 Agreements
 Enterprise Environment Factors
 Organizational Process assets
Develop Schedule - Tools
 Schedule Network Analysis
 It employs several different techniques, (Critical path, Critical
Chain, What-if analysis, and resource optimization
techniques) to determine the length of the schedule. It is
used to calculate the early start and early finish dates, late
start and late finish dates.
 Resource Optimization Techniques
 A method to flatten the schedule when resources are over-
allocated or allocated unevenly. Resource leveling can be
applied in different methods to accomplish different goals.
One of the most common methods is to ensure that workers
are not overextended on activities.
Develop Schedule - Tools
 Critical Path Method
Calculate the early start (ES), early finish (EF), late start (LS)
and late finish (LF) dates, without require for any resource
limitations. It is used to help determined Lags, Leads, activity
relationships, schedule constraints
 Critical Chain Method
 A technique the adjusts the project schedule, accounting for
limited project resources. Once resources are allocated a
possible altered critical path maybe determined
 A method of planning and managing projects that puts more
emphasis on the resources required to execute project tasks
developed
Develop Schedule - Tools
 Data Analysis
 What If Scenarios (Monte Carlo)
 Simulations
 Leads and Lags
 Schedule Compression
 Crashing(Adding resources to a project activity)
 Always adds cost
 May add additional Risk

 Fast Tracking( Activates performed in parallel)

 May not always add cost
 May increase risk due to project rework
Develop Schedule - Tools
 PMIS
 Agile Release Planning
 The schedule will be broken up into smaller
iterations, verses to a traditional project where
the schedule is for the entire product release.
Smaller increments allows the customers an
opportunity to give feedback on the product
with a quicker turnaround
 Iteration plan is a plan that will be used to
create a single iteration for part of the product.
 Release plan is a set of iterations that will help
to create a product that would be given to the
customers for feedback
Develop Schedule - Outputs
 Project Schedule
 Project start and end date. Each activity start & end date.
The project schedule maybe a high level document, or as
detail as having each activities resourced assign to it. Most
often showed as a graphically presentation.
 Project Network Diagrams
 Bar charts
 Activities represented by horizontal bars on a horizontal axis that
represents the calendar.
 Milestone Chart
 A list of only key dates in the project. A very high level detail of the status
of the project.
 Schedule Baseline
 Original Schedule baseline with any approved changes to the
schedule
Develop Schedule - Outputs
 Schedule data
 Schedule templates that the team used to calculate durations, assumptions,
constraints or resource requirements
 Project Calendars
 Identifies Project shifts and work days
 Change requests
 Project Management plan updates
 Schedule Management plan
 Cost Baseline
 Project Document Updates
 Activity Attributes
 Assumptions log
 Lessons Learned
 Risk Register
Control Schedule
 Monitoring the status of the project to update the
project schedule and managing changes to the
schedule baseline.
 The schedule baseline is maintained throughout the
project.
 Compare the work results to the plan to see if they line
up
 What is the status of the project, how did it reach this
point?
Control Schedule - ITTO

INPUTS TOOLS AND TECHNIQUES

1.Project Management Plan 1.Data Analysis OUTPUTS
a.Schedule Management Plan a.Earned Value Analysis Work Performance Information
b.Schedule Baseline b.Iteration Burndown Chart Schedule Forecasts
c.Scope Baseline c.Performance Reviews Change Requests
d.Performance Measurement d.Trend Analysis Project Management Plan Update
Baseline e.Variance Analysis Project Documents Updates
2.Project Documents f. What-If Scenario Analysis
a.Lessons Learned Register 2.Critical Path Method
b.Project Calendars 3.Project Management
c.Project Schedule Information System
d.Resource Calendars 4.Resource Optimization
e.Schedule Data 5.Leads and Lags
3.Work Performance Data 6.Schedule Compression
4.Organizational Process Assets
Control Schedule - Input
 Project Management plan
 Schedule Management Plan
 Schedule Baseline
 Scope Baseline
 Performance Measurement Baseline
 Project Documents
 Lessoned Learned register
 Project Calendars
 Project Schedule
 Schedule Date
 Work Performance Data
 Organizational Process Assets
Control Schedule - Tools
 Data Analysis
 Performance Reviews
 Measuring actual start/finish dates vs. planned start/finish dates
 If negative variance is in place, is the project in jeopardy

 Earned Value Analysis

 Performance Reviews
 What-If Scenarios
 PMIS
 Critical Path Method
 Resource Optimization Techniques
 Leads and Lags
 Schedule Compression, (Fast Track or Crash)
Control Schedule - Output
 Work Performance information
 Schedule Forecast
 Based on Past performance and expected future performance
 Change Requests
 Project Management Plan Updates
 Schedule/Cost/Performance Measurement Baselines
 Schedule Management Plan
 Project Document Updates
 Lessons Learned Register
 Risk Register
 Project Schedule
3-Point Estimate (PERT)
 PERT(Program (or Project) Evaluation and Review Technique )
 Three-Point Estimate
 A scheduling tool that uses a weighted average formula to predict the length of activities and the project.

 Beta Distribution
 Specifically, the PERT formula is (O+R(4)+P)/6

(Optimistic Estimate + (4 x Realistic) + Pessimistic Estimate)

6
 Standard Deviation
(P-O)/6
 Triangle Distribution
 The Triangle Distribution formula is (O+R+P)/3
(Optimistic Estimate + Realistic + Pessimistic Estimate)
3
Project Cost Management
Project Cost Management
 PMBOK - 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.
 Primarily concerned with the cost of the resources needed to complete project activities.

Process Name Process Group Key Outputs

Plan Cost
Planning Cost Management plan
Management
Cost Estimates, Basis of
Estimate Cost Planning
Estimating
Cost Baseline, Project
Determine Budget Planning
Funding Requirements
Work Performance
Monitoring and
Control Costs Information, Change
Controlling
Requests, Cost forecasts
Project Cost Management - Terms
 Value Engineering
 Aka, value analysis is finding a less costly way of doing work. It will look
how to achieve a goal/scope the less costly way

Cost
Explanation
Type
Costs that stay same throughout the life of a project . I.E.
Fixed
bulldozer
Variable Costs that vary on a project. I.E. hourly labor, fuel for bulldozer
Expenses billed directly to the project. I.E. materials used to
Direct
construct bldg
Costs that are shared & allocated among several or all projects.
Indirect
i.e. mgr’s salary.
Costs that have been invested into or expended upon the
Sunk
project. Sunk costs are like spilt milk.
Plan Cost Management

 Defining how the project costs will be estimated, budgeted,

managed, monitored, and controlled.
 It provides guidance and direction on how the project costs will be
managed throughout the project.
 Plan Cost Management - ITTO

INPUTS TOOLS AND TECHNIQUES OUTPUTS

1.Project Charter 1.Expert Judgment Cost Management Plan
2.Project Management Plan 2.Data Analysis
Schedule Management Plan 3.Meetings
Risk Management Plan
Enterprise Environmental Factors
Organizational Process Assets
Plan Cost Management - Inputs

 Project Management Plan

 Project Charter
 Enterprise Environmental Factors
 Organizational Process assets
Plan Cost Management - Tools
 Expert Judgment
 Data Analysis
Reviewing strategic funding such as self-funding or funding with equity.
 Meetings
Plan Cost Management - Output
 Cost Management Plan
 How costs will be planned, structured and controlled
 Units of measure
 Level of accuracy
 Reporting formats
 Control thresholds
Estimate Costs
 Developing an approximation of the cost of resources
needed to complete project work.
 Usually expressed in some from of currency, $, Euro,
Yen, Won, etc..
 Accuracy of a project estimate will increase as the
project progresses through the project life cycle
 Costs are estimated for all resources that will be
charged to the project including but is not limited to
labor, materials, equipment, services, and facilities, as
well as special categories such as an inflation allowance,
cost of financing, or contingency costs.
Estimate Cost - Types
 Definitive Estimates: –5% to +10%
 Budget Estimates: –10% to +25%
 Rough Order of Magnitude Estimates: –25% to +75%
Estimate Costs

TOOLS AND TECHNIQUES

1.Expert Judgment
INPUTS 2.Analogous Estimating
1.Project Management Plan 3.Parametric Estimating OUTPUTS
Cost Management Plan 4.Bottom-up Estimating 1.Cost Estimates
Quality Management Plan 5.Three-Point Estimating 2.Basis of Estimates
Scope Baseline 6.Data Analysis 3.Project Documents Updates
2.Project Documents Alternatives Analysis Assumption Log
Lessons Learned Register Reserve Analysis Lessons Learned Register
Project Schedule Cost of Quality Risk Register
Resource Requirements Project Management Information
Risk Register System
3.Enterprise Environmental Factors Decision Making
4.Organizational Process Assets Voting
Estimate Costs - Inputs
 The Project Management Plan
 Cost Management Plan
 Scope Baseline
 Quality Management Plan
 Project Documents
 Project Schedule
 Risk Register
 Lessons Learned Register
 Resource Requirements
 Enterprise Environmental Factors
 Organizational Process Assets
Estimate Costs - Tools
 Expert Judgment
 Analogous Estimating
 Top down, Pasted projects, Not very detailed
 Parametric Estimating
 Statistical relationships between historical data and variables
 8 hour work period, lay 50 cubic feet of concrete
 1 hour work period, paint 32 square feet of drywall

 Bottom-up Estimating
 Separate estimate for each activity and aggregated up to summary nodes
on WBS
 Greatest Level of specified detail
 Highly accurate, labor intensive
Estimate Costs - Tools
 Pert, Three point Estimating (Covered in Schedule Management)
 Data Analysis
 Reserve Analysis (Money set aside for Risk)
 Cost of Quality
 Failure
 Internal caused, (may need to rework, scrap)
 External caused, (Warranty work, Lost of business)
 Leads to rework and increasing spend rate
 Success
 Training, proper equipment, inspections
 PMIS
 Decision Making
Estimate Costs - Output
 Cost Estimates
 Costs associated with each activity. This includes labor, materials,
equipment, facilities, inflation, services, etc…
 Basis of Estimates
 Range of possible estimates
 Confidence level of estimates
 How estimates were developed and by whom
 Project Document Updates
Determine Budget
 Process of aggregating the estimated costs of individual activities
or work packages to establish an authorized cost baseline.
 It determines the cost baseline against which project performance
can be monitored and controlled.
 Determine Budget - ITTO
INPUTS
1.Project Management Plan
Cost Management Plan
Resource Management Plan
Scope Baseline
Project Documents TOOLS AND TECHNIQUES OUTPUTS
Basis of Estimates
1.Expert Judgment 1.Cost Baseline
Cost Estimates
2.Cost Aggregation 2.Project Funding Requirements
Project Schedule
3.Data Analysis 3.Project Documents Updates
Risk Register
Reserve Analysis Cost Estimates
Business Documents
Historical Information Review Project Schedule
Business Case
Funding Limit Reconciliation Risk Register
Benefits Management Plan
Financing
Agreements
Enterprise Environmental Factors
Organizational Process Assets
Determine Budget – Inputs
 The Project management Plan
 Cost Management Plan
 Scope Baseline
 Resource Management Plan
 Project Documents
 Cost Estimates
 Basis of Estimates
 Project Schedule
 Risk Register
 Business Documents
 Business Case
 Benefits Management Plan
 Agreements
 Enterprise Environmental Factors
 Organizational Process Assets
Determine Budget - Tools
 Expert Judgement
 Cost Aggregation
 Details on what each schedule activity is scheduled to cost. These will
be rolled up to each parent work package to determined total cost and
budgetary requirements
 Data Analysis
 Reserve Analysis, Possible Contingency reserves for the project
 Contingency Reserves: The PM determines, manages, and controls the
contingency reserves, which will address the cost impact of the remaining or
known/unknown risks
 Management Reserve: The management determines the funds to cover known/
unknown risks to the project
 Designed for possible risk obstacles to the Baselines
 Historical Information Review
 Parametric or Analogous estimates based off historical projects
 Best used when project are very similar in nature
Determine Budget - Tools
 Funding Limit Reconciliations
 Projects current run rate vs. what was planned over the life cycle of the
project. Sections of the project may need to be reschedule due to budget
limitations
 Financing
 Acquiring money for the project from an external source
Determine Budget Output
 Cost Baseline
 Includes the cost of all the activities, that are
aggregated to work packages. The work
packages and the contingency reserves are
aggregated into control account. The sum of
all control account is the cost baseline.
 Typically displayed in a S-Curve graph.

 The cost baseline represents the project cost,

which includes the contingency reserves. The
project budget is the cost baseline +
management reserves.
 Project Funding Requirements
 What gets funded when and by how much.
Is there a trigger point, Milestone point, etc..
 Project Document Updates
Control Costs
 Monitoring the status of the project to update the project costs
and managing changes to the cost baseline.
 Primarily Concern with cost variance
 Any increase to the authorized budget can only be approved
through the Perform Integrated Change Control process
Control Cost - ITTO
OUTPUTS
1.Work Performance Information
2.Cost Forecasts
TOOLS & TECHNIQUES 3.Change Requests
INPUTS 1.Expert Judgment 4.Project Management Plan
Updates
1.Project Management Plan 2.Data Analysis
Project Documents Updates
a.Cost Management Plan Earned Value Management
b.Cost Baseline Variance Analysis
c.Performance Measurement Baseline Trend Analysis
2.Project Documents Reserve Analysis
a.Lessons Learned Register To-Complete Performance Index
3.Project Funding Requirements Project Management Information
4.Work Performance Data System
5.Organizational Process Assets
Control Costs - Inputs
 Project Management Plan
 Cost Management Plan
 Cost Baseline
 Performance Measurement Baseline
 Project Documents
 Lessons Learned Register
 Project Funding requirements
 Work Performance Data
 Organizational Process Assets
Control Costs - Tools
 Expert Judgement
 Data Analysis(Formulas to be covered in EVM Section)
 Earned Value Analysis
 Variance Analysis
 Trend Analysis
 Reserve Analysis
 To-Complete Performance Index (TCPI)
 Formula to be covered in EVM Section.
 PMIS
Control Costs Continue - Outputs
 Work Performance Information
 Costs Forecasts
 Uses the EAC (Estimate at Completion) EVM formula.
 Change requests
 Project Management plan updates
 Project Document Updates
Control Costs Continue
 Performance Reviews
 Comparing cost performance over time, schedule activities or work packages
 Variance Analysis, compares actual project performance to planned or expected
performance
 Trend Analysis, examines project performance over time to see if work levels are
improving or deteriorating
 Earned Value Performance, Schedule and cost baselines compared to actual run
rates
Control Costs Continue
 Earned Value Analysis continues
 Planned Value, the budget assigned to the activity, or work package that needs to
be completed at a set date and time
 Earned Value, the value of the budget assigned to the activity or work package that
was completed at a set date and time
 Actual Cost, the actual spend rate of the activity or work package that was
completed at a set date and time
 Schedule Variance, the scheduled difference between the earned value minus the
planned value
 Cost Variance, the cost difference between the earned value minus the actual costs
 Schedule Performance Index, the measurement of progress achieved compared to
what was planned progress
 Cost Performance index, the measurement of the value of work completed
compared to the actual cost made on the project
Earned Value Management Formulas
 BAC = Total Budget Cost for the project
 PV = Planned % Complete X BAC
 EV = Actual % X BAC
 AC = Sum of the cost for the given period
 CV = EV - AC
 CPI = EV / AC
 SV = EV - PV
 SPI = EV / PV
 EAC = BAC / CPI
 ETC = EAC - AC
 VAC = BAC - EAC
 TCPI=(BAC-EV)/(EAC-AC) for Forecast
 TCPI=(BAC-EV)/(BAC-AC) for remaining funds
Here is a table with just the formulas you will need to know for the exam:

Term Description Formula

Budget at Completion None, just the original
Original budget of the project.
(BAC) budget.
Amount of money worth of work we that should PV= Planned %
Planned Value (PV)
have been done on the project. Complete x BAC

Amount of money worth of work you actually did on EV= Actual %

Earned Value (EV)
the project. Complete x BAC
None, just the amount
Actual Cost (AC) Amount of money you already spent on the project already spent on the
project.
The difference between the work done and money
Cost Variance (CV) spent. This value should be positive for under CV = EV - AC
budget. Negative values indicate over budget

The rate of how we are spending to actually earning

Cost Performance
on the project. This value should be 1 and over CPI = EV / AC
Index (CPI)
for projects under budget.
The difference between the amount of work we
should have done vs. the amount actually done.
Schedule Variance
This value should be positive for ahead of SV = EV - PV
(SV)
schedule. Negative values indicate behind
schedule
The rate of how we are meeting the project
Schedule Performance
schedule. This value should be 1 and over for a SPI = EV / PV
Index (SPI)
project to be ahead of the schedule.

Estimate at Forecasting the total cost of the project at the end

EAC = BAC / CPI
Completion (EAC) based on the current spending rate of the project.

Forecasting the amount that will be needed to

Estimate to
complete the current project based on the current ETC = EAC - AC
Completion (ETC)
performance.
The difference between the original budget and
Variance at new forecasted budget. This value should be
VAC = BAC - EAC
Completion (VAC) positive for projects that may end at or under
budget
To-Complete
The performance that needs to be met to finish the TCPI = (BAC – EV) /
Performance Index
project within the budget. (BAC – AC)
(TCPI)

Earned Valued Memorization Chart

Andrew Ramdayal – PMP Certification Exam Prep Course

Project Quality Management
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’ objectives.

Process Name Process Group Key Outputs

Quality Management
Plan Quality
Planning Plan,
Management
Quality Metrics
Quality Reports, Test
Manage Quality Executing and Evaluation
Documents
Quality Control
Monitoring and
Control Quality Measurements, Verified
Controlling
Deliverables,
Quality Vs. Grade
 Quality
 The degree to which a set of inherent characteristics fulfill requirements

 Grade
 Category assigned to deliverables having the same functional use but different technical
characteristics.
Quality Methodologies
 Total Quality Management(TQM)
 Everyone in the company is responsible for quality, looks at the underlying
process of how a product is made.
 Continuous Improvement - Kaizen
 Japanese Management term, a philosophy of continuous improvement by all
parties, no matter how small the change

 ISO 9000
 Organizational for International standards to ensure the companies document
what they do and execute what they document
 Just in Time Inventory
 Inventories levels as near zero as possible
Quality Methodologies
 The Deming Cycle (Plan, Do, Check, Act)
 ( W. Edwards Deming), advocated plan-do-check-act as the basis for quality
mgmt.
 Six Sigma
 Focus on achieving very high levels of quality by controlling the process and
reducing defects.
Value Percent Correct
1 sigma 68.26 percent
2 sigma 95.46 percent
3 sigma 99.73 percent
6 sigma 99.99 percent
Quality Terms
 Attribute and Variable Sampling
 Measuring some characteristics of the sample. Attribute is about if it
conforms or not. Variable is about how well it conforms base on a scale
 Mutual Exclusivity
 Two events can not occur at the same time

 Tolerances
 The limits in which the product will meet product acceptance

 Prevention vs. Inspection

 Prevention is about keeping the errors out of the process and inspection is
about keeping the errors out of the customers hands.
How To Ensure Effective Quality Management
 Always cost more if the customers find the defects. Prevent defects
from going to the customers
 Build quality into the planning and design of a project
 Build a culture in the organization that wants to produce quality
work.
Plan Quality Management
 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.
 Guidance and direction on how quality will be managed and
verified throughout the project.
 Identifies what the quality specifications are for this project and
how these specifications will be met
Plan Quality Management
TOOLS & TECHNIQUES

INPUTS 1.Expert Judgment

Data Gathering
1.Project Charter OUTPUTS
a.Benchmarking
Project Management Plan 1.Quality Management Plan
b.Brainstorming
a.Requirements Management Plan Quality Metrics
c.Interviews
b.Risk Management Plan Project Management Plan Updates
Data Analysis
c.Stakeholder Engagement Plan a.Risk Management Plan
a.Cost-Benefit Analysis
d.Scope Baseline b.Scope Baseline
b.Cost of Quality
Project Documents Project Documents Updates
Decision Making
a.Assumption Log a.Lessons Learned Register
a.Multicriteria Decision Analysis
b.Requirements Documentation b.Requirements Traceability Matrix
Data Representation
c.Requirements Traceability Matrix c.Risk Register
a.Flowcharts
d.Risk Register d.Stakeholder Register
b.Logical Data Model
e.Stakeholder Register
c.Matrix Diagrams
Enterprise Environmental Factors
d.Mind Mapping
Organizational Process Assets
Test and Inspection Planning
Meetings
Plan Quality Management - Inputs
 Project Charter
 Project Management Plan
 Project Documents
 Stakeholder Register
 Risk Register
 Requirements Documentation
 Requirements Traceability Matrix
 Enterprise Environmental factors
 Organizational Process Assets
Plan Quality Management - Tools
 Expert Judgment
 Data Gathering
 Brainstorming
 Benchmarking
 Interviews
 Data Analysis
 Cost Benefit Analysis
 Does the activities, work packages performed cost more then
the expected results. The benefits must out weigh their costs.
 Cost of Quality, (COQ)
 All costs incurred over the life of the product ensuring it meets
quality of the product
 Conformance, Prevention costs, Appraisal costs
 Non-Conformance, Internal and external failure costs
Plan Quality Management - Tools
 Decision Making
 Multicriteria Decision Analysis
 Test and Inspection Planning
 PM and team determine how to test or inspect the project output to
ensure it meets the stakeholders needs and expectations.
 Meetings
Plan Quality Management - Tools
 Data Representation
 Logical Data Model
 A visual representation of the data and you can then use it to identify the best
methods to sort and organize it
 Matrix Diagram
 The relationship between two or more groups within the project
 Mind Mapping
 Visually organize data
 Flowcharts
 A graphical representation of the process and any room for improvements

Determine
Collect Organize into Determine Filed Create
Database Create tables
Requirements tables types Database
Fields
Plan Quality Management - Output
 Quality Management Plan
 Quality standards that will be used by the
project
 Quality control and management activities for
the project
 Quality tools that will be used
 How to continually improve our processes
 Quality Metrics
 Specifications on how quality will be measure
during the control quality process. Such as, error
per line of code
 Project Management Plan Updates
 Project Document Updates
Manage Quality
 Translating the quality management plan into
executable quality activities
 It increases the probability of meeting the quality
objectives as well as identifying ineffective processes
and causes of poor quality.
 Implementations of the plans the project manager, the
project team, and management does to ensure the
deliverables meets the quality specifications in the
project management plan.
 Maybe called Quality Assurance.
 Confirm the quality processes used are meeting the
quality objectives.
 Manage Quality
TOOLS & TECHNIQUES
Data Gathering
Data Analysis
Alternatives Analysis OUTPUTS
Document Analysis
1.Quality Reports
INPUTS Process Analysis
Test and Evaluation Documents
Root Cause Analysis
1.Project Management Plan Decision Making Change Requests
a.Quality Management Plan Multicriteria Decision Analysis Project Management Plan Updates
2.Project Documents Data Representation Quality Management Plan
a.Lessons Learned Register Affinity Diagrams Scope Baseline
b.Quality Control Measurements Cause-and-Effect Diagrams
Schedule Baseline
Flowcharts
c.Quality Metrics Cost Baseline
Histograms
d.Risk Report Matrix Diagrams Project Documents Updates
3.Organizational Process Assets Scatter Diagrams Issue Log
Audits Lessons Learned Register
Design for X Risk Register
Problem Solving
Quality Improvement Methods
Manage Quality - Inputs
 Project Management Plan
 Quality Management plan
 Project Documents
 Quality Control Measurements
 Risk Report
 Lesson Learned Register
 Organizational Process Assets
Manage Quality - Tools
 Data Gathering
 Checklist
 Data Analysis
 Alternatives Analysis
 Document analysis
 Process Analysis
 Root Case Analysis
 Decision Making
 Multicriteria Decision Analysis
Manage Quality - Tools
 Data Representation
 Affinity Diagrams
 Used to group ideas together
 Matrix Diagrams
 Shows the relationship among processes
 Cause and Effect Diagrams
 Also known as Ishikawa or Fishbone diagram, it will tell you
the causes of defects
Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material
Manage Quality - Tools
 Data Representation
 Flowcharts
 Flowcharts show you a graphical representation of the process and any room for
improvements.
 Histograms
 Histograms are bar charts that show the distribution of numerical data. One example
of a histogram is a Pareto diagram. Pareto diagrams use the Pareto principle of 80/20.
Project Expenses
$90,000.00 120%
$80,000.00
100%
$70,000.00
$60,000.00 80%
$50,000.00
60%
$40,000.00
$30,000.00 40%
$20,000.00
20%
$10,000.00
$- 0%
Salaries Contractors Rentals Equipment Material

Amount Cumulative %
Manage Quality - Tools
 Data Representation
 Scatter Diagram
 Scatter diagrams show trends in relation to different variables

Defects per week

9
8
Number of Defects

7
6
5
4
3
2
1
0
0 2 4 6 8 10 12
Weeks
Manage Quality - Tools
 Audits
 Id all best practices are being executed
 Id all short comings and gaps in the process
 Share all findings with all parties/stakeholders/PMO
 Proactively offer assistance in a positive manner to improved process execution
 Design for X
 Used by engineers in order to design a particular aspect of a product
 Problem Solving
 Finding solutions to problems. identifying the problem, determining what’s
causing it, looking at possible solutions, selecting a solution, implementing a
solution, and verifying that it solves the problem.
 Quality Improvement Methods
 Find ways to improve the quality processes
Manage Quality - Output
 Quality Reports
 Report generally includes information about quality issues on the project and
recommendations on how to improve the processes being used.
 Test and Evaluation Documents
 Documents generally take the form of a checklist that can be used when checking the
quality of the deliverables
 Change Requests
 Project Management Plan updates
 Scope/Schedule/Cost Baseline
 Quality Management Plan
 Project Document updates
 Issue Log
 Lessons Learned Register
 Risk Register
Control Quality
 Assess performance and ensure the project outputs are
complete, correct, and meet customer expectations.
 Verifying that project deliverables and work meet the
requirements specified by key stakeholders for final
acceptance.
 Each deliverable is inspected, measured, and tested
 Control Quality - ITTO
TOOLS & TECHNIQUES
INPUTS
Data Gathering
1.Project Management Plan OUTPUTS
Checklists
Quality Management Plan 1.Quality Control Measurements
Check Sheets
Project Documents 2.Verified Deliverables
Statistical Sampling
Lessons Learned Register 3.Work Performance Information
Questionnaires and Surveys
Quality Metrics 4.Change Requests
Data Analysis
a.Test and Evaluation Documents 5.Project Management Plan Updates
Performance Reviews
Approved Change Requests Quality Management Plan
Root Cause Analysis
Deliverables Project Documents Updates
Inspection
Work Performance Data Issue Log
Testing/Product Evaluations
Enterprise Environmental Factors Lessons Learned Register
Data Representation
Organizational Process Assets Risk Register
Cause-and-Effect Diagrams
Test and Evaluation Documents
Control Charts
Scatter Diagrams
Meetings
Control Quality - Input
 Project Management Plan
 Quality Management Plan
 Project Documents
 Quality Metrics
 Test and evaluation Documents
 Lesson Learned Register
 Work Performance Data
 Approved Change Requests
 Deliverables
 Output from direct and manage project work
 Enterprise Environmental Factors
 Organizational Process Assets
Control Quality - Tools
 Data Gathering
 Checklists - ensures that all components of the
deliverables are checked correctly
 Check sheets - used to keep a running total or tally
 Statistical Sampling
 Questionnaires and Surveys
 Data Analysis
 Performance reviews or root cause analysis
 Inspection
 Inspections are often referred to as audits, walk-
throughs or peer reviews. Used to validate defect
repairs
Control Quality - Tools
 Testing/Product Evaluations
 Before the project team or manager can verify that a deliverable has met
all its quality requirements they would have to test these deliverables
extensively. E.g. Unit testing, integration testing.
 Meeting
 Data Representation
 Cause and Effect Diagrams
 Scatter Diagrams
 Histogram
 Pareto Diagrams
Control Quality - Tools
 Data Representation
 Control Chart
 will tell if a process is in “control”
 identify the rule of seven
Control Quality - Output
 Quality Control Measurements
 The results of the activities done in the control quality processes to
determine if the quality standards or policies were met
 Verified Deliverables
 An input to Validate Scope
 Needed for formal acceptance
 Work Performance Information
 Change Requests
 Project Management Plan updates
 Project Document updates
Project Resource Management
Project Resource Management
 Processes to identify, obtain, and manage the resources needed for the successful completion of
the project.
 Management of both physical and team resources.
 Physical resources include equipment, materials, facilities, and infrastructure.
 Team resources or personnel refer to the human resources.

Process Name Process Group Key Outputs

Plan Resource Management Planning Resource Management Plan, Team Charter

Resource Requirements, Resource Breakdown

Estimate Activity Resources Planning
Structure, Basis of Estimate
Physical Resource Assignments, Resource Calendars,
Acquire Resources Executing
Project team Assignments

Development Team Executing Team Performance Assessments, Change Requests

Manage Team Executing Change Request

Control Resources Monitor and Control Work Performance Information, Change Requests
Plan Resource Management
 Describing how to estimate, acquire, manage, and use team and
physical resources.
 Team resources are the people working on the project to build
the deliverables
 Physical resources such as supplies, materials, services,
facilities, and equipment will be measured, acquired,
managed, and used in the project
 Plan Resource Management - ITTO

INPUTS TOOLS AND TECHNIQUES

1.Project Charter 1.Expert Judgment
OUTPUT
2.Project Management Plan Data Representation
1.Resource Management Plan
Quality Management Plan Hierarchical – Type Charts
Team Charter
Scope Baseline Responsibility Assignment Matrix
Project Documents Updates
3.Project Documents Text – Oriented Formats
Assumption Log
Project Schedule Organizational Theory
Risk Register
Requirements Documentation Meetings
Risk Register
Stakeholder Register
Enterprise Environmental Factors
Organizational Process Assets
Plan Resource Management - Inputs
 Project Charter
 Project Management Plan
 Scope Baseline
 Quality Management Plan
 Project Documents
 Project Schedule
 Requirements Documentation
 Risk Register
 Stakeholder Register
 Enterprise Environmental Factor
 Organizational Process Assets
Plan Resource Management - Tools
 Expert Judgement
 Organizational Theory
How the organization manages its resources
 Meetings
Plan Resource Management - Tools
 Data Representation Project
Sponsor
 Organization Charts and Positions Descriptions
 3 Types Project
Manager
 Hierarchical
 Graphic, Top-Down Format, (similar format to the WBS) Team Team Team
Member Member Member
 Matrix-Based Chart
 Responsibility Assignment Matrix, (RAM). RACI Charts
Sub Team Sub Team Sub Team
 Text-Oriented Format Member Member Member
 Detail description of roles, qualifications, responsibilities, etc.

Project Team Sponsor Customer

Manager member

Develop Project A I R I
charter

Define scope A R C I
Create WBS C A I I
Validate scope A I C R

responsible, accountable, consulted, and informed.

Plan Resource Management – Output
 Resource Management Plan
 part of the project management plan and is used to manage both
physical and team resources
 It will guide the remaining five resource management processes
 Contains the roles and responsibilities, the organization chart, and project
team resource management.
6

5
Team members

0
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Plan Resource Management – Output
 Team Charter
 Document that outlines what will be acceptable behavior within the
project.
 Should include things like the general rules of conduct for meetings,
decision-making, and one-on-one conversations
 Project Documents Updates
Estimate Activity Resources
 Where you look at each individual activity and determine what and
how many resources are needed to accomplish that activity
 Resources are not just people, but also include equipment,
machines, and different types of supplies needed to finish the
activity
Estimate Activity Resources - ITTO

Inputs
1.Project Management Plan Tools and Techniques
Resource Management Plan Outputs
1.Expert Judgment
Scope Baseline 1.Resource Requirements
2.Bottom-up Estimating
Project Documents 2.Basis of Estimates
3.Analogous Estimating
Activity Attributes 3.Resource Breakdown Structure
4.Parametric Estimating
Activity List 4.Project Documents Updates
5.Data Analysis
Assumption Log Activity Attributes
Alternative Analysis
Cost Estimates Assumption Log
Project Management Information
Resource Calendars System Lessons Learned Register
Risk Register Meetings
Enterprise Environmental Factors
Organizational Process Assets
Estimate Activity Resources - Inputs
 Project Management Plan
 Scope Baseline
 Resource Management Plan
 Project Documents
 Activity List
 Activity Attributes
 Assumption Log
 Cost estimates
 Resource Calendars
 Risk Register
 Enterprise Environmental Factors
 Organizational Process Assets
Estimate Activity Resources - Tools
 Expert Judgment
 Bottom-Up Estimating
 Break down the activities in more detail until you can assign the resources. You can then
aggregate them back up to the full activity
 Analogous Estimating
 Also known as top-down estimation. Analogous estimation relies on historical
information to assign the current duration to the activities. It is based on a limited
amount of information.
 Parametric Estimating
 Uses a math algorithm to calculate cost or duration
 Data Analysis
 Alternatives Analysis
 Project Management Information System(PMIS)
 Meetings
Estimate Activity Resources - Output
 Resource Requirements
 will document the number and types of resources needed to complete
each activity. This should be very detailed.
 Resource Breakdown Structure
 Hierarchical breakdown of resources by their categories and types.
 Basis of Estimates
 How the estimates were created.
 Project Documents Updates
 Activity Attributes
 Assumption Log
 Lessons Learned Register
Acquire Resources
 Getting the staff and physical resources needed to build the
deliverables on the project.
 Done continuously throughout the project or phase
 Both internal and external resources
Acquire Resources - ITTO
OUTPUTS
1.Physical Resource Assignments
2.Project Team Assignments
INPUTS 3.Resource Calendars
1.Project Management Plan 4.Change Requests
Resource Management Plan 5.Project Management Plan updates
TOOLS AND TECHNIQUES
Procurement Management Plan Resource Management Plan
Cost Baseline 1.Decision Making Cost Baseline
Project Documents Multicriteria Decision Analysis Project Documents Updates
Project Schedule Interpersonal and Team Skills Lessons Learned Register
Resource Calendars Negotiation Project Schedule
Resource Requirements Pre-Assignment Resource Breakdown Structure
Stakeholder Register Virtual Teams Resource Calendars
Enterprise Environmental Factors Resource Requirements
Organizational Process Assets Risk Register
Stakeholder Register
Enterprise Environmental Factors
Updates
Organizational Process Assets
Updates
Acquire Resources - Inputs
 Project Management Plan
 Resource Management Plan
 Procurement Management Plan
 Project Documents
 Project Schedule
 Resource Calendars
 Resource Requirements
 Stakeholder Register
 Enterprise Environmental Factors
 Organizational Process Assets
Acquire Resources - Tools
 Decision Making
 Multi-Criteria Decision Analysis
 Availability, Cost, Experience, Ability
 Knowledge, Skills, Attitude, International Factors
 Interpersonal and Team Skills
 Negotiation
 Functional Managers for particular resources
 Other PM teams in motion, Vendors, Contractors, 3rd parties
 Pre-Assignment
 Team Members are selected in advance of the project
 Virtual Teams
 Wide Spread Geographical areas, Another city, Country, etc…
 Work from home, Different Shifts
Acquire Resources - Outputs
 Physical resource Assignments
 Document how you allocated the physical resources on the project. This usually
includes assigning materials, supplies, equipment, or locations to the project
work.
 Project Team Assignments
 Assign the project team to their roles and responsibilities
 Resource Calendars
 Shows working shifts for resources. Shows availability.
 Change Requests
 Project Management Plan updates
 Project Documents Updates
 Enterprise Environmental Factors Updates
 Organizational Process Assets Updates
Develop Team
 Process of improving abilities, team member communication, and the
overall team atmosphere.
 Critical factor for the project success
 Focuses on building a sense of team and improving its performance
 PM primary responsible Binging together multiple personalities into one
working group
 Tuckman’s Ladder, (Five Stages)
 Forming
 Storming
 Norming
 Performing
 Adjourning
Develop Team - ITTO
TOOLS AND TECHNIQUES OUTPUTS
INPUTS
1.Colocation 1.Team Performance Assessments
1.Project Management Plan
2.Virtual Teams 2.Change Requests
Resource Management Plan
3.Communication Technology 3.Project Management Plan Updates
Project Documents
4.Interpersonal and Team Skills Resource Management Plan
Lessons Learned Register
a.Conflict Management Project Documents Updates
Project Schedule
b.Influencing Lessons Learned Register
Project Team Assignments
c.Motivation Project Schedule
Resource Calendars
d.Negotiation Project Team Assignments
Team Charter
e.Team Building Resource Calendars
Enterprise Environmental
5.Recognition and Rewards Team Charter
Factors
6.Training Enterprise Environmental Factors
Organizational Process Assets
7.Individual and Team Assessments Updates
8.Meetings Organizational Process Assets Updates
Develop Team - Inputs
 Project Management Plan
 Project Documents
 Resource Calendars
 Resource Requirements
 Project Schedule
 Lessons Learned Register
 Project team Assignments
 Team Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Develop Team - Tools
 Co-Location (Tight Matrix)
 Moving the entire team into one physical location, War room
 Maybe temporary or long term
 Virtual teams
 Communications Technology
 The way the team communicates, Email, phone, fax, text messages
 Interpersonal and Team Skills, (Soft Skills)
 Anticipating the team needs, acknowledging their concerns
 Conflict Management
 Influencing
 Motivation
 Negotiations
 Team building
Develop Team - Tools
 Training
 Ensuring all team members get required training for
the project
 Meetings
 Individual and Team Assessments
 Individual’s strengths and weaknesses
 How does the team makes decisions, resolves
conflicts, communicates, a builds trust with each
other
Develop Team - Tools
 Recognition and Rewards
 Rewarding good behavior, Only desirable behavior Self-
should be rewarded, used to increase morale Actualization

 Maslow’s hierarchy of needs Esteem

1. Physiological: The necessities to live: air, water, food,

clothing, and shelter. Social

2. Safety: People need safety and security; this can Safety

include stability in life, work, and culture.
3. Social: People are social creatures and need love, Physiological
approval, and friends.
4. Esteem: People strive for the respect, appreciation,
and approval of others.
5. Self-actualization: At the pinnacle of needs, people
seek personal growth, knowledge, and fulfillment.
Develop Team - Tools
 Herzberg’s Theory of Motivation
 Hygiene agents (What factors influence satisfaction at work) are expected by and can only
demotivate if they are not present. Motivating agents provide opportunity to exceed, and
advance.
 McGregor’s Theory X and Y
 Theory X- is bad. These people need to be watched all the time, micromanaged, and
distrusted, people avoid work, responsibility, and have no ability to achieve.
 Theory Y is good. These people are self-led, motivated, and can accomplish new tasks
proactively.
 Theory Z
 Increased Loyalty at the workplace. Theory emphasizes the well-being of the employees, both
at work and outside of work, it encourages steady employment
Develop Team - Tools
 Expectancy Theory
 People behave based on what they expect as a result of their behavior.
 McClelland 3 need theory
 Achievement
 Power

 Affiliation

 Forms of Power
 Reward Power - Ability to give rewards
 Expert Power - SME

 Legitimate(formal power)

 Referent- Respect /Personality of the Manger

 Punishment- Punish associates when they fail (least desirable)

Develop Team - Outputs
 Team Performance Assessments
 Evaluation of the team
 Task-oriented or result-oriented
 Improve team members skills
 Reduce staff turn over rate
 Increase team members cohesiveness
 Additional training, mentoring, coaching assistance needed?
 Change Requests
 Project Management Plan Updates
 Project Documents Updates
 Enterprise Environmental Factors Updates
 Organizational Process Assets Updates
Manage Team
 Manage Team is the process of tracing team member performance,
providing feedback, resolving issues, and managing team changes.
 Team management involves a combination of skills with special
emphasis on communication, conflict management, negotiation,
and leadership.
Manage Team - ITTO

OUTPUTS
INPUTS
1.Change Requests
1.Project Management Plan TOOLS AND TECHNIQUES
2.Project Management Plan
Resource Management Plan 1.Interpersonal and Team Skills Updates
Project Documents Conflict Management Resource Management Plan
Issue Log Decision Making Schedule Baseline
Lessons Learned Register Emotional Intelligence Cost Baseline
Project Team Assignments Influencing Project Documents Updates
Team Charter Leadership Issue Log
Work Performance Reports Project Management Information Lessons Learned Register
Team Performance Assessments System Project Team Assignments
Enterprise Environmental Factors
Enterprise Environmental Factors
Organizational Process Assets Updates
Manage Team - Input
 Project Management Plan
 Resource Management Plan
 Project Documents
 Issue Log
 Lesson Learned Register
 Team Charter
 Work Performance Reports
 Team Performance Assessments
 Enterprise Environmental Factors
 Organizational Process Assets
Manage Team - Tools
 Project Management Information System (PMIS)
 Interpersonal and Team Skills
 Conflict Management
 Sources of Conflict
 Greatest project conflict occurs between project managers and functional managers.
Disagreements over schedules, priorities, and resources.
Conflict Resolution Quick Example
Problem Solving Let’s put our heads together, study the problem and find the best
(confronting) solution. Win-Win
Bob’s got priority here, so we’ll go with his opinion on the solution.
Forcing
Win-Lose
Let’s take a little of both sides of the arguments and create a mixed
Compromising
solution. Lose-Lose

Smoothing It’s really not that big of a problem. Can be considered a Lose-Lose

I’m leaving. Do whatever solution works. The conflict is not resolved

Withdrawal
and it is considered a Yield-Lose solution
Manage Team - Tools
 Interpersonal and Team Skills
 Steps to follow:
 Define the cause of the problem (not just the symptoms).
 Analyze the problem (cause-and-effect diagram).
 Identify solutions.
 Implement the selected solution.
 Review the solution.
 Confirm that the solution solved the problem.
 Emotional Intelligence
 Manage the personal emotions of oneself, other people and groups.
 Leadership
 Drive the project vision, and inspire high quality work
 Influencing
 Excellent listening skills, being able to articulate key details and positions
 Reach agreements
 Effective Decision Making
 Manage risk, develop team creativity, focus on project goals and
milestones, analyze all project information
Manage Team - Output
 Change Request
 Project Management Plan Updates
 Project Documents Updates
 Enterprise Environmental Factors
 Organizational Process Assets Updates
Control Resources
 How to correctly manage the physical resources on the project as
the project is progressing
 This process does not look at the HR resources which was covered
in the previous process (manage team).
 project manager will have to ensure that the physical resources are
being used correctly and efficiently
Control Resources

INPUTS
1.Project Management Plan TOOLS AND TECHNIQUES OUTPUTS
Resource Management Plan 1.Data Analysis 1.Work Performance Information
Project Documents Alternatives Analysis 2.Change Requests
Issue Log Cost-Benefit Analysis 3.Project Management Plan Updates
Lessons Learned Register Performance Reviews Resource Management Plan
Physical Resource Assignments Trend Analysis Schedule Baseline
Project Schedule Problem Solving Cost Baseline
Resource Breakdown Structure Interpersonal and Team Skills Project Documents Updates
Resource Requirements Negotiation Assumption Logs
Risk Register Influencing Issue Log
Work Performance Data Project Management Information System Lessons Learned Register
Agreements Physical Resource Assignments
Organizational Process Assets Resource Breakdown Structure
f. Risk Register
Control Resources - Input
 Project Management Plan
 Resource Management Plan
 Project Documents
 Issue Log
 Lessons Learned Register
 Physical Resource Assignments
 Project Schedule
 Resource Breakdown Structure
 Resource Requirements
 Risk Register
 Work Performance Data
 Agreements
 Organizational Process Assets
Control Resources - Tools
 Data Analysis
 Alternative Analysis
 Trend Analysis
 Cost Benefit Analysis
 Performance reviews
 Problem Solving
 What is causing the problem, what can solve the problem
 Interpersonal and Team Skills
 Negotiation and Influencing
 PMIS
Control Resources - Outputs
 Work Performance Information
 Change Requests
 Project Management Plan Updates
 Resource Management Plan
 Schedule Baseline
 Cost Baseline
 Project Documents Updates
 Assumption Logs
 Issue Log
 Lessons Learned Register
 Physical Resource Assignments
 Resource Breakdown Structure
Project Communications
Management
Project Communication Management
 Ensure that the information needs of the project and its stakeholders are met
 Makes sure that everybody gets the right message at the right time
 Develops a consistent approach to communications management, adheres to it,
and regularly monitors and controls it
 A project manager spends 90% of their time on communications

Process Name Process Group Key Outputs

Plan Communications
Planning Communications Management Plan
Management

Manage
Executing Project Communications
Communications

Monitoring and Work Performance Information,

Control Communications
Controlling Change request
Plan Communication Management
 Developing an appropriate approach and plan for project
communications activities
 Based on the information needs of the project stakeholders
 Documented approach to effectively and efficiently engage
stakeholders
Plan Communication Management - ITTO

TOOLS AND TECHNIQUES

1.Expert Judgment
INPUTS 2.Communication Requirements OUTPUTS
1.Project Charter Analysis 1.Communications Management
2.Project Management Plan 3.Communication Technology Plan
Resource Management Plan 4.Communication Models 2.Project Management Plan
Stakeholder Engagement Plan 5.Communication Methods Updates
Project Documents 6.Interpersonal and Team Skills Stakeholder Engagement Plan
Requirements Documentation Communication Styles Assessment Project Documents Update
Stakeholder Register Political Awareness Project Schedule
Enterprise Environmental Factors Cultural Awareness Stakeholder Register
Organizational Process Assets Data Representation
Stakeholder Engagement Assessment
Matrix
Meetings
Plan Communication Management - Inputs
 Project Charter
 Project Management Plan
 Resource Management Plan
 Stakeholder Engagement Plan
 Project Documents
 Stakeholder Register
 Requirements Documentations
 Enterprise Environmental Factors
 Organizational Process Assets
Plan Communication Management - Tools
 Expert Judgement
 Communication Requirements Analysis
 Analyzing the communications needs of the stakeholders
 Lack of communication leads to failure
 Communications Channels
 Channels = n(n-1)/2
 N=The number of people on the project
 4 Team Members= 6 lines of communication
 4(4-1)/2=x
 6=x
 There are 10 stakeholders on a project, how many channels will the
project manager need to analyze?
 10(10-1)/2 = 45
Plan Communication Management - Tools
 Communication Technology
 Method of communication
 Technology, Email, phone, fax, Web page, in-person
 Level of Urgency
 Ease of use
 Sensitivity and confidentiality of the information

 Communication Methods
 Informal Written
 Email, Memorandums
 Formal Written
 Contracts, Project Documents, Legal Notices
 Informal Verbal
 Phone calls, random discussions
 Formal Verbal
 Presentations, Speeches
 Push- Email Blast
 Pull-Download information
 Interactive- Joint Discussions
Plan Communication Management - Tools
 Communication Models
 Sender - The person or group sending the message to the receiver.
 Encoder - The device or technology that encodes the message to travel
over the medium.
 Decoder - This is the inverse of the encoder.
 Receiver - This is of course the recipient of the message.
 Paralingual - The pitch, tone, & inflections in the sender’s voice affect the
message being sent.
 Nonverbal
 Communication Blocker
Plan Communication Management - Tools
 Interpersonal and Team Skills
 Communication styles assessment
 Technique to determine the ideal communication method, format, and substance for
planned communication
 Political awareness
 Achieved through a good perception of strategies, hidden agenda, and power
structure and relationship within and around the project
 Cultural awareness
 Understanding the differences among individuals, groups, and organizations and
adjusting the project’s communication to these differences.
 Data Representation
Stakeholder engagement assessment matrix
 Meetings
Plan Communication Management - Output
 Communications Management Plan
 Who should receive project communications
 What communications they should receive
 Who should send the communication
 How the communication will be sent
 How often it will be updated
 Definitions so that everyone has a common understanding of terms.
 Project Management Plan Updates
 Project Document Updates
Manage Communication
 Ensuring timely and suitable gathering, creation, distribution,
storage, retrieval, management, and monitoring, of project
communications
 Follow the communication management plan
Manage Communications - ITTO
TOOLS AND TECHNIQUES
INPUTS 1.Communication Technology
2.Communication Methods OUTPUTS
1.Project Management Plan
3.Communication Skills 1.Project Communications
a.Resource Management Plan
a.Communication Competence 2.Project Management Plan
b.Communications Management Plan
b.Feedback Updates
c.Stakeholder Engagement Plan
c.Nonverbal a.Communications
2.Project Documents Management Plan
a.Change log d.Presentations
b.Stakeholder Engagement Plan
b.Issue Log 4.Project Management
Information Systems 3.Project Documents Updates
c.Lessons Learned Register a.Issue Log
5.Project Reporting
d.Quality Report b.Lessons Learned Register
6.Interpersonal and Team Skills
e.Risk Report c.Project Schedule
a.Active Listening
f.Stakeholder Register d.Risk Register
b.Conflict Management
a.Work Performance Reports e.Stakeholder Register
c.Cultural Awareness
1.Enterprise Environmental Factors 4.Organizational Process Assets
d.Meeting Management
2.Organizational Process Assets Updates
e.Networking
f. Political Awareness
7.Meetings
Manage Communication - Inputs
 Project Management Plan
 Communication Management Plan
 Resource Management Plan
 Project Documents
 Stakeholder Register
 Risk Reports
 Quality Report
 Issue Log
 Change Log
 Work Performance Reports
 Enterprise Environmental Factors
 Organizational Process Assets
Manage Communication - Tools
 Communication Technology
 Communication Methods
 Communication Skills
 Communication competence
 Feedback
 Nonverbal
 Presentations
 Meetings
 PMIS
 Project Reporting
 Collecting and distributing project information
Manage Communication - Tools
 Interpersonal and Team Skills
 Active Listening
 Conflict Management
 Cultural Awareness
 Meeting Management
 Agendas
 Stay on Topic

 Minutes

 Networking
 Political Awareness
Manage Communication - Output
 Project Communications
 Performance reports, deliverables status, baseline reporting
 Project Management Plan updates
 Project Documents Update
 Organizational Process Assets Updates
Monitor Communication
 Ensuring the communications requirements of the project and its
stakeholders are met.
 Ensures that the communications management plan is being
followed
Monitor Communication - ITTO

INPUTS OUTPUTS
TOOLS AND TECHNIQUES
1.Project Management Plan 1.Work Performance Information
a.Resource Management Plan 1.Expert Judgment
2.Change Requests
b.Communications Management Plan 2.Project Management Information
3.Project Management Plan
Systems
c.Stakeholder Engagement Plan Updates
3.Data Analysis
2.Project Documents a.Communications Management
a.Stakeholder Engagement Plan
a.Issue Log
Assessment Matrix
b.Lessons Learned Register b.Stakeholder Engagement Plan
4.Interpersonal and Team Skills
c.Project Communications 4.Project Documents Updates
a.Observation/Conversation
3.Work Performance Data a.Issue Log
5.Meetings
4.Enterprise Environmental Factors b.Lessons Learned Register
5.Organizational Process Assets c.Stakeholder Register
Monitor Communication - Inputs
 Project Management plan
 Resource Management Plan
 Communications Management Plan
 Stakeholder Engagement Plan
 Project Documents
 Project Communications
 Issue Log
 Lessons Learned Register
 Work Performance Data
 Organizational Process Assets
Monitor Communication -Tools
 Expert Judgment
 Project Management Information System
 Data Representation
 Interpersonal and Team Skills
 Meetings
Monitor Communication - Outputs
 Work Performance Information
 Change Requests
 Project Management Plan updates
 Communications Management Plan
 Stakeholder Engagement Plan
 Project Documents Updates
 Issue Log
 Lessons Learned Register
 Stakeholder Register
 Project Risk Management

“uncertainty that matters”

(Dr. David Hillson, 2003, 2009)
Project Risk Management
 Conducting risk management planning, identification, analysis, response planning, response
implementation, and monitoring risk on a project.
 Individual project risk: is an uncertain event or condition that, if it occurs, has a positive or
negative impact on one or more parts of the project
 Overall project risk: The risk exposure of the project as a whole. It’s made up of the sum of
individual project risks plus other sources of uncertainty.
 Risk is negative or positive. Negative risk are threats and positive risks are opportunities.
 Increase the probability and/or impact of positive risks and to decrease the probability and/or
impact of negative risks
 Risk appetite
 Amount of risk you are willing to take for a reward

 Risk tolerance
 Amount of volume of risk you are willing to take
Risk
 Known-Knowns, Known-unknowns, unknown-unknowns
 Event Risk
 Future possible events – Most identified risk

 Non-Event Risks
 Variability Risk
Some aspect of a planned task or situation is uncertain. E.g.: Productivity targets, error during testing,
weather patterns.
 Ambiguity Risk
 Uncertainties arising from lack of knowledge or understanding. E.g.: Use of new technology, future
regulations.
 Project Resilience
 Ability to handle risk that was not known. Ability to handle unknowable-unknowns.

 Integrated risk management

 Manage risk at the appropriate level.
 Risk Management Processes
Process Name Process Group Key Outputs

Plan Risk Management Planning Risk Management Plan

Identify Risks Planning Risk Register

Perform Qualitative Risk Analysis Planning Project Document Updates

Perform Quantitative Risk Analysis Planning Project Document Updates

Project Document Updates, Project Management Plan

Plan Risks Response Planning
Update
Implement Risk Responses Executing Change Requests

Monitor Risks Monitoring And Controlling Work Performance Information, Change Requests
Plan Risk Management
 Defining how to conduct risk management activities for a project
 Planning how to identity, assess, response, implement responses
and monitor risk
 Risk Management is a proactive approach and should be done
early in the project
Plan Risk Management - ITTO

INPUTS
TOOLS AND TECHNIQUES OUTPUTS
Project Charter
Project Management Plan 1.Expert Judgments Risk Management Plan
All Components 2.Data Analysis
Project Documents 1.Stakeholder Analysis
Stakeholder Register 3.Meetings
Enterprise Environmental Factors
Organizational Process Assets
Plan Risk Management - Inputs
 Project Charter
 Project Management Plan
 All Components
 Project Documents
 Stakeholder Register
 Enterprise Environmental Factors
 Organizational Process Assets
Plan Risk Management - Tools
 Expert Judgment
 Data Analysis
Stakeholder analysis
 Meetings
Plan Risk Management - Outputs
 Risk Management Plan, (Roadmap to the other 6 risk processes)
 Used to determine
 How risks will be categorized/identified
 How quantitative/ qualitative analysis will be completed

 How risk response planning will happen

 How will the risk response be implemented

 How risks will be monitored

 How ongoing risk management activities will happen throughout the project life cycle

 Roles and responsibilities for the project team

 Stakeholders risk appetite, helps to determine what is acceptable risk vs. non
acceptable
 Risk Breakdown structure(RBS) is used to categories risks.
Sample Risk Breakdown Structure

Regulation

External

Vendors

Risk

People

Organizational

Funding
Identify Risks
 Identifying individual project risks as well as sources of overall
project risk, and documenting them in the risk register and risk
report
 All personnel should be encouraged to identify risks.
 Should be done throughout the project. Risk changes daily.
 Identify both positive and negative risk
Identify Risks
INPUTS
1.Project Management Plan
Requirements Management Plan
Schedule Management Plan
Cost Management Plan
TOOLS AND TECHNIQUES
Quality Management Plan
Resource Management Plan Expert Judgment
Risk Management Plan Data Gathering
Scope Baseline a.Brainstorming
OUTPUTS
Schedule Baseline b.Checklists
c.Interviews Risk Register
Cost Baseline
Data Analysis Risk Report
Project Documents
Assumption Log a.Root Cause Analysis Project Documents Updates
Cost Estimates b.Assumption and Constraint Analysis a.Assumption Log
Duration Estimates c.SWOT Analysis b.Issue Log
Issue Log d.Document Analysis c.Lessons Learned Register
Lessons Learned Register Interpersonal and Team Skills
Requirements Documentation a.Facilitation
Resource Requirements Prompt Lists
Stakeholder Register Meetings
Agreements
Procurement Documentation
Enterprise Environmental Factors
Organizational Process Assets
Identify Risks - Inputs
 Project Management Plan
 Requirements Management Plan
 Schedule Management Plan
 Cost Management Plan
 Quality Management Plan
 Resource Management Plan
 Risk Management Plan
 Scope Baseline
 Schedule Baseline
 Cost Baseline
 Project Documents
 Assumption Log
 Cost Estimates
 Duration Estimates
 Issue Log
 Lessons Learned Register
 Requirements Documentation
 Resource Requirements
 Stakeholder Register
Identify Risks - Inputs
 Agreements
 Procurement Documentation
 Enterprise Environmental Factors
 Organizational Process Assets
Identify Risks - Tools
 Expert Judgement
 Data Gathering
 Brainstorming
 Checklists
 Interviews
 Interpersonal and Team Skills
 Facilitation
 Prompt Lists
 A predetermined list of risk categories. RBS can be used to used to
identity both individual and overall risk
 Meetings
Identify Risks - Tools
 Data Analysis
 Documentation Analysis
 Structure review of all project documentation
 Assumptions and constraints analysis
 Root Cause Analysis
 SWOT Analysis

Strengths Weaknesses
-Little free time
- Expert team
-High cost
-Management support
SWOT

Opportunities Threats
-New Market - Regulations
-New IT Systems -Staff Shortage
Identify Risks
 Risk Register - (Individual Project Risks)
 List of all Identified Risks
 List of Potential Responses
 Provides a list of all identified risks on the project, what reactions
to this risk are, what the root causes are, and what categories the
risks fall into.
Risk ID Risk Response Cause Project Area

S1 Bad weather Add 3 more days to Environment Time

schedule
C1 Cost overrun Add 10% more to budget Supplier might increase Cost
cost

 Risk Report
Sources of overall project risk and summary information on
identified individual risk.
 Project Document Updates
Perform Qualitative Risk Analysis
 Prioritizing individual project risks by assessing their probability of
occurrence and impact as well as other characteristics.
 Done in order to determine which risks are the highest priority on
the project.
 Creates a ranking
 Preformed throughout the project
 Perform Qualitative Risk Analysis - ITTO

TOOLS AND TECHNIQUES

Expert Judgment
Data Gathering
Interview
INPUTS Data Analysis
OUTPUTS
Project Management Plan Risk Data Quality Assessment
Risk Management Plan Risk Probability and Impact 1.Project Documents Updates
Project Documents Assessment a.Assumption Log
Assumption Log Assessment of Other Risk b.Issue Log
Risk Register Parameters c.Risk Register
Stakeholder Register Interpersonal and Team Skills d.Risk Report
Enterprise Environmental Factors Facilitation
Organizational Process Assets Risk Categorization
Data Representation
Probability and Impact Matrix
Hierarchical Charts
Meetings
Perform Qualitative Risk Analysis - Inputs
 Project Management Plan
 Risk Management Plan
 Project Documents
 Stakeholder Register
 Assumption Log
 Risk Register
 Enterprise Environmental Factors
 Organizational Process Assets
Perform Qualitative Risk Analysis - Tools
 Expert Judgement
 Data Gathering
 Interviews
 Interpersonal and Team Skills
 Facilitation
 Meetings
Perform Qualitative Risk Analysis - Tools
 Data Analysis
 Risk Probability and Impact Assessment
 The likelihood that each specific risk will occur, level of probability
 Investigate the potential effect on the project, Cost, Schedule, Quality, Performance,
Positive or Negative
 Risk Data Quality Assessment
 The degree of which the risk is understood and the accuracy, quality, reliability and the
integrity of the data
 Assessment of other risk parameters
 Other parameters such as urgency, proximity, manageability, and detectability.
 Risk Categorization
 Sources of Risk
 Grouped by root cause
Perform Qualitative Risk Analysis - Tools
 Data Representation
Risk Probability Impact Score Ranking
 Probability and Impact Matrix
Bad 4 5 20 High
 Outlines the probability and impact on the project Contractor
 Sorted by High Risk, Medium Risk, Low Risk Bad 3 3 9 Medium
Weather
 Hierarchical Char
Earthquake 1 5 5 Low
 Bubble Chart
Probability = 1-5 Impact = 1-5

Probability and Impact Matrix

Risk bubble chart

Perform Qualitative Risk Analysis - Outputs
 Project Documents Updates
 Risk Register
 Risk Report
 Issue Log
 Assumption log
Perform Quantitative Risk Analysis
 Numerically analyzing the effect of individual project risks on the
overall project objectives.
 Assigns a value to the risk that have been ranked by qualitative risk
analysis.
 Usually requires specific risk software and knowledge in the
development and interpretation of risk models.
 Perform Quantitative Risk Analysis - ITTO
INPUTS
Project Management Plan
Risk Management Plan
Scope Baseline TOOLS AND TECHNIQUES
Schedule Baseline
Expert Judgment
Cost Baseline
Data Gathering OUTPUTS
Project Documents
Interviews Project Documents Updates
Assumption Log
Interpersonal and Team Skills Risk Report
Basis of Estimates
Facilitation
Cost Estimates
Representations of Uncertainty
Cost Forecasts
Data Analysis
Duration Estimates
Simulations
Milestone List
Sensitivity Analysis
Resource Requirements
Decision Tree Analysis
Risk Register
Influence Diagram
Risk Report
Schedule Forecasts
Enterprise Environmental Factors
Organizational Process Assets
Perform Quantitative Risk Analysis - Inputs
 Project Management Plan
 Risk Management Plan
 Scope Baseline
 Schedule Baseline
 Cost Baseline
 Project Documents
 Assumption Log
 Basis of Estimates
 Cost Estimates
 Cost Forecasts
 Duration Estimates
 Milestone List
 Resource Requirements
 Risk Register
 Risk Report
 Schedule Forecasts
 Enterprise Environmental Factors
 Organizational Process Assets
Perform Quantitative Risk Analysis – Tools
 Expert Judgement
 Data Gathering
 Interviewing
 Interpersonal and Team Skills
 Facilitation
 Representation of Uncertainty
 Probability distribution, looking at the probability of risks actually taking
place
 Triangular or beta distributions
Perform Quantitative Risk Analysis – Tools
 Data Analysis
 Sensitivity Analysis
 Tornado Chart
Perform Quantitative Risk Analysis – Tools
 Data Analysis
 Influence diagrams
 Graphical aids to decision making under uncertainty
 Sensitivity Analysis
 Decision Tree Analysis
 Make or buy analysis

Initial Risk Cost Probability EMV Total

Cost
New 1,000,000 400,000 25% 100,000 1,100,000
Constructed
House
Remodel older 800,000 500,000 10% 50,000 850,000
house
To calculate the EMV you would take the probability multiply the risk
costs. To get the total, add the EMV to the initial cost.
Perform Quantitative Risk Analysis – Output
 Project Documents Updates
 Risk register
Plan Risk Responses
 Developing options, selecting strategies, and agreeing on ways to
address risk on the project
 Will allocate resources needed to response to risk if they happen
 Will address all risk
 Plan Risk Responses - ITTO

OUTPUTS
Change Requests
INPUTS Project Management Plan Updates
TOOLS AND TECHNIQUES
Schedule Management Plan
Project Management Plan Expert Judgment
Cost Management Plan
Resource Management Plan Data Gathering
Quality Management Plan
Risk Management Plan Interviews
Resource Management Plan
Cost Baseline Interpersonal and Team Skills
Procurement Management Plan
Project Documents Facilitation
Scope Baseline
Lessons Learned Register Strategies for Threats
Schedule Baseline
Project Schedule Strategies for Opportunities
Cost Baseline
Project Team Assignments Contingent Response Strategies
Project Documents Updates
Resource Calendars Strategies for Overall Project Risk
Assumption Log
Risk Register Data Analysis
Cost Forecasts
Risk Report Alternatives Analysis
Lessons Learned Register
Stakeholder Register Cost-Benefit Analysis
Project Schedule
Enterprise Environmental Factors Decision Making
Project Team Assignments
Organizational Process Assets Multicriteria Decision Analysis
Risk Register
Risk Report
Plan Risk Responses - Inputs
 Project Management Plan
 Risk Management Plan
 Resource Management Plan
 Project Documents
 Lessons Learned Register
 Risk Report

 Project Schedule

 Stakeholder Register

 Enterprise Environmental Factors

 Organizational Process Assets
Plan Risk Responses - Tools
 Expert Judgement
 Data Gathering
 Interviews
 Interpersonal and Team Skills
 Facilitation
 Strategies for Negative Risk or threats
 Escalate-Outside the Project Team Level
 Avoid-eliminate the risk entirely
 Transfer-transfer ownership to a 3rd party
 Mitigate- reduce the probability of the risk event
 Accept- Deal with the Risk at hand
Plan Risk Responses - Tools
 Strategies for Opportunities (Positive Risk)
 Escalate-Outside the Project Team Level
 Exploit-Remove any and all uncertainty Add work or change the project to make sure the opportunity
occurs
 Share-Some or all ownership to a 3rd party
 Enhance-Increase the probability of the event happening
 Accept -Take advantage of the opportunity, but not seek it
 Strategies for Overall Project Risk
 Avoid
 Exploit
 Transfer/Share
 Mitigate/Enhance
 Accept
Plan Risk Responses - Tools
 Contingent Response Strategies
 May undertake certain risk events, if certain conditions apply
 Data Analysis
 Cost-benefit analysis
 Decision Making
 Multicriteria decision analysis
Plan Risk Responses - Outputs
 Change Requests
 Project Management Plan Updates
 Schedule Management Plan
 Cost Management Plan
 Quality Management Plan
 Resource Management Plan
 Procurement Management Plan
 Scope Baseline
 Schedule Baseline
 Cost Baseline
 Project Documents Updates
 Assumption Log
 Cost Forecasts
 Lessons Learned Register
 Project Schedule
 Project Team Assignments
 Risk Register
 Risk Report
Implement Risk Responses
 Executes risk response plans when risk has taken place
 Minimizes the project threats and maximizes the project
opportunities
Implement Risk Responses - ITTO

Inputs OUTPUTS
TOOLS AND TECHNIQUES
1.Project Management Plan 1.Change Requests
Expert Judgment
1.Risk management plan 2.Project Documents Updates
Interpersonal and Team Skills
2.Project Documents Issue Log
Influencing
1.Lesson learned register Lessons Learned Register
Project Management Information
2.Risk register System Project Team Assignments
3.Risk report Risk Register
3.Organizational process assets Risk Report
Implement Risk Responses - Inputs
 Project Management Plan
 Risk Management Plan
 Project Documents
 Lessons Learned Register
 Risk Report

 Risk Register

 Organizational Process Assets

Implement Risk Responses - Tools
 Expert Judgement
 Interpersonal and Team Skills
 Influencing
 Project Management Information System (PMIS)
Implement Risk Responses - Output
 Change Requests
 Project Documents Updates
 Issue Log
 Lessons Learned Register
 Project Team Assignments
 Risk Register
 Risk Report
Monitor Risks
 Monitoring the implementation risk response plans
 Tracking identified risks to see if they change
 Identifying and analyzing new risks
 Evaluating risk process effectiveness throughout the project.
 24/7/365
 Monitor Risks - ITTO

OUTPUTS
INPUTS
1.Work Performance Information
1.Project Management Plan TOOLS AND TECHNIQUES
2.Change Requests
a.Risk Management Plan 1.Data Analysis 3.Project Management Plan Updates
2.Project Documents a.Technical Performance Analysis a.Any Component
a.Issue Log b.Reserve Analysis 4.Project Documents Updates
b.Lessons Learned Register 2.Audits a.Assumption Log
c.Risk Register 3.Meetings b.Issue Log
d.Risk Report
c.Lessons Learned Register
3.Work Performance Data
d.Risk Register
4.Work Performance Reports
e.Risk Report
5.Organizational Process Assets Updates
Monitor Risks - Inputs
 Project Management Plan
 Risk Management Plan
 Project Documents
 Lessons Learned Register
 Risk Report
 Project Schedule
 Stakeholder Register
 Work Performance Data
 Performance Reports
Monitor Risks - Tools
 Data Analysis
 Reserve Analysis
 Compares the amount of contingency to the reminding amount of risk left on the
project
 Technical Performance analysis
 Audits
 Risk audits are done to determine the effectiveness of the risk
management processes.
 Meetings
Monitor Risks - Output
 Work Performance Information
 Change Requests
 Project Management Plan Updates
 Any component
 Project Documents Updates
 Assumption Log
 Lessons Learned Register
 Risk Register
 Issue Log
 Risk Report
 Organizational Process Assets Updates
Project Procurement Management
Project Procurement Management
 Processes needed to purchase or acquire products, services, or results needed from outside
the project team.
 Includes the management and control processes required to develop and administer
agreements such as contracts, purchase orders, memoranda of agreements (MOAs), or
internal service level agreements (SLAs).
 We are buyers, not sellers from exam prospective

Process Name Process Group Key Outputs

Plan Procurement
Planning Procurement Mgt. Plan
Management
Selected Sellers,
Conduct Procurements Executing
Agreements
Monitoring and
Control Procurements Close Procurements
Controlling
Agreements (Contracts)
 Should clearly outline the deliverables and results anticipated, including any knowledge transfer from
the seller to the buyer.
 Know the laws and regulations from the local country that could affect the contract
 Generally considered a legally binding documents between buyers and sellers
 Should outline:
 Formal written document
 Scope of work to be performed
 Roles and responsibilities
 How to perform the work, including locations and times?
 Terms and conditions
 Warranties and penalties
 Payment terms
 Termination clauses
 Change request process
 Incentives
 Insurance and performance bonds
Types of Contracts
Contract Types

Cost- Time and

Fixed-Price
reimbursable Material

Firm fixed price Cost plus fixed

fee

Fixed price Cost plus

incentive fee incentive fee

Fixed price with

Cost plus award
economic price
fee
adjustments
Fixed Price (Lump Sum)
 When the buyer pays one flat price (lump sum) for all work in the contract
 This would include all labor and materials
 Use when the scope is well-defined and understood
 All risk is with the seller
 3 Types:
 Firm Fixed Price (FFP): This contract is when the price is fixed and cannot be changed.
 Fixed Price Incentive Fee (FPIF): This contract is when the fixed price includes an additional fee for
meeting a target set forth in the contract.
 Fixed Price Economic Price Adjustment (FP-EPA): This contract is used to adjust the fixed cost over the
life of the contract because of economic conditions.
Cost-reimbursable
 When the buyer pays for the work expenses and then pays the seller a fee for his profit
 The risk is with the buyer because the cost overrun of work expense is covered by the buyer
 3 Types
 Cost plus fixed fee (CPFF): This contract is when the buyer pays the work expense and then a fixed fee
to the seller for profit.
 Cost plus incentive fee (CPIF): This contract is when the buyer pays the work expense and an
additional fee, if a target is met, such as, finishing two weeks earlier.
 Cost plus award fee (CPAF): This contract is when the buyer pays the work expense and pays an award
fee that is based on satisfaction of work.
Time and material
 Time and material contract is when the buyer pays for both labor
and material
 The buyer takes all the risk of cost overrun for both the labor and
materials
 Should only be used when the scope is high-level.
Plan Procurement Management
 Determines whether to obtain goods and services from outside the
project and, if so, what to acquire as well as how and when to
acquire it.
 The process of documenting what procurements are needed for
the project, detailing the approach, defining selection criteria to
identify potential sellers, and putting together a Procurement
management plan.
Plan Procurement Management - ITTO
INPUTS
OUTPUTS
1.Project Charter
1.Procurement Management Plan
Business Documents
Procurement Strategy
a.Business Case
Bid Documents
b.Benefits Management Plan
Procurement Statement of Work
Project Management Plan TOOLS AND TECHNIQUES
Source Selection Criteria
a.Scope Management Plan
1.Expert Judgment Make-or-buy Decisions
b.Quality Management Plan
Data Gathering Independent Cost Estimates
c.Resource Management Plan
a.Market Research Change Requests
d.Scope Baseline
Data Analysis Project Documents Updates
Project Documents
a.Make-or-Buy Analysis Lessons Learned Register
a.Milestone List
Source Selection Analysis Milestone List
b.Project Team Assignments
Meetings Requirements Documentation
c.Requirements Documentation
Requirement Traceability Matrix
d.Requirement Traceability Matrix
Risk Register
e.Resource Requirements
Stakeholder Register
f. Risk Register
Organizational Process Assets Updates
g.Stakeholder Register
Enterprise Environmental Factors
Organizational Process Assets
Plan Procurement Management - Inputs
 Project Charter
 Business Documents
 Business Case
 Benefits Management Plan

 Project Management Plan

 Scope Management Plan
 Quality Management Plan
 Resource Management Plan
 Scope Baseline

 Project Documents
 Milestone List
 Project Team Assignments
 Requirements Documentation
 Requirement Traceability Matrix
 Resource Requirements
 Risk Register
 Stakeholder Register
 Enterprise Environmental Factors
 Organizational Process Assets
 Contract types
Plan Procurement Management - Tools
 Expert Judgement
 Data Gathering
 Market Research
 Data Analysis
 Make-or-buy analysis
 Source Selection Analysis
 Understanding of work
 Risk
 Cost
 Past Performance
 References
 Production ability
 Warranty
 Meetings
Plan Procurement Management - Output
 Procurement Management Plan
 Outlines the activities to be undertaken during the procurement processes
 Make contain a prequalified sellers list
 Procurement Strategy
 Determine how to deliver the deliverables, types of contracts to use, what
phases will be used to complete procurements
 Bid Documents
 Used to Solicit Proposals from potential sellers
 RFI, Request for information
 IFB, Invitation for bid
 RFP, Request for proposal
 RFQ, Request for quote
 Procurement Statement of Work
 Developed from the Scope Baseline, Lists the needs of the buyer
 Allows prospective sellers to determine of they can meet the requirements set
forth by the Buyer
Plan Procurement Management - Output
 Source Selection Criteria
 Cost, location, license, certification, reference, warranty, or experience. This
needs to be determined before seller is selected.
 Make or buy Decisions
 What will the project make or buy
 Independent Cost Estimates
 Cost estimate done by an outside professional
 Change Requests
 Project Documents Updates
 Lessons Learned Register
 Milestone List
 Requirements Documentation
 Requirement Traceability Matrix
 Risk Register
 Stakeholder Register
 Organizational Process Assets Updates
Conduct Procurements
 The process of obtaining a seller response, selecting a seller, and
awarding a contract.
 It selects a qualified seller and implements the legal agreement for
delivery.
Conduct Procurements - ITTO
INPUTS
1.Project Management Plan OUTPUTS
a.Scope Management Plan 1.Selected Sellers
b.Requirements Management Plan Agreements
c.Communications Management Plan Change Requests
d.Risk Management Plan Project Management Plan Updates
e.Procurement Management Plan a.Requirements Management Plan
f.Configuration Management Plan TOOLS & TECHNIQUES b.Quality Management Plan
g.Cost Baseline 1.Expert Judgment c.Communications Management Plan
Project Documents
2.Advertising d.Risk Management Plan
a.Lessons Learned Register e.Procurement Management Plan
3.Bidder Conferences
b.Project Schedule f.Scope Baseline
4.Data Analysis
c.Requirements Documentation g.Schedule Baseline
d.Risk Register a.Proposal Evaluation
h.Cost Baseline
e.Stakeholder Register Interpersonal and Team Skills
Project Documents Updates
Procurement Documentation a.Negotiation
a.Lessons Learned Register
Bid Documents b.Requirements Documentation
Procurement Statement of Work c.Requirements Traceability Matrix
Independent Cost Estimates d.Resource Calendars
Source Selection Criteria e.Risk Register
4.Seller Proposals f.Stakeholder Register
Enterprise Environmental Factors Organizational Process Assets Updates
Organizational Process Assets
Conduct Procurements - Inputs
 Project Management Plan
 Scope Management Plan
 Requirements Management Plan
 Communications Management Plan
 Risk Management Plan
 Procurement Management Plan
 Configuration Management Plan
 Cost Baseline
 Project Documents
 Lessons Learned Register
 Project Schedule
 Requirements Documentation
 Risk Register
 Stakeholder Register
 Procurement Documentation
 Bid Documents
 Procurement Statement of Work
 Independent Cost Estimates
 Source Selection Criteria
 Seller Proposals
 Enterprise Environmental Factors
 Organizational Process Assets
Conduct Procurements - Tools
 Expert Judgement
 Advertising
 Some contracts may be required to be advertised, i.e.
Government
 Bidder Conference (Contractor, Vendor, or Pre-bid
conferences)
 Meeting between buyer and sellers
 Data Analysis
 Proposal evaluation
 Interpersonal and Team Skills
 Negotiations
Conduct Procurements - Outputs
 Selected Sellers
 Agreements
 Change Requests
 Project Management Plan Updates
 Requirements Management Plan
 Quality Management Plan
 Communications Management Plan
 Risk Management Plan
 Procurement Management Plan
 Scope Baseline
 Schedule Baseline
 Cost Baseline
 Project Documents Updates
 Lessons Learned Register
 Requirements Documentation
 Requirements Traceability Matrix
 Resource Calendars
 Risk Register
 Stakeholder Register
 Organizational Process Assets Updates
Control Procurements
 PMBOK - The process of managing procurement relationships; monitoring
contract performance, and making changes and corrections as appropriate;
and closing out contracts.
 Key benefit - It ensures that both the seller’s and buyer’s performance meet
the project’s requirements according to the terms of the legal agreement.
 Buyer and Seller is required to ensure that both parties meet their contractual obligations
and that their own legal rights are protected.
 Inputs (8)
 Project Management Plan
 Requirements Management Plan
 Risk Management Plan
 Procurement Management Plan
 Change Management plan
 Schedule Baseline
 INPUTS
1.Project Management Plan OUTPUT
a.Requirements Management Plan
b.Risk Management Plan
1.Closed Procurements
c.Procurement Management Plan Work Performance Information
d.Change Management Plan Procurement Documentation Updates
e.Schedule Baseline TOOLS & TECHNIQUES Change Requests
Project Documents 1.Expert Judgment Project Management Plan Updates
a.Assumption Log
2.Claims Administration Risk Management Plan
b.Lessons Learned Register Procurement Management Plan
3.Data Analysis
c.Milestone List Schedule Baseline
Performance Reviews
d.Quality Reports Cost Baseline
e.Requirements Documentation
Earned Value Analysis
Trend Analysis Project Documents Updates
f.Requirements Traceability Matrix
Inspection Lessons Learned Register
g.Risk Register
h.Stakeholder Register Audits Resource Requirements
Agreements Requirement Traceability Matrix
Procurement Documentation Risk Register
Approved Change Requests Stakeholder Register
Work Performance Data Organizational Process Assets Updates
Enterprise Environmental Factors
Organizational Process Assets
Control Procurements - Inputs
 PMBOK - The process of managing procurement relationships; monitoring
contract performance, and making changes and corrections as appropriate;
and closing out contracts.
 Key benefit - It ensures that both the seller’s and buyer’s performance meet
the project’s requirements according to the terms of the legal agreement.
 Buyer and Seller is required to ensure that both parties meet their contractual obligations
and that their own legal rights are protected.
 Inputs (8)
 Project Management Plan
 Requirements Management Plan
 Risk Management Plan
 Procurement Management Plan
 Change Management plan
 Schedule Baseline
Control Procurements
 Inputs Cont’d
 Project Documents
 Assumption Log
 Lessons Learned Register
 Milestone List
 Quality Reports
 Agreements
 Procurement Documentation
 Approved Change Requests
 Work Performance Data
 Enterprise Environmental
 Organizational Process Assets
Control Procurements –Tools
 Expert Judgement
 Inspections
 Audits
 Data Analysis
 Performance Reviews
 Earned Value Analysis
 Trend Analysis
 Claims Administration
 How disputed changes can be settled when the buyer and the seller can
not reach and understanding
 Negotiation is the preferred method
Control Procurements - Outputs
 Closed Procurements
 The buyer, usually through its authorized procurement administrator,
provides the seller with formal written notice that the contract has been
completed.
 Work Performance Information
 Procurement Documentation
 Change Requests
 Project Management Plan updates
 Project Documents updates
 Organizational Process Assets Updates
Project Stakeholder Management
Project Stakeholder Management
 Processes to identify the people, groups, or organizations that could
impact or be impacted by the project.
 Analyze stakeholder expectations and their impact on the project
 Develop management strategies for effectively engaging stakeholders
in project decisions and execution.

Process Name Process Group Key Outputs

Identify Stakeholders Initiating Stakeholder register

Plan Stakeholder
Planning Stakeholder Engagement Plan
Engagement
Managing Stakeholder
Executing Change request
Engagement
Monitor Stakeholder Monitoring and Work performance information,
Engagement Controlling Change request
Identify Stakeholders
 Identifying project stakeholders regularly
 Analyzing and recording relevant information regarding their
interests and involvement
 It enables the project team to identify the appropriate focus for
engagement of each stakeholder or group of stakeholders
Identify Stakeholders - ITTO
INPUTS
1.Project Charter TOOLS AND TECHNIQUES OUTPUTS
2.Business Documents
1.Expert Judgment Stakeholder Register
Business Case
2.Data Gathering Change Requests
Benefits Management Plan
Questionnaires and Surveys Project Management Plan Updates
Project Management Plan
Brainstorming Requirements Management Plan
Communications Management Plan
Data Analysis Communications Management Plan
Stakeholder Engagement Plan
Stakeholder Analysis Risk Management Plan
Project Documents
Document Analysis Stakeholder Engagement Plan
Change Log
Data Representation Project Documents Updates
Issue Log
Stakeholder Mapping/ Representation Assumption Log
Requirements Documentation
Meetings Issue Log
Agreements
Risk Register
Enterprise Environmental Factors
Organizational Process Assets
Identify Stakeholders - Inputs
 Project Charter
 Business Documents
 Business Case
 Benefits Management Plan
 Project Management Plan
 Communications Management Plan
 Stakeholder Engagement Plan
 Project Documents
 Change Log
 Issue Log
 Requirements Documentation
 Agreements
 Enterprise Environmental Factors
 Organizational Process Assets
Identify Stakeholders - Tools
 Expert Judgment
 Data Gathering
 Questionnaires and Surveys
 Brainstorming
 Data Analysis
 Stakeholder Analysis
 analyzes who your stakeholders are and how they feel about the project
 What would be the stakeholder’s role such as a team member, sponsor, or functional
manger etc.?
 How would the project affect them, either in a positive or negative way?
 Would they be active stakeholders, such as team members who work on the deliverable, or
passive, such as customers who watch the project work get done?
 What is their power authority, such as sponsors who will be paying for the project
 Document Analysis
 Meetings
Identify Stakeholders - Tools
 Data Representation
 Stakeholder Mapping/Representation
 Method to categorize stakeholders.
 Power/interest grid, power/influence grid, or impact/influence grid
 Stakeholder cube
 A three-dimensional methodology to support the mapping of a stakeholder’s interest, power, and
influence
 Salience model:
 Power: Level of authority
 Urgency: Immediate attention
 Legitimacy: How appropriate is their involvement
 Directions of Influence:
 Upward: Senior management
 Downward: Team members
 Outward: Vendors, government, public, end-users
 Sideward: peers such as other project managers
 Prioritization
Identify Stakeholders - Output
 Stakeholder Register
 Should contain:
 Contact information
 Role on the project, such as, sponsor or functional manager
 Communication requirements
 Expectations of the project
 How are they affected by the project
 Power influence level on the project
 Change Requests
 Project Management Plan Updates
 Requirements Management Plan
 Communications Management Plan
 Risk Management Plan
 Stakeholder Engagement Plan
 Project Documents Updates
 Assumption Log
 Issue Log
 Risk Register
Plan Stakeholder Engagement
 Developing methods to involve project stakeholders
 Centered on their needs, expectations, interests, and potential
impact on the project.
 It creates an actionable plan to interact effectively with
stakeholders
Plan Stakeholder Engagement - ITTO
TOOLS AND TECHNIQUES
INPUTS 1.Expert Judgment
1.Project Charter 2.Data Gathering
OUTPUTS
2.Project Management Plan 1. Benchmarking
1.Stakeholder Engagement Plan
Requirements Management Plan Data Analysis
Communications Management Plan Assumption and Constraint
Analysis
Risk Management Plan
Root Cause Analysis
Project Documents
Decision Making
Assumption Log
Prioritization/ Ranking
Change Log
Data Representation
Project Schedule
Mind Mapping
Risk Register
Stakeholder Engagement
Stakeholder Register
Assessment Matrix
Enterprise Environmental Factors
Meetings
Organizational Process Asset
Plan Stakeholder Engagement - Inputs
 Project Charter
 Project Management Plan
 Resource Management Plan
 Communication Management Plan
 Risk Management Plan
 Project Documents
 Assumption Log
 Change Log
 Issue Log
 Project Schedule
 Risk Register
 Agreements
 Enterprise Environmental Factors
 Organizational Process Assets
Plan Stakeholder Engagement - Tools
 Expert Judgement
 Data Gatherings
 Benchmarking
 Data Analysis
 Root Cause Analysis
 Assumption and Constraint Analysis
 Decision Making
 Meetings
Plan Stakeholder Engagement
 Data Representation
 Stakeholder Engagement Assessment Matrix
 5 levels of engagement
 Unaware
 Resistant
 Neutral
 Supportive
 Leading

Stakeholder Unware Resistant Neutral Supportive Leading

Mary Current Desired

Jane Current Desired
Bob Desired
Plan Stakeholder Engagement - Outputs
 Stakeholder Engagement Plan
 How will the team keep the stakeholders engaged on the project.
 What type of communication will be needed to engage them on the
project.
Manage Stakeholder Engagement
 Communicating and working with stakeholders to meet their
needs and expectations
 Addressing issues, and get them involve
Manage Stakeholder Engagement - ITTO

INPUTS
TOOLS AND TECHNIQUES
1.Project Management Plan OUTPUTS
Communications Management Plan 1.Expert Judgment
2.Communication Skills 1.Change Requests
Risk Management Plan
Feedback 2.Project Management Plan Updates
Stakeholder Engagement Plan
3.Interpersonal and Team Skills Communications Management Plan
Change Management Plan
Conflict Management Stakeholder Engagement Plan
Project Documents
Cultural Awareness Project Documents Updates
Change Log
Negotiation Change Log
Issue Log
Observation/ Conversation Issue Log
Lessons Learned Register
Political Awareness Lessons Learned Register
Stakeholder Register
Ground Rules Stakeholder Register
Enterprise Environmental Factors
Organizational Process Assets Meetings
Manage Stakeholder Engagement - Inputs
 Project Management Plan
 Stakeholder Engagement Management Plan
 Communication Management Plan
 Risk Management Plan
 Project Documents
 Change Log
 Issue log
 Lessons Learned Register
 Enterprise Environmental Factors
 Organizational Process Assets Update
Manage Stakeholder Engagement - Tools
 Expert Judgement
 Communication Skills
 Feedback
 Interpersonal and Team Skills
 Conflict Management
 Cultural Awareness

 Observation/Conversations

 Negotiation
 Political awareness

 Grounds rules
Defined in the team charter for team members and stakeholders
 Meetings
Manage Stakeholder Engagement - Output
 Change Requests
 Project Management Plan Updates
 Communications Management Plan
 Stakeholder Engagement Plan
 Project Documents Updates
 Change Log
 Issue Log

 Lessons Learned Register

 Stakeholder Register
Monitor Stakeholder Engagement
 Monitoring stakeholder relationships
 Engaging stakeholders through modification of engagement
strategies and plans.
 Increases the efficiency and effectiveness of stakeholder
engagement
Monitor Stakeholder Engagement - ITTO
TOOLS AND TECHNIQUES
1.Data Analysis
INPUTS Alternatives Analysis
OUTPUTS
Root Cause Analysis
1.Project Management Plan 1.Work Performance Information
Stakeholder Analysis
a.Resource Management Plan Decision Making 2.Change Requests
b.Communications Management Multicriteria Decision Analysis 3.Project Management Plan
Plan Voting Updates
c.Stakeholder Engagement Plan Data Representation Resource Management Plan
2.Project Documents Stakeholder Engagement Assessment
Matrix Communications Management
a.Issue Log Plan
Communication Skills
b.Lessons Learned Register Feedback Stakeholder Engagement Plan
c.Project Communications Presentations Project Documents Updates
d.Risk Register Interpersonal and Team Skills Issue Log
e.Stakeholder Register Active Listening Lessons Learned Register
3.Work Performance Data Cultural Awareness
Risk Register
Leadership
4.Enterprise Environmental Factors Stakeholder Register
Networking
5.Organizational Process Assets Political Awareness
Meetings
Monitor Stakeholder Engagement - Inputs
 Project Management Plan
 Resource Management Plan
 Communication Management Plan
 Stakeholder Engagement Plan
 Project Documents
 Issue Log
 Lesson Learned Register
 Project Communications
 Risk Register
 Stakeholder Register
 Work Performance Data
 Enterprise Environmental Factors
 Organizational Process Assets
Monitor Stakeholder Engagement - Tools
 Data Analysis
 Alternatives analysis
 Root Cause analysis
 Stakeholder analysis
 Decision Making
 Voting
 Multicriteria Decision Making
Monitor Stakeholder Engagement - Tools
 Data representation
 Stakeholder Engagement Assessment matrix
 Communication skills
 Feedback
 Presentations
 Interpersonal and team skills
 Active listening
 Cultural awareness
 Leadership
 Networking
 Political awareness
 Meetings
Monitor Stakeholder Engagement - Outputs
 Work Performance Information
 Change requests
 Project Management Plan Updates
 Resource management plan
 Communications management plan
 Stakeholder engagement plan
 Project Documents Updates
 Issue log
 Lessons learned register
 Risk register
 Stakeholder register
Agile Principles and
Mindset
DOMAIN I
What is Agile
¾Developed for Software projects, but it is a
methodology that can be used on all Projects types
¾Agile is an umbrella term that is used to refer to
different types of iterative development
¾Scrum is the most common method of agile, there
are others such as extreme programming (XP), lean
development, and Kanban.
Agile vs. Traditional Project Management

¾Agile builds in increments vs. as a whole

¾Agile does planning throughout vs. done all at
once
¾Agile delivers products over time vs. all at once
¾Customers sees value faster vs. at the end
¾Agile wants changes vs. discouraging changes
Agile Benefits
¾Customer involved throughout the life cycle
¾Greater Customer Interaction with all stakeholders
¾Constant Feedback is required to stay current and
successful
¾Greater Value up front
¾Change is welcomed by all stakeholders
Agile Concurrent Development
• Fund incrementally – opt to extend, redirect
or cancel at a very granular level
• Deliver & realize value steadily
• Validate designs with users & customers
• Continuously adapt to risk and change
• Integrate early & often
Agile Declaration of Interdependence (DOI)
Agile and adaptive approaches for linking people, projects and value
We are a community of project leaders that are highly successful at delivering
results. To achieve these results:
We increase return on investment by making continuous flow of value our
focus.
We deliver reliable results by engaging customers in frequent interactions and
shared ownership.
We expect uncertainty and manage for it through iterations, anticipation, and
adaptation.
We unleash creativity and innovation by recognizing that individuals are the
ultimate source of value, and creating an environment where they can make a
difference.
We boost performance through group accountability for results and shared
responsibility for team effectiveness.
We improve effectiveness and reliability through situationally specific
strategies, processes and practices.

©2005 David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug
DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent
McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.
Agile Mindset
Welcoming change
Working in small value increments
Using build and feedback loops
Learning through discovery
Value -driven development
Failing fast with learning
Continuous delivery
Continuous improvement
Inverting the Triangle

Fixed
Time Cost
Scope
Agile

Traditional Scope

Time Cost

Variable
Agile Manifesto
Create in 2001
Contains:
ම 4 values
ම 12 guiding principles

https://agilemanifesto.org/
The Agile Manifesto Values
We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:

Individuals & interactions over Processes & tools

Comprehensive
Working software over
documentation

Customer collaboration over Contract negotiation

Responding to change over Following a plan

That is, while there is value in the items on the right,

we value the items on the left more.
www.agilemanifesto.org
Individuals and interactions over processes and tools

¾While processes and tools will likely be necessary on

our projects, we should focus the team's attention on
the individuals and interactions involved.
¾Projects are undertaken by people, not tools
¾Problems get solved by people, not processes
¾Projects are ultimately about people
Working software over comprehensive documentation

¾Focus on the delivering value vs. paperwork.

¾Agile documents should be barely sufficient
¾Done just in time
¾Done just because
¾Delivering software that does what it should
comes first, before creating documentation.
¾Agile dramatically simplify the administrative
paperwork relating to time, cost, and scope control
Customer collaboration over contract negotiation

¾Be flexible and accommodating, instead of fixed

and uncooperative
¾Manage change, don’t suppress change
¾Shared definition of “done”
¾Requires trusting relationship
Responding to change over following a plan

¾Spend effort and energy responding to changes

¾Software projects tend to have high rates of
change
Agile Guiding Principles 1-3

1. Our highest priority is to satisfy the customer

through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Agile Guiding Principles 4-6
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
Agile Guiding Principles 7-9
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable
development. The sponsors, developers)and
users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.
Agile Guiding Principles 10-12
10. Simplicity; the art of maximizing the amount of work
not done is essential.
11. The best architectures, requirements and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective then tunes and adjusts its
behavior accordingly.
Agile Methods
¾Over 12 agile methodologies
¾Scrum
¾Extreme Programming (XP)
¾Kanban Development
¾Lean Software Development
Agile Terms
Product Owner - Designated person that represents the customer on the project

Agile Project Manager/Scrum Master – Manages the agile project

Product Backlog - Project requirements from the stakeholders

Sprint Planning Meeting- Meeting done by the agile team to determine what features will be done in the next sprint

Sprint Backlog – Work the team selects to get done in the next sprint

Sprint - A short iteration where the project teams work to complete the work in the sprint backlog, (1-4 weeks typical)

Daily Stand Up Meeting - A quick meeting each day to discuss project statuses, led by the Scrum Master. Usually 15 minutes

Sprint Review – An inspection done at the end of the sprint by the customers

Retrospective – Meeting done to determine what went wrong during the sprint and what when right. Lesson learned for the sprint.

Partial Completed Product - Customers Demo the product and provides feedback. This feedback adjust the next Sprint priorities

Release - Several Sprints worth of work directed to operations for possible rollout and testing

Sprint = Iteration
Agile Process

Product Sprint Sprint

Customers/Product Planning
Sprint/Iteration
Ownwer Backlog Backlog
Meeting

Potentially Sprint Sprint Review

Shippable Product REtrospective Meeting
Increment
Scrum
Set of team guidance practices, roles, events, artifacts,
and rules
Based on three pillars of Transparency, Inspection, and
Adaptation:
ම Transparency
ම Visibility to those responsible for the outcome
ම Inspection
ම Timely checks on how well a project is progressing toward goals
ම Looks for problematic deviations or differences from goals
ම Adaptation
ම Adjusting a process to minimize further issues if an inspection shows a
problem or undesirable trend
Scrum Roles & Responsibilities
Product Owner
ම Owns Product vision
ම Defines features, decides on release date and content
ම Responsible for market success
ම Prioritizes features according to market value
ම Can change features and priorities every Sprint

ScrumMaster
ම Responsible for facilitating process
ම Focuses Team and protects them from external
interruption
ම Looks for ways to enhance productivity
ම Assists Product Owner in leveraging Scrum
Scrum Roles & Responsibilities
Development Team
ම Small group containing all necessary project
skills
ම Focuses on steady delivery of high quality
features
ම Generates options for delivery
ම Manages own work within Sprints
Scrum Activities
The Scrum methodology refers to several different
types of activities:
1. sprint planning meeting
2. sprints
ම Daily stand-up meeting

3. sprint review meeting

4. sprint retrospectives.
Sprint Planning Meeting
9Used to determine what work will be done in that
sprint and how the work will be achieved.
9The development team predicts what can be
delivered based on estimates, projected capacity, and
past performance to define the sprint goal.
9The development team then determines how this
functionality will be built and how the team will
organize to deliver the sprint goal.
9Output of this will be the sprint backlog. The work to
get done in the next sprint.
Sprints
9A sprint is a timeboxed (time-limited) iteration of
1-4 weeks to build a potentially releasable product
9Each sprint includes a sprint planning meeting,
daily Scrum, the actual work, a sprint review
meeting, and the sprint retrospective
9During the sprint, no changes are made that
would affect the sprint
9The development team members are kept the
same throughout the sprint
Daily Scrum (or Standup)
9A 15-minute time-boxed activity for the
Development Team to synchronize activities
and create a plan for the next 24 hours
9Should be held at the same time and place
each day
9Each team member should answer 3
questions:
1. What did you do yesterday?
2. What will you do today?
3. Are there any impediments in your way?
Sprint Review
9Takes place at the end of the Sprint
9Designed to gather feedback from
stakeholders on what the Team has completed
in the sprint
9Team demonstrates work that was completed
during the sprint
9To create a conversation between
the Team and the stakeholders about how to
make the product better
9should be time boxed to no more than an
hour per week of Sprint
Sprint Retrospective
9Opportunity for the Team to inspect and
create a plan for improvements to be done
during the next Sprint.
9Team discusses:
9What went well
9What went wrong
9What to do more of
9What to do less of
Scrum Artifacts
9Product increment
9Part of the product that is complete after each
sprint

9Product Backlog
9Prioritized list of valuable items to deliver

9Sprint Backlog
9List of committed items to be addressed within
Sprint
Product Backlog
9Prioritized list of all work that needs to be done
to complete the product
9List is dynamics, it evolves as the more work is
added and prioritized
9Items in it is prioritized by the product owner
and is sorted by value
9Most valuable items are listed first
9Constantly being refined as more work is added
to it.
9Team and product owner will “groom the
backlog”.
Product Increment

9Part of the product that is done after

each sprint
9Done to get feedback after each
sprint
9The product owner and team needs
to agree upon the “definition of done”
before the team starts working on the
product
Sprint Backlog
9The sprint backlog is the set of items
from the product backlog that were
selected for a specific sprint.
9The sprint backlog is accompanied by
a plan of how to achieve the sprint
goal, so it serves as the development
team's forecast for the functionality
that will be part of the sprint.
9It is a highly visible view of the work
being undertaken and may only be
updated by the development team.
Definition of Done (DoD)
Definition of Done (DoD) is a shared
understanding of what it means when work is
considered done, it should be defined at the
beginning of the project, and it applies
globally to the project.
Definition of Done (DoD) is a crucial element
of a successful scrum software development
Might include things such as:
ම DoD for Unit & functional tests.
ම DoD Documentation.
ම DoD for a Writing code.
Extreme Programming (XP)

Software development centric agile method

Focus software development good practices
Scrum at the project management level focuses on
prioritizing work and getting feedback
XP Core Values
Simplicity
ම Reduce complexity, extra features, and waste
ම “ Find the simplest thing that could possibly work"

Communication
ම Team members know what is expected of them
and what other people are working on
ම Daily stand-up meeting is key communication
component

Feedback
ම Get impressions of correctness early
ම Failing fast allows for faster improvement
XP Core Values
Courage
ම Allow our work to be entirely visible to others

Respect
ම People work together as a team and everyone is
accountable for the success or failure of the project
ම Recognize people work differently and respect those
differences
XP Roles
Coach
ම Acts as a mentor, guiding the process and helping the
team stay on track. Is a facilitator helping the team
become effective.
Customer:
ම Business representative who provides the requirements,
priorities, and drives the business direction for the
project.
Programmers
ම Developers who build the product. Writes the codes.
Testers
ම Helps the customer define and write the acceptance tests
for the user stories.
Product Owner and Customer are equivalent
ScrumMaster and Coach are equivalent
XP Practices
Planning Activities (Games):
ම Release Planning:
ම Push of new functionality all the way to the production user
ම Customer outlines the functionality required
ම Developers estimate difficult build
ම Iteration Planning:
ම Short development cycles within a release (Scrum calls
"sprints”)
ම Conducted at start of every iteration, or every two weeks
ම Customer explains functionality they would like in iteration
ම Developers break functionality into tasks and estimate work
ම Based on estimates and amount of work accomplished in
previous iteration,
XP Practices
Small Releases:
ම Frequent, small releases to test environments
ම Demonstrate progress and increase visibility for the customer
ම Quality is maintained: Rigorous testing or Continuous integration

Customer Tests:
ම Customer describes one or more tests to show software is working
ම Team builds automated tests to prove software is working.

Collective Code Ownership:

ම Any pair of developers can improve or amend any code
ම Multiple people work on all code, which results in increased visibility
and knowledge of code base
ම Leads to a higher level of quality; with more people looking at the
code, there is a greater chance defects will be discovered.
ම Less risk if programmer leaves, since knowledge is shared
XP Practices
Code Standards:
ම Follow consistent coding standard
ම Code looks as if it has been written by a single,
knowledgeable programmer

Sustainable Pace:
ම While periods of overtime might be necessary, repeated
long hours of work are unsustainable and
counterproductive
ම The practice of maintaining a sustainable pace of
development optimizes the delivery of long-term value
XP Practices
Metaphor:
ම XP uses metaphors and similes to explain designs and
create a shared technical vision.
ම These descriptions establish comparisons that all the
stakeholders can understand to help explain how the
system should work.
ම For example, “The invoicing module is like an Accounts
receivable personnel who makes sure money collected
from our customers”.
Continuous Integration:
ම Integration involves bringing the code together and
making sure it all compiles and works together.
ම This practice is critical, because it brings problems to
the surface before more code is built on top of faulty
or incompatible designs.
XP Practices
Test -Driven Development (TDD):
ම The team writes tests prior to developing the new
code.
ම If the tests are working correctly, the initial code that
is entered will fail the tests
ම The code will pass the test once it is written correctly.

Pair Programming:
ම In XP, production code is written by two developers
working as a pair to write and provide real-time
reviews of the software as it emerges.
ම Working in pairs also helps spread knowledge about
the system through the team.
XP Practices
Simple Design:
ම Code is always testable, browsable, understandable, and
explainable
ම Do the simplest thing that could possibly work next. Complex
design is replaced with simpler design
ම The best architectures, requirements, and designs emerge
from self-organizing teams
Refactoring:
ම Remove redundancy, eliminate unused functionality, and
rejuvenate obsolete designs
ම Refactoring throughout the entire project life cycle saves
time and increases quality
ම Code is kept clean and concise so it is easier to understand,
modify, and extend
Some Basic Terminology Review
Extreme
Scrum Definition
Programming (XP)
Fixed-length period of time
Sprint Iteration
(timebox)
Release Small Release Release to production
Sprint/Release
Planning Game Agile planning meetings
Planning
Business representative to
Product Owner Customer
project
Retrospective Reflection “Lessons learned”-style meeting

ScrumMaster Coach Agile project manager

Development Empowered Cross-Functional
Team
Team team
Daily Scrum Daily Standup Brief daily status meeting
Lean Software Development
Lean was started by Toyota as manufacturing method that
was applied to software development.
Principles:
ම Using visual management tools
ම Identifying customer-defined value
ම Building in learning and continuous improvement
Lean Software Development

Eliminate
Waste

Amplify Empower
Learning the team

Lean
Defer Deliver
Decisions Fast

Optimize
Build
the
Quality In
Whole
Lean Software Development
Eliminate waste:
ම To maximize value, we must minimize waste. For software systems, waste can take the form of
partially done work, delays, handoffs, unnecessary features.

Empower the team:

ම Rather than taking a micro-management approach, we should respect team member’s superior
knowledge of the technical steps required on the project and let them

Deliver fast:
ම Quickly delivering valuable software and iterating through designs.

Optimize the whole:

ම We aim to see the system as more than the sum of its parts.
Lean Software Development
Build quality in:
ම Build quality into the product and continually assure quality throughout the
development process

Defer decisions:
ම Balance early planning with making decisions and committing to things as late as
possible.

Amplify learning:
ම This concept involves facilitating communication early and often, getting feedback as
soon as possible, and building on what we learn.
Seven Wastes of Lean
1. Partially done work
2. Extra Processes
3. Extra features
4. Task switching
5. Waiting
6. Motion
7. Defects
Kanban Development
Kanban development is derived from the lean production system used at
Toyota.

"Kanban" is a Japanese word meaning "signboard."

Items In Progress Testing Done

6 cards 4 cards
Kanban five core principles:
Visualize the workflow:
ම Software projects, by definition, manipulate knowledge, which is intangible and invisible.

Limit WIP:
ම Keeping the amount of work in progress low increases the visibility of issues and
bottlenecks

Manage flow:
ම By tracking the flow of work through a system, issues can be identified and changes can
be measured for effectiveness

Make process policies explicit:

ම It is important to clearly explain how things work so the team can have open discussions
about improvements

Improve collaboration:
ම Through scientific measurement and experimentation, the team should collectively own
and improve the processes it uses.
Kanban Limit Work in Progress

https://herdingcats.typepad.com/my_weblog/2014/08/the-
use-and-misuse-of-littles-law.html
Other agile methods
Feature-Driven Development
ම Team will first develop an overall model for
the product then build a list, and plan the
work.

Dynamic Systems Development

ම One of the first agile methods and follows
eight principles.

Crystal
ම It’s a customized methodologies that are
coded by color names.
Leading Effectively
Tap into people’s intrinsic motivations
ම Discover why team members want to do something and
what motivates and then align that to the project goals

Management vs Leadership
ම Management Æ Mechanical Focus
ම Leadership Æ Humanistic Focus (on people and purpose)

Management Focus Leadership Focus

Task/things People
Control Empowerment
Command Communication
Leading Effectively
Servant Leadership
ම Leader provides what the team needs
1. Shield team from interruptions
2. Remove impediments to progress
3. (Re)Communicate project vision
4. Carry food and water
Twelve Principles for Leading Agile Projects
1. Learn the team members needs
2. Learn the project requirements
3. Act for the simultaneous welfare of the
team and the project
4. Create an environment of functional
accountability
5. Have a vision of the completed project
6. Use the project vision to drive your own
behavior

©2002 Jeffery Pinto, Project Leadership from Theory to Practice

Twelve Principles for Leading Agile Projects
7. Serve as the central figure in successful
project team development
8. Recognize team conflict as a positive step
9. Manage with an eye toward ethics
10. Remember that ethics is not an
afterthought, but an integral part of our
thinking
11. Take time to reflect on the project
12. Develop the trick of thinking backwards
Leadership Tools and Techniques
Using these tools still need soft-skills
approach
Modeling Desired Behavior
ම Honesty
ම Forward-Looking
ම Competent
ම Inspiring
Communicating project vision
Enabling others to act
ම Switch from exclusive tools to inclusive tools
Being willing to change the status quo
Leadership Task
Practice Transparency through Visualization
Crate a safe environment for
experimentation
Experiment with new techniques and
processes
Share knowledge through collaboration
Encourage emergent leadership vis a safe
environment
Value-Driven Delivery
Value-Driven Delivery
Projects undertaken to generate business value
ම Produce Benefit
ම Improve Service
ම Market Demand
ම Safety Compliance
ම Regulatory Compliance
Early Value Delivery
Agile promote early and often delivery
Aim to deliver highest value early in project
ම Deliver as many high-value components as soon
as possible
ම Reduces risk
ම Stakeholder satisfaction Î Project success
ම Shows understanding of stakeholders’ needs
ම Stakeholders are engaged
ම Builds confidence of stakeholders in team
Reduce Waste
Minimize Waste, E.g:
ම Partially done work
ම Extra processes
ම Extra features
ම Waiting
ම Defects
Assessing Value - Financial Metrics
Return on investment (ROI)
ම The ratio of the benefits received from an
investment to the money invested. Usually a
percentage

Internal rate of return (IRR)

ම Interest rate you will need to get in today’s
money to receive a certain amount of money
in the future

Present Value/Net Present value (NPV)

ම Value of future money in today’s terms
Assessing Value - Financial Metrics
Earned Value Management
ම Formulas that monitor the value of the
project as its progressing.
Accounting on Agile Projects
Refers to how the different economic
models of agile works
Agile accounting is different than
traditional accounting
Agile looks to deliver value as quickly as
possible
Uses minimal viable product (MVP)
This leads to more opportunity for
incremental funding
Key Performance Indicators (KPI’s)
Uses as a way to measure the project progress
ම Rate of progress: How much points has been
completed
ම Remaining work: How much work is yet to be
done from the backlog
ම Likely completion date
ම Likely Cost remaining
Regulatory Compliance
Mandated requirements usually by
government agencies
Must be implement into the project work as
regular development work
Doing it after the project work is done
Risk Management
Risk is closely related to value
Considered as anti-value
Usually has the potential to remove,
erode or reduce value with threats
Managing Risks Process

Quantitative Qualitative Plan Risk Implement Monitor and

Plan Risk
Identify Risks Risk
Management Risk Analysis Risk Analysis Responses Control Risks
Responses

Traditional Risk Management Approach

Tools to Manage Risk
Risk-adjusted backlog
Risk burndown chart
 Planning Value – Value Based Prioritization
How Customers Conduct Value Prioritization
Valued based prioritization is the one of core
practices in agile planning
Features are prioritized on the basis of business
value, risk and dependencies
Some of prioritization techniques used:
ම Simple Scheme
ම MoSCoW prioritization
ම Monopoly Money
ම 100-point method
ම Dot Voting or Multi-voting
ම Kano Analysis
ම Requirements Prioritization Model

2
Prioritization Techniques
Simple Scheme
ම Priority 1, Priority 2, Priority 3, etc.
ම Could be problematic as many items
might become the first priority.

MoSCoW prioritization
ම Must have
ම Should have
ම Could have
ම Would like to have, but not this time
Prioritization Techniques
Dot Voting or Multi-voting
ම Each person gets a certain number of
dots to distribute to the requirements

Monopoly Money
ම Give everyone equal monopoly money
ම They then distribute the funds to what
they value the most

100-point method
ම Each person is given 100 points
ම They then use that to distribute to
individual requirements
Prioritization Techniques
Kano Analysis
ම Helps to understand the customers
satisfaction
ම Delighters/Exciters
ම Satisfiers
ම Dissatisfiers
ම Indifferent

https://foldingburritos.com/kano-model/
Prioritization / Ranking is Relative
Doesn’t matter what techniques the customers
uses priority, the end results should be a list of
prioritized features.
Delivering Value Incrementally
Incremental delivery is about deploying
working parts of a product over the life of the
project
In software development, its first delivered
to a testing environment then to production
This will reduce the amount of rework by
discovering issues early and fixing them
Delivering Value Incrementally

http://www.agilemodeling.com/essays/costOfChange.htm
Minimal Viable Product (MVP)
Refers to a set of functionality that is
complete to be useful, but small
enough not to be an entire project
Usually a module in a software
Tools for Agile Projects
Low-tech, high-touch over computer models
When using computer models problems
could arise such as:
ම Data accuracy perception increases
ම No stakeholder interaction. Only a few people
would update them
Low-Tech, High-Touch Tools
Use card, charts, whiteboards, and
walls
Promotes communication and
collaboration
Skip using a computer Gantt chart to a
Kanban board
Kanban/Task Board
An "information radiator" - ensures efficient
diffusion of information
Can be drawn on a whiteboard or even a section of
wall
Makes iteration backlog visible
Serves as a focal point for the daily meeting

Items In Progress Testing Done

6 cards 4 cards
Limit WIP (Work in Progress)
Includes work that has been started but
not completed yet
Represents money spent with no return
Hides process bottlenecks that slow the
processes
Represents risk in form of potential risk
Agile processes aim to Limit and
optimize WIP
Optimal WIP makes processes efficient
Cumulative Flow Diagrams (CFD’s)
Stack graphs that show how work is
progressing
700

600

500

400
Ready
Dev
300
Test

200 Deployed

100

0
Cumulative Flow Diagrams (CFD’s)
Bottlenecks and Theory of Constraints
Cumulative Flow Diagrams (CFD’s)
Bottlenecks and Theory of Constraints

Widening area
activity

Bottleneck
Activity
Agile Contracting
Agile’ s flexibility creates difficulty in outlining
contract acceptance criteria
ම Agile attempts to fix resources and time (cost)
and vary functionality

“Customer collaboration over contract

negotiation”
ම Close cooperation
ම Active participation
ම Timely and often feedback

Money for nothing and change for free

Agile Contracting
Graduated Fixed Price Contract
ම Buyer / Seller share in risks and rewards
ම Different hourly rates based on:
ම Finish early, Finish on time, Finish late

Fixed Price Work Packages

ම Mitigate risks of under/over estimating
Verifying and Validating Value
“Gulf of Evaluation”
ම What one person describes is often different from
how another interprets
Frequent Verification and Validation
Resolve problems as soon as possible
Don’t let little problems grow over time
Stakeholder
Engagement
DOMAIN 3
Stakeholder Stewardship
Looking after everyone involved on the
project
Ensuring everyone has everything they
need to compete the project successfully
Starts with identifying the stakeholders
Educating People about Agile
Teach all the stakeholders about the benefits of
agile
Concerns about agile can Include:
ම Senior management and sponsor: They are
worried about the risk of failing
ම Managers: fear the loss of control
ම Project team: resist agile methods
ම Users: will not get all features
Engaging Stakeholders
Short iterations and release keeps them engage
Keeping then engage can lead to stakeholders
being more involved and getting more change
request
This helps us to identify risk and issues early
If some stakeholders are causing problems, the
agile PM will need to use their interpersonal skills
to resolve issues
Need to have a process for escalating
stakeholders issues
Why such a big focus on stakeholders?
ම Projects and done by people for people
Methods of Stakeholder Engagement
Get the right stakeholders
Cement stakeholder involvement
Actively manage stakeholder interest
Frequently discuss what done looks like
Show progress and capabilities
Candidly discuss estimates and projections
Set a Shared Vision
Important to ensure customers and agile
project team has the same vision
Methods include:
ම Agile Charter
ම Definition of “Done”
ම Agile Modeling
ම Use case diagram
ම Data models
ම Screen design
ම Wireframes
ම Personas
Agile Chartering
High-level (uses the W5H)
Agreement
Authority to proceed
Focuses on how project will be conducted
ම Allows for flexibility and ability to deal with change

Project specific processes outlined

May use project Tweet – Describes project goal
in 140 Characters or less.
Definition of “Done”
Creating a shared vision of what done looks
like
Should be done for:
ම User stories
ම Releases
ම Final project deliverables
Agile Modeling
Different modeling techniques that are
used to help establish the shared vision
Should be lightweight or “barely
sufficient”
Agile Modeling
ම Use case diagrams
ම Visually shows how users would use an application

https://en.wikipedia.org/wiki/Use_case_diagram
Agile Modeling
ම Data models
ම How the data are structured in tables and their
relationships

http://www.agiledata.org/essays/dataModeling101.html
Agile Modeling
ම Screen designs
ම Simple screen shots

http://agilemodeling.com/artifacts/uiPrototype.htm
Wireframes
Wireframes
ම Quick mock-up of product
ම “low-fidelity prototyping”
ම Clarify what “done” looks like
ම Validate approach prior to execution
Personas
Personas
ම Quick guides or reminders of key stakeholders and interests
ම Provide description of users
ම Be grounded in reality
ම Be goal-oriented, specific, and relevant
ම Be tangible and actionable
ම Generate focus
ම Help team focus on valuable features to users
Personas
Name: Andrew Jones– Certified Accountant

Value:
Andrew would like to ensure all
company bills are paid on time
while using online auto payments.
Description:
Andrew has been an Accountant He would like to ensure customers
for over 10 years and has worked are reminded automatically of
at many large accounting firms. outstanding balances.

He likes to be organized and get He is looking to print the

his work done on time. receivables and payable reports
on a weekly basics to check on
bills and invoices.
Communicating with Stakeholders
Face to face communication
Two-way communication
Knowledge sharing
Information Radiators
Social Media
Face-to-face Communication
Face to face communication

http://www.agilemodeling.com/essays/communication.htm
Communicating with Stakeholders
Two-way communication
ම Just don’t ask for confirmation or concerns, but
actually listen to what they have to say

Knowledge sharing
ම Agile teams work closely with each other such
as with pair-programming.
ම Using Kanban boards or wireframes are ways to
share information
ම Use of low-tech tools like a whiteboard will
allow all to see the work and understand it
ම We must encourage it
Communicating with Stakeholders
Information Radiators
ම Things that are highly visible
ම Used to display information
ම Usually includes chats, graphs and boards

Social Media
ම Use to communicate
ම Can include twitter or Instagram
Green Zone/Red Zone
Red Zone:
ම Blames others for everything
ම Responds defensively
ම Feels threatened
ම Triggers defensiveness
ම Doesn’t let go or forgive
ම Uses shame and blame
ම Focus on short-term advantage
ම Doesn’t seek or value feedback
ම Sees conflict as a battle and only seeks to win
ම Communicates high level of disapproval
ම Sees others as the problem or enemy
ම Does not listen effectively
Green Zone/Red Zone
Green Zone:
ම Take responsibility
ම Seeks to respond nondefensively
ම Is not easily threatened psychologically
ම Attempts to build success
ම Uses persuasion rather than force
ම Thinks both short and long term
ම Welcomes feedback
ම Sees conflict as a natural part of life
ම Seeks excellence rather than victory
ම Listens well
Using Workshops
Meeting when work gets done
Retrospectives are a type of workshops
Ways to make them more effective:
ම Diverse groups has a larger perspective
ම Use methods such as round-robin to ensure no
one dominates
ම Try to get everyone to participate in the first
few minutes

User story workshops are where we write the

user stories and keep stakeholders engage
Brainstorming
Brainstorming
ම Quite Writing
ම Give people about 5 minutes to write down their ideas
ම Round-Robin
ම Pass a token around to ensure everyone will speak
ම Free-for-all
ම People shout out their taught. May only work in a
supportive environment
Collaboration Games
Remember the future
Prune the product tree
Speedboat(Sailboat)
Remember the future
Ask stakeholders to imagine that an upcoming
release was successfully and to look back
Gets a better understanding of how a
stakeholder would define success
Outlines how we can accomplish that success for
them
Prune the Product Tree
Draw a tree and ask stakeholders to add their
features to it
Use stick notes to have them place new features
on the tree
Group the features on the trunk
Features that are depending on other features
would be higher up the tree
Lets everyone understand the priorities of
development
Speedboat(Sailboat)
Draw a waterline and a boat moving
Explain the boat is moving toward the goals of
the project
Ask them to use sticky notes to show what can
make the boat move (wind) and what can stop
it (anchors)
Allows stakeholders to identify threats and
opportunities
Using Critical Soft Skills
Emotional intelligence
Negotiation
Active Listening
Facilitation
Conflict Resolution
Participatory Decision Models
Emotional intelligence
Our skill to identify, assess, and influence the
emotions of ourselves and others around us
We need to recognize our own feeling
Then we can learn how to response to others
and how they feel
Understand how we take care of ourselves
will impact other around us
As an agile PM we have to know when team
members are stuck, angry, or frustrated
Negotiation
This happens all throughout the project
Good negotiation will allow everyone to
investigate the options and trade-offs
Most effective when interactions between
people are positive and there are room for
give and take
Active Listening
Level 1: Internal – how is it going to affect me
Level 2: Focused – put ourselves in the mind
of the speaker
Level 3: Global – builds on level with body
language
Facilitation
Run effective meeting and workshops.
Have the following:
ම Goals
ම Rules
ම Timing
ම Assisting
Conflict Resolution
All projects will have conflicts
While some level of conflicts are good, we
need to ensure they don’t become a “world
war” where people are trying to destroy
each other
Levels of conflict(1-5):
ම Level 1: Problem to solve – sharing info
ම Level 2: Disagreement – Personal Protection
ම Level 3: Contest – Must win
ම Level 4: Crusade – Protecting one’s group
ම Level 5: World War – Must destroy the other
Participatory Decision Models
Engage stakeholder in decision making process
ම Simple voting
ම Vote “for” or “against” it
ම Thumps up/down/sideways
ම People hold their thumps in a way of if the support it or not. Sideway is
if they cannot make up their mind
ම Fist of five
ම People how up finger based on they support the idea
ම 1 finger: total support – 5 finger: Stop against it
Team Performance
People Over Processes
Projects are done by people, not tools
ම Agile manifesto: “Individuals and Interactions
over processes and tools”

Focus on the people side of the project

Projects are more about people management
than tools management
People Over Processes
COCOMO
ම Constructive Cost Model
ම To determine correlation between project input
variables and final cost to use to estimate future
projects
ම People factors has a score of 33…11 times more
significant than tools and processes
COCOMO II

Schedule Constraints 1

Project Precedence 1

Design reuse 1

Tools and Process 3

Computer 4

Product 10

People 33

0 5 10 15 20 25 30 35
Development/Delivery Team
Group that build and test the increments of
the product
ම Build product in increments
ම Update information radiators
ම Self organize and directing
ම Share progress by doing daily stand-up
meetings
ම Write acceptance tests
ම Demo the completed product increments
ම Holds retrospectives at the end of sprints
ම Does release and sprint planning and
estimations
Product Owner/Customer
Prioritizing the product features
Manage the product backlog ensuing its
accurate and up to date
Ensures the team has a shared
understanding of the backlog items
Defines the acceptance criteria
Provides the due dates for the releases
Attends planning meeting, reviews, and the
retrospective.
Agile Project Manager (ScrumMaster/Coach)
Act as a servant leader
Help the team self-organize and direct
themselves
Be a facilitator
Ensure the team plan is visible and the
progress is known to the stakeholders
Act as a mentor and coach
Work with the product owner to manage
the product backlog
Facilitates meeting
Ensure issues are solved
Building Teams
Self-Organizing
Self-Directing
Small teams with fewer than 12 members
Generalizing Specialists
Have members that can do different
tasks
Members skilled in more than one area
Share work reduce bottleneck
High-Performance Agile Teams
Have a shared vision
Realist goals
Fewer than 12 members
Have a sense of team identity
Provide strong leadership
Experiments (Have a safe place)
Establish safe environment for disagreement
Allows team members to build strong commitment
to decisions
Encourage people to experiments with new methods
Leads to more engagement
Welcome Constructive Disagreement
Leads to better buy-in and decisions
Avoiding conflicts can lead to conflicts
escalating
A safe place for disagreement leads to
successful problem solving
Models of team development
Shu-Ha-Ri Model of Skill Mastery
ම Shu- Obey,
ම Ha – Moving away,
ම Ri – finding individual paths

Dreyfus Model of Adult Skill Acquisition

ම Novice, Advanced Beginner, Competent, Proficient,
Expert
Tuckman’s Five Stages of Team Development
1. Forming: team comes together and starts to
get to know each other. There is not much
conflict or communication.
2. Storming: team members start to have
conflicts with each other. They start to learn of
each other’s ideas and may not agree with
them. Most conflicts takes place in this stage.
3. Norming: the team members begin to agree
with each other on the best methods to build
the deliverables. Generally, everyone is coming
to a consensus.
4. Performing: the team is performing well and is
working without conflict.
5. Adjourning: In this stage, the project is
completed and the team is reassigned.
Adaptive Leadership
Concept of adapting how we lead team based on
specific circumstances and how mature team is in
formation

Forming Directing
Storming Coaching
Norming Supporting
Performing Delegating
Adjourning
Training, Coaching, and Mentoring
Training
ම Teaching of skills or knowledge
Coaching
ම Process that helps a person develop and
improve their skills
Mentoring
ම More of a professional relationship that
can fix issues on an as-needed basis
Help team stay on track, overcome
issues, and continually improve skills
Individual level
Whole-team level
Team Spaces
Co-located Teams
Team Spaces
Osmotic Communication
Global and Cultural Diversity
Distributed teams
Co-Located Teams
All team member work together in the same
location
Allows for face-to-face time and interaction
Should be within 33 feet of each other
No physical barriers
Sometimes a virtual co-location
Team Space
Lots of low-tech, high touch
ම Whiteboards and task boards
ම Sticky notes, flip charts
ම Round table
ම No barriers to face-to-face communication
Caves and Common
ම Caves Æ space team members can retreat to individually
ම Common Æ space team members can work as group

Osmotic Communication
ම Information flows that occur as part of everyday conversations and
questions
ම 33 feet or 10 meters

Tacit Knowledge
ම Information that is not written down; supported through collective
group knowledge
Global and Cultural Diversity
Time Zones
Cultures
Native Languages
Styles of communications
Distributed Teams
At least one team member working off-site
Need to find ways to replicate co -location
team benefits
Agile Tools
ම Low-Tech, High-Touch Tools
ම Digital Tools for distribute teams
ම Video conferencing
ම Interactive whiteboards
ම IM / VoIP
ම Virtual card walls
ම Web cams
ම Digital cams
Tracking Team Performance
Burn Charts
ම Burnup
ම Burndown

Velocity Charts
Burnup Chart

Work that has been done

Burndown Chart
Burndown Chart

Work that remains to be done

Velocity Charts
25

20

15

10

0
1 2 3 4 5 6 7 8 9 10 11 12

Iterations

Show how the team is performing

Velocity Charts
If a team has complete 3 iterations with the
average velocity of 18 points per iteration, how
many iterations would it take to complete 250
points of work?
=250/18 = About 14 more iterations.
Adaptive Planning
Adaptive Planning
Planning is ongoing process
Multiple mechanisms to proactively update plan
Focus on value delivery and minimize nonvalue-
adding work
Uncertainty drives need to replan
Frequently discover issues and experience high
rates of change
Agile Plans
Agile planning varies from traditional
planning
1. Trial and demonstration uncover true
requirements, which then require
replanning
2. Agile planning is less of an upfront
effort, and instead is done more
throughout the project
3. Midcourse adjustments are the norm
Principles of Agile Planning
1. Plan at multiple levels
2. Engage the team and the customer in planning
3. Manage expectations by frequently demonstrating progress
4. Tailor processes to the project’s characteristics
5. Update the plan based on the project priorities
6. Ensure encompassing estimates that account for risk,
distractions, and team availability
7. Use appropriate estimate ranges to reflect the level of
uncertainty in the estimate
8. Base projections on completion rates
9. Factor in diversion and outside work
Progressive Elaboration
Adding more detail as information emerges
Includes:
ම Plans
ම Estimates
ම Designs
ම Test scenarios

Rolling wave planning: Planning at multiple

points in time as data becomes available
Value-Base Analysis and Decomposition
Assessing and prioritizing the business
value of work items, and then plan
accordingly.
Consider payback frequency and
dependencies
Value -Based Decomposition
ම Breaks down requirements and prioritized them
ම Design the product box
Design the Product Box
“Coarse-Grained” Requirements
Keep Requirements “coarse” then
progressively refine them
Helps keeps the overall design
balanced
Delays decision on implementation
until the “last responsible moment”
Timeboxing
Short, fixed-duration periods of time in which
activities or work are undertaken
ම If work is not completed within time period,
move it to another timebox

Daily Stand-up – 15 minutes

Retrospectives – 2 hours
Sprints – 1-4 weeks
Beware of Parkinson’s Law
ම Work tends to expand to fill the time given
Agile Estimation
Knowledge of agile estimation theory & ability to perform
simple agile estimating techniques
Why do we estimate?
ම Determining which pieces of work can be done within a release
or iteration
How are estimates created?
ම By progressing through the stages planning.
How should estimates be stated?
ම Should be started in ranges
When do we estimate?
ම Throughout the project. More detail in the later parts of the
project
Who estimates?
ම Team members will do their own estimates
Ideal Time
Refers to the time it would take to complete
a given task assuming zero interruptions or
unplanned problems
Decomposing Requirements
User Stories
User Stories / Backlogs
• Business functionality within a feature that involves
1-3 days of work.
• Acts as agreement between customers and
development team
• Every requirement is user story
• Every story, including technical stories, has value
• Common structure of a user story

As a <user type>
I <want to/need, etc.> goal
So that <value>
User Story Example
“As an payroll clerk, I want to be able to view a report
of all payroll taxes, so that I can pay them on time”
“As a sales person, I want to be able to see a current
list of leads, so that I can call them back quickly”
“As student of this course, I want to be able to
understand the requirements of the exam, so that I
know if I qualify for it or not”
Three C’s of Stories
Have users write the stories on index
cards
No details, it’s used to help conversate
3 Cs:
ම Card
ම Conversation
ම Confirmation
User Stories - INVEST
Effective user stories should be “INVEST”
Independent
ම Should be independent so it can reprioritize
Negotiable
ම Should allow for trade-off’s based on cost and function
Valuable
ම Should clearly state the value of it
Estimatable
ම Should be able to estimate how long to complete
Small
ම Stories should be between 4-40 hours of work
Testable
ම Should be testable to ensure it will be accepted once
competed
User Story Backlog (Product Backlog)
Prioritize Requirements
Refining (Grooming) Backlog
ම Keeping the backlog updated and accurately prioritized
Relative Sizing and Story Points
Absolute estimates are difficult for humans to
make
Estimates should be relative
Assign points to each story using a relative
numbers
Fibonacci Sequence

https://en.wikipedia.org/wiki/Fibonacci_number

Fibonacci Sequence: 1, 2, 3, 5, 8, 13, 21

Guidelines for Using Story Points
Team should own the definition of their story
points
Story point estimates should be all-inclusive
Point sizes should be relative
Complexity, work effort, and risk should all be
included in the estimate
Affinity Estimating and T-Shirt Sizing
Affinity Estimating
ම Group estimates into categories or collections

T-Shirt Sizing
ම Place stories in sizes of t-shirts
Wideband Delphi
Wideband Delphi
ම Group-based estimation approach
ම Panel of experts, anonymously

It’s used to prevent:

ම Bandwagon effect
ම HIPPO decision making (HIghest-Paid Person's Opinion)
ම Groupthink
Planning Poker
Advantages of Wideband Delphi
Fast, collaborative process
Uses cards with Fibonacci sequence
Story Maps
High-level planning tool
Stakeholders map out what the
project priorities early in the
planning
Serves as the “product roadmap”
Shows when features will be
delivered and what is included in
each release
Product Roadmap
Shows when features will be delivered
and what is included in each release
Can convert the story map into a
product roadmap
Types of Iterations
Iteration 0
ම Set the stage for development efforts
ම Doesn’t build anything

Development Iteration
ම Build the product increment

Iteration H (hardening sprint or release)

ම Done at the end to clean up codes or producing
documentation

Iteration Dev Dev Dev Dev Iteration

0 Iteration Iteration Iteration Iteration H
Spikes
ම Architectural spike
ම Period of time dedicated to proof of concept
ම Risk-Based Spike
ම Team investigate to reduce or eliminate risk
Iteration Planning
Meeting run by the delivery team.
Discuss the user stories in the backlog
Select the user stories for the iteration
Define the acceptance criteria
Break down the user stories into task
Estimate the task
Release Planning
Meeting with all stakeholders to determined
which stories will be done in which iterations
for the upcoming release.
Selecting the user stories for the release
ම Using Velocity – points per iteration

Slicing the stories

ම Breaking down stories that are too large to be
completed in 1 iteration
Problem Detection and
Resolution
Understand How Problems Happen
All projects will have problems
As a project is progressing the agile PM
should expect issues to happen
Over time issues can delay or change a
project objectives
Cost of Change
Over time the cost of change will increase
Cost of Change
Technical Debt
Backlog of work caused by not doing
regular cleanup
If not done will lead the increase cost of
development and make it harder to
implement changes
Refactoring is the solution
Failure Modes
Why do people Fail:
1. Making mistakes
2. Preferring to fail conservatively
3. Inventing rather than researching
4. Being creatures of habit
5. Being inconsistent
Success Modes
Why do we succeed:
1. Being good at looking around
2. Being able to learn
3. Being malleable
4. Taking pride in work
Success Strategies
Balance discipline with tolerance
Start with something concrete and tangible
Copy and alter
Watch and listen
Support both concentration and communication
Match work assignment with the person
Retain the best talent
Use rewards that preserve joy and combine
rewards
Get feedback
Lead Time and Cycle Time
Lead/Cycle time
ම Lead time: how long something takes to go through
the entire process
ම Cycle time: how long something takes to go through a
part of the process. Part of lead time.

Cycle Time
ම Measure of how long it takes to get things done
ම Closely related to work in progress (WIP)
ම Excessive WIP is associated with several problems
ම Represents money invested with no return on investment yet
ම Hides bottlenecks in processes & masks efficiency issues
ම Represents risk in form of potential rework
Cycle Time
Long cycle times lead to increased amounts of WIP

ܹ‫ܲܫ‬
‫= ݁݉݅ܶ ݈݁ܿݕܥ‬
݄ܶ‫ݐݑ݌݄݃ݑ݋ݎ‬

Throughput: Amount of work that can done in a time period

Cycle Time Question
What would be the cycle time of feature A, if
it requires 60 points of work and the team
can complete 5 points per day?
=60/5 points per day = 12 days.
Defects
Longer defects are left, more
expensive to fix
More work may have been built on top
of bad design, resulting in more work
to be undone
Later in development cycle, more
stakeholders impacted by defect and
more expensive to fix
Escaped Defects
ම Defects that make it to the customer
Variance and Trend Analysis
Variance measure of how far apart things
are (or vary)
Trend Analysis measure that provides insight
into future issues
ම Lagging Metrics provides information on
something that has already happened
ම Leading Metrics provides information on is or
is about to occur
Control Limits
Help diagnose issues before issue occurs
Provide guidelines to operate within
Risk
Risk Adjusted Backlog
ම Adjusting the backlog for risk
ම Done after risk response

Expected Monetary Value = Impact($) x

Probability(%)
Risk Severity
ම Risk Probability x Risk Impact
ම Uses a scale of numbers (E.g 1-5)
Risk
Risk Burndown Graphs
Solving Problems
Problem Solving as continuous improvement
Engage the team
Some problems can’t be solved
Why Engaging the Team?
Team usually produces the best practical
solutions
Benefits
ම Get consensus from all members
ම Gets a broad knowledge base
ම Solutions are practical
ම When ask people work hard to produce
good ideas
ම Asking someone for help shows confidence

Usage and Cautions

ම Solve real problems
ම Poor team cohesion
ම Team and project changes
ම Follow-Through
Continuous
Improvement
Kaizen
Kaizen is a process for continuous improvement
name after the Japanese word
Focus on the team to implement small incremental
improvement
Usually follows the Plan-Do-Check-Act (PDCA) cycle
by Edwards Deming
PDCA

Act Plan

Check Do
Agile Cycle

Plan

Learn Develop

Evaluate
Process Analysis
Review and diagnose issues
Look for tailoring possibilities
Process Tailoring
Amend methodology to better fit project
environment
Change things for good reason, not just for
sake of change
Develop a hybrid
Value Stream Map
Optimize the flow of information or
materials to complete a process
Reduce waste (waiting times) or
unnecessary work
Steps to creating:
ම Identify the product or service
ම Create a value stream map
ම Review to find waste
ම Create a new map with the desire
improvement
ම Develop a roadmap to implement the fixes
ම Plan to revisit it again
Value Stream Map Example

Get
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Call US Course Register Attend 44 Minutes
Certificate
2 Minutes
info 10 Minutes 12 Minutes 20 Minutes

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2 Minutes
info 5 Minutes 5 Minutes 3 Minutes
Pre-Mortems
Team meeting that looks at possible
things that can cause failure during a
project before they take place
Steps include:
ම Think what the failures might be
ම Create a list of reasons that can cause the
failures
ම Review the project plan to determine
what can be done to reduce or remove
the reasons for failure
Retrospectives
Special meeting that takes place after
each iteration
Inspect and improve methods and team
work
Offers immediate value
Should have a 2 hour time limit
Retrospectives Stages
About 2 Hours for a typical retrospective
1. Set Stage – 6 Minutes
2. Gather Data – 40 Minutes
3. Generate Insights – 25 Minutes
4. Decide What to Do – 20 Minutes
5. Close Retrospective – 20 Minutes
1. Set the Stage
Start of the retrospective
Help people to get focus
Encourage participation to ensure everyone start
talking early
Outlining the approach and topics for discussion
Get people in mood for contributing information
Activities include:
ම Check-In
ම Focus On/Focus Off
ම ESVP
ම People identify if they are an explorer, shopper, vacationer, or
Prisoner
2. Gather Data
Create a picture of what happened during the
sprint
Start to collect information to be used for
improvement
Activities:
ම Timeline
ම Triple Nickels: break the team into 5 groups to spend
5 minutes collecting 5 ideas, 5 time
ම Mad, Sad, Glad: what where the team emotion as
the sprint was taking place
3. Generate Insights
Analyze the data
Helps to understand what was found
Activities Include:
ම Brainstorming
ම Five Whys: asking why five times
ම Fishbone analysis
ම Prioritize with dots: use a dot voting technique
Fishbone Analysis

Work/Famaily Exam

Distraction from studying Anxiety

Cold/Hot exam room

Too much work

Run out of time

Fail PMP Exam

Lack of
Lack of

Wrong material
4. Decide what to do
Decide what to do about the problems that was
found
How can we improve for the next iteration
Activates include:
ම Short Subjects
ම Smart Goals
Short Subjects
Team decides what actions to take in
the next iteration:
ම Start doing
ම Stop doing
ම Do more of
ම Do less of
SMART Goals
Team sets goals that are SMART:
ම Specific
ම Measurable
ම Attainable
ම Relevant
ම Timely
5. Close the Retrospective
Opportunity to reflect on what
happened during the retrospective
Activities include:
ම Plus/Delta: make two column of what
the team will do more of and what to
do less of
Team Self-Assessments
Uses to evaluate the team as a hold
Things to evaluate can include:
ම Self-organization
ම Empowered to make decisions
ම Belief in vision and success
ම Committed team
ම Trust each other
ම Constructive disagreement
Professional Responsibility and
Ethics
Truth
 Always tell the truth no matter the outcome
 Telling the truth can be a very hard thing to do,
because it could cause you to lose your job.
Laws
 Follow the laws of the country you are in
 A national law can be tough on a project, but must be followed
 Always stay respectful of another country’s culture or customs
Gifts and Donations
 Gifts and donations are not to be accepted unless it is a
custom or a law of the country
 While getting a gift at the start or end of a project may sound
good, but it can cause you to lose your integrity if you decide to
receive the gift
Conflicts of Interest
 Conflicts of interest must be reported to higher management
 No need to stop the project work
Permission
 If you feel you might need to get permission to use
something, get it, or don’t use it.
 Don’t use copyright works without permission
PMI
 Any misrepresentation of PMI must be reported to PMI
 Any time you feel that someone is doing something that could
harm PMI, then you need to report him/her to PMI
Domain 1: People
Task 1: Manage conflict
•Interpret the source and stage of the conflict
•Analyze the context for the conflict
•Evaluate/recommend/reconcile the
appropriate conflict resolution solution
Domain 1: People
Task 2: Lead a team
•Set a clear vision and mission
•Support diversity and inclusion (e.g., behavior types,
thought process)
•Value servant leadership (e.g., relate the tenets of
servant leadership to the team)
•Determine an appropriate leadership style (e.g.,
directive, collaborative)
•Inspire, motivate, and influence team
members/stakeholders (e.g., team contract, social
contract, reward system)
•Analyze team members and stakeholders’ influence
•Distinguish various options to lead various team
members and stakeholders
Domain 1: People
Task 3: Support team performance
•Appraise team member performance against key
performance indicators
•Support and recognize team member growth and
development
•Determine appropriate feedback approach
•Verify performance improvements
Domain 1: People
Task 4: Empower team members and
stakeholders
•Organize around team strengths
•Support team task accountability
•Evaluate demonstration of task accountability
•Determine and bestow level(s) of decision-making
authority
Domain 1: People
Task 5: Ensure team
members/stakeholders are adequately
trained
•Determine required competencies and elements
of training
•Determine training options based on training
needs
•Allocate resources for training
•Measure training outcomes
Domain 1: People
Task 6: Build a team
•Appraise stakeholder skills
•Deduce project resource requirements
•Continuously assess and refresh team skills to
meet project needs
•Maintain team and knowledge transfer
Domain 1: People
Task 7: Address and remove impediments,
obstacles, and blockers for the team
Determine critical impediments, obstacles, and
blockers for the team
Prioritize critical impediments, obstacles, and
blockers for the team
Use network to implement solutions to remove
impediments, obstacles, and blockers for the team
Re-assess continually to ensure impediments,
obstacles, and blockers for the team are being
addressed
Domain 1: People
Task 8: Negotiate project agreements
•Analyze the bounds of the negotiations for
agreement
•Assess priorities and determine ultimate
objective(s)
•Verify objective(s) of the project agreement is
met
•Participate in agreement negotiations
•Determine a negotiation strategy
Domain 1: People
Task 9: Collaborate with stakeholders
•Evaluate engagement needs for stakeholders
•Optimize alignment between stakeholder needs,
expectations, and project objectives
•Build trust and influence stakeholders to
accomplish project objectives
Domain 1: People
Task 10: Build shared understanding
•Break down situation to identify the root cause of
a misunderstanding
•Survey all necessary parties to reach consensus
•Support outcome of parties' agreement
•Investigate potential misunderstandings
Domain 1: People
Task 11: Engage and support virtual
teams
•Examine virtual team member needs (e.g.,
environment, geography, culture, global, etc.)
•Investigate alternatives (e.g., communication
tools, colocation) for virtual team member
engagement
•Implement options for virtual team member
engagement
•Continually evaluate effectiveness of virtual team
member engagement
Domain 1: People
Task 12: Define team ground rules
•Communicate organizational principles with team
and external stakeholders
•Establish an environment that fosters adherence
to the ground rules
•Manage and rectify ground rule violations
Domain 1: People
Task 13: Mentor relevant stakeholders
•Allocate the time to mentoring
•Recognize and act on mentoring opportunities
Domain 1: People
Task 14: Promote team performance
through the application of emotional
intelligence
•Assess behavior through the use of personality
indicators
•Analyze personality indicators and adjust to the
emotional needs of key project stakeholders
Domain 2: Process
Task 1: Execute project with the urgency
required to deliver business value
•Assess opportunities to deliver value
incrementally
•Examine the business value throughout the
project
•Support the team to subdivide project tasks as
necessary to find the minimum viable product
Domain 2: Process
Task 2: Manage communications
•Analyze communication needs of all stakeholders
•Determine communication methods, channels,
frequency, and level of detail for all stakeholders
•Communicate project information and updates
effectively
•Confirm communication is understood and
feedback is received
Domain 2: Process
Task 3: Assess and manage risks
•Determine risk management options
•Iteratively assess and prioritize risks
Domain 2: Process
Task 4: Engage stakeholders
•Analyze stakeholders (e.g., power interest grid,
influence, impact)
•Categorize stakeholders
•Engage stakeholders by category
•Develop, execute, and validate a strategy for
stakeholder engagement
Domain 2: Process
Task 5: Plan and manage budget and
resources
•Estimate budgetary needs based on the scope of
the project and lessons learned from past projects
•Anticipate future budget challenges
•Monitor budget variations and work with
governance process to adjust as necessary
•Plan and manage resources
Domain 2: Process
Task 6: Plan and manage schedule
•Estimate project tasks (milestones, dependencies,
story points)
•Utilize benchmarks and historical data
•Prepare schedule based on methodology
•Measure ongoing progress based on methodology
•Modify schedule, as needed, based on
methodology
•Coordinate with other projects and other
operations
Domain 2: Process
Task 7: Plan and manage quality of
products/deliverables
•Determine quality standard required for project
deliverables
•Recommend options for improvement based on
quality gaps
•Continually survey project deliverable quality
Domain 2: Process
Task 8: Plan and manage scope
•Determine and prioritize requirements
•Break down scope (e.g., WBS, backlog)
•Monitor and validate scope
Domain 2: Process
Task 9: Integrate project planning
activities
•Consolidate the project/phase plans
•Assess consolidated project plans for
dependencies, gaps, and continued business
value
•Analyze the data collected
•Collect and analyze data to make informed project
decisions
•Determine critical information requirements
Domain 2: Process
Task 10: Manage project changes
•Anticipate and embrace the need for change (e.g.,
follow change management practices)
•Determine strategy to handle change
•Execute change management strategy according
to the methodology
•Determine a change response to move the project
forward
Domain 2: Process
Task 11: Plan and manage procurement
•Define resource requirements and needs
•Communicate resource requirements
•Manage suppliers/contracts
•Plan and manage procurement strategy
•Develop a delivery solution
Domain 2: Process
Task 12: Manage project artifacts
•Determine the requirements (what, when, where,
who, etc.) for managing the project artifacts
•Validate that the project information is kept up to
date (i.e., version control) and accessible to all
stakeholders
•Continually assess the effectiveness of the
management of the project artifacts
Domain 2: Process
Task 13: Determine appropriate project
methodology/methods and practices
•Assess project needs, complexity, and magnitude
•Recommend project execution strategy (e.g.,
contracting, finance)
•Recommend a project methodology/approach
(i.e., predictive, agile, hybrid)
•Use iterative, incremental practices throughout
the project life cycle (e.g., lessons learned,
stakeholder engagement, risk)
Domain 2: Process
Task 14: Establish project governance
structure
•Determine appropriate governance for a project
(e.g., replicate organizational governance)
•Define escalation paths and thresholds
Domain 2: Process
Task 15: Manage project issues
•Recognize when a risk becomes an issue
•Attack the issue with the optimal action to
achieve project success
•Collaborate with relevant stakeholders on the
approach to resolve the issues
Domain 2: Process
Task 16: Ensure knowledge transfer for
project continuity
•Discuss project responsibilities within team
•Outline expectations for working environment
•Confirm approach for knowledge transfers
Domain 2: Process
Task 17: Plan and manage project/phase
closure or transitions
•Determine criteria to successfully close the
project or phase
•Validate readiness for transition (e.g., to
operations team or next phase)
•Conclude activities to close out project or phase
(e.g., final lessons learned, retrospective,
procurement, financials, resources)
Domain 3: Business Environment
Task 1: Plan and manage project compliance
•Confirm project compliance requirements (e.g.,
security, health and safety, regulatory compliance)
•Classify compliance categories
•Determine potential threats to compliance
•Use methods to support compliance
•Analyze the consequences of noncompliance
•Determine necessary approach and action to
address compliance needs (e.g., risk, legal)
•Measure the extent to which the project is in
compliance
Domain 3: Business Environment
Task 2: Evaluate and deliver project
benefits and value
•Investigate that benefits are identified
•Document agreement on ownership for ongoing
benefit realization
•Verify measurement system is in place to track
benefits
•Evaluate delivery options to demonstrate value
•Appraise stakeholders of value gain progress
Domain 3: Business Environment
Task 3: Evaluate and address external
business environment changes for impact on
scope
•Survey changes to external business environment
(e.g., regulations, technology, geopolitical, market)
•Assess and prioritize impact on project
scope/backlog based on changes in external
business environment
•Recommend options for scope/backlog changes
(e.g., schedule, cost changes)
•Continually review external business environment
for impacts on project scope/backlog
Domain 3: Business Environment
Task 4: Support organizational change
•Assess organizational culture
•Evaluate impact of organizational change to
project and determine required actions
•Evaluate impact of the project to the organization
and determine required actions
PMP
®

Project Management Professional (PMP) ®

Examination Content Outline – January 2021

Project Management Institute

Project Management Professional (PMP)®

Examination Content Outline

For January 2021 Exam Update

May 2020
Published by: Project Management Institute, Inc.
14 Campus Boulevard
Newtown Square, Pennsylvania 19073-3299 USA.
Phone: +610-356-4600
Fax: +610-356-4647
Email: customercare@pmi.org
Internet: PMI.org

©2019 Project Management Institute, Inc. All rights reserved.

"PMI," the PMI logo, "PMP," the PMP logo, "PMBOK," "PgMP,” “Project Management Journal," "PM Network,"
and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is
a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI
Legal Department.
 TABLE OF CONTENTS

Introduction ................................................................................................................... 1

Exam Content Outline …………………………………………………………………….... 2

Domains, Tasks, and Enablers ..................................................................................... 3

Domain I: People .......................................................................................................... 4

Domain II: Process ....................................................................................................... 7

Domain III: Business Environment .............................................................................. 10

 INTRODUCTION
The Project Management Institute (PMI) offers a professional certification for project managers, known as
the Project Management Professional (PMP)®. PMI’s professional certification examination development
processes stand apart from other project management certification examination development practices.
PMI aligns its process with certification industry best practices, such as those found in the Standards for
Educational and Psychological Testing. The PMP® certification is also accredited against the internationally
recognized ISO 17024 standard.1
A key component of this process is that organizations wishing to offer valid and reliable professional
credentialing examinations are directed to use a Role Delineation Study (RDS) or Job Task Analysis (JTA)
as the basis for the creation of the examination. This process utilizes knowledge and task-driven guidelines
to assess the practitioner’s competence, and determine the levels of salience, criticality, and frequency of
each of the knowledge, tasks and skills required to perform to the industry-wide standard in the role of a
project manager.
In this year’s update to the PMP, PMI conducted a Global Practice Analysis market research study, which
produced a number of trends in the profession previously unaddressed in the PMP exam. These trends
were used as inputs into the Job Task Analysis and ensure the validity and relevance of the PMP
examination. Validation assures the outcome of the exam is, in fact, measuring and evaluating
appropriately the specific knowledge and skills required to function as a project management practitioner.
Thus, the Job Task Analysis guarantees that each examination validly measures all elements of the project
management profession in terms of real settings.
PMP certification holders can be confident that their professional certification has been developed
according to the best practices of test development and based upon input from the practitioners who
establish those standards.
The PMP examination is a vital part of the activities leading to earning a professional certification, thus it
is imperative that the PMP examination reflect accurately the practices of the project management
practitioner. All the questions on the examination have been written and extensively reviewed by qualified
PMP certification holders and tracked to at least two academic references. These questions are mapped
against the PMP Examination Content Outline to ensure that an appropriate number of questions are in
place for a valid examination.
PMI retained Alpine Testing Solutions to develop the global PMP Examination Content Outline. Alpine
Testing Solutions provides psychometric, test development, and credential management solutions to
credentialing and educational programs.
Finally, there are noticeable differences between this updated PMP Examination Content Outline and A
Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. While there are
some commonalities, it is important to note that the volunteer taskforce involved in the study described
previously were not bound by the PMBOK® Guide. The taskforce members were charged with outlining
critical job tasks of individuals who lead and direct projects based on their experience and pertinent
resources.

1
Published jointly by the American Education Research Association, National Council on Measurement in Education, and
American Psychological Association. The PMP certification is also accredited by the American National Standards Institute
(ANSI) against the internationally recognized ISO/IEC 17024 standard: Conformity Assessment—General Requirements for
Bodies Operating Certification of Persons.

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
1
 EXAM CONTENT OUTLINE

The following table identifies the proportion of questions from each domain that will appear on the
examination.

Domain Percentage of Items on Test

I. People 42%

II. Process 50%

III. Business Environment 8%

Total 100%

Important note: The research conducted through the Job Task Analysis validated that today’s project
management practitioners work in a variety of project environments and utilize different project approaches.
Accordingly, the PMP certification will be reflective of this and will incorporate approaches across the value
delivery spectrum. About half of the examination will represent predictive project management
approaches and the other half will represent agile or hybrid approaches. Predictive, agile, and hybrid
approaches will be found throughout the three domain areas listed above and are not isolated to any
particular domain or task.

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
2
 DOMAINS, TASKS, AND ENABLERS

In this document you will find an updated structure for the PMP Examination Content Outline. Based on
feedback from customers and stakeholders, we have worked on simplifying the format so that the PMP
Examination Content Outline is easier to understand and interpret.
On the following pages you will find the domains, tasks, and enablers as defined by the Role Delineation
Study.
 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.

Following is an example of the new task structure:

Task statement Manage conflict

 Interpret the source and stage of the conflict

Enablers  Analyze the context for the conflict
 Evaluate/recommend/reconcile the appropriate conflict resolution solution

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
3
Domain I People—42%

Task 1 Manage conflict

 Interpret the source and stage of the conflict
 Analyze the context for the conflict
 Evaluate/recommend/reconcile the appropriate conflict resolution solution

Task 2 Lead a team

 Set a clear vision and mission
 Support diversity and inclusion (e.g., behavior types, thought process)
 Value servant leadership (e.g., relate the tenets of servant leadership to the team)
 Determine an appropriate leadership style (e.g., directive, collaborative)
 Inspire, motivate, and influence team members/stakeholders (e.g., team contract,
social contract, reward system)
 Analyze team members and stakeholders’ influence
 Distinguish various options to lead various team members and stakeholders

Task 3 Support team performance

 Appraise team member performance against key performance indicators
 Support and recognize team member growth and development
 Determine appropriate feedback approach
 Verify performance improvements

Task 4 Empower team members and stakeholders

 Organize around team strengths
 Support team task accountability
 Evaluate demonstration of task accountability
 Determine and bestow level(s) of decision-making authority

Task 5 Ensure team members/stakeholders are adequately trained

 Determine required competencies and elements of training
 Determine training options based on training needs
 Allocate resources for training
 Measure training outcomes

Task 6 Build a team

 Appraise stakeholder skills
 Deduce project resource requirements
 Continuously assess and refresh team skills to meet project needs
 Maintain team and knowledge transfer

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
4
Task 7 Address and remove impediments, obstacles, and blockers for the team
 Determine critical impediments, obstacles, and blockers for the team
 Prioritize critical impediments, obstacles, and blockers for the team
 Use network to implement solutions to remove impediments, obstacles, and
blockers for the team
 Re-assess continually to ensure impediments, obstacles, and blockers for the team
are being addressed

Task 8 Negotiate project agreements

 Analyze the bounds of the negotiations for agreement
 Assess priorities and determine ultimate objective(s)
 Verify objective(s) of the project agreement is met
 Participate in agreement negotiations
 Determine a negotiation strategy

Task 9 Collaborate with stakeholders

 Evaluate engagement needs for stakeholders
 Optimize alignment between stakeholder needs, expectations, and project
objectives
 Build trust and influence stakeholders to accomplish project objectives

Task 10 Build shared understanding

 Break down situation to identify the root cause of a misunderstanding
 Survey all necessary parties to reach consensus
 Support outcome of parties' agreement
 Investigate potential misunderstandings

Task 11 Engage and support virtual teams

 Examine virtual team member needs (e.g., environment, geography, culture,
global, etc.)
 Investigate alternatives (e.g., communication tools, colocation) for virtual team
member engagement
 Implement options for virtual team member engagement
 Continually evaluate effectiveness of virtual team member engagement

Task 12 Define team ground rules

 Communicate organizational principles with team and external stakeholders
 Establish an environment that fosters adherence to the ground rules
 Manage and rectify ground rule violations

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
5
Task 13 Mentor relevant stakeholders
 Allocate the time to mentoring
 Recognize and act on mentoring opportunities

Task 14 Promote team performance through the application of emotional intelligence

 Assess behavior through the use of personality indicators
 Analyze personality indicators and adjust to the emotional needs of key project
stakeholders

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
6
Domain II Process—50%
Execute project with the urgency required to deliver business value
Task 1
 Assess opportunities to deliver value incrementally
 Examine the business value throughout the project
 Support the team to subdivide project tasks as necessary to find the minimum
viable product

Manage communications
Task 2
 Analyze communication needs of all stakeholders
 Determine communication methods, channels, frequency, and level of detail for all
stakeholders
 Communicate project information and updates effectively
 Confirm communication is understood and feedback is received

Assess and manage risks

Task 3
 Determine risk management options
 Iteratively assess and prioritize risks

Engage stakeholders
Task 4
 Analyze stakeholders (e.g., power interest grid, influence, impact)
 Categorize stakeholders
 Engage stakeholders by category
 Develop, execute, and validate a strategy for stakeholder engagement

Plan and manage budget and resources

Task 5
 Estimate budgetary needs based on the scope of the project and lessons learned
from past projects
 Anticipate future budget challenges
 Monitor budget variations and work with governance process to adjust as
necessary
 Plan and manage resources

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
7
 Plan and manage schedule
Task 6
 Estimate project tasks (milestones, dependencies, story points)
 Utilize benchmarks and historical data
 Prepare schedule based on methodology
 Measure ongoing progress based on methodology
 Modify schedule, as needed, based on methodology
 Coordinate with other projects and other operations

Plan and manage quality of products/deliverables

Task 7
 Determine quality standard required for project deliverables
 Recommend options for improvement based on quality gaps
 Continually survey project deliverable quality

Plan and manage scope

Task 8
 Determine and prioritize requirements
 Break down scope (e.g., WBS, backlog)
 Monitor and validate scope

Integrate project planning activities

Task 9
 Consolidate the project/phase plans
 Assess consolidated project plans for dependencies, gaps, and continued business
value
 Analyze the data collected
 Collect and analyze data to make informed project decisions
 Determine critical information requirements

Manage project changes

Task 10
 Anticipate and embrace the need for change (e.g., follow change management
practices)
 Determine strategy to handle change
 Execute change management strategy according to the methodology
 Determine a change response to move the project forward

Plan and manage procurement

Task 11
 Define resource requirements and needs
 Communicate resource requirements
 Manage suppliers/contracts
 Plan and manage procurement strategy
 Develop a delivery solution

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PMI PMP Examination Content Outline – June 2019
8
 Manage project artifacts
Task 12
 Determine the requirements (what, when, where, who, etc.) for managing the
project artifacts
 Validate that the project information is kept up to date (i.e., version control) and
accessible to all stakeholders
 Continually assess the effectiveness of the management of the project artifacts

Determine appropriate project methodology/methods and practices

Task 13
 Assess project needs, complexity, and magnitude
 Recommend project execution strategy (e.g., contracting, finance)
 Recommend a project methodology/approach (i.e., predictive, agile, hybrid)
 Use iterative, incremental practices throughout the project life cycle (e.g., lessons
learned, stakeholder engagement, risk)

Establish project governance structure

Task 14
 Determine appropriate governance for a project (e.g., replicate organizational
governance)
 Define escalation paths and thresholds

Manage project issues

Task 15
 Recognize when a risk becomes an issue
 Attack the issue with the optimal action to achieve project success
 Collaborate with relevant stakeholders on the approach to resolve the issues

Ensure knowledge transfer for project continuity

Task 16
 Discuss project responsibilities within team
 Outline expectations for working environment
 Confirm approach for knowledge transfers

Plan and manage project/phase closure or transitions

Task 17
 Determine criteria to successfully close the project or phase
 Validate readiness for transition (e.g., to operations team or next phase)
 Conclude activities to close out project or phase (e.g., final lessons learned,
retrospective, procurement, financials, resources)

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
9
Domain III Business Environment—8%
Plan and manage project compliance
Task 1
 Confirm project compliance requirements (e.g., security, health and safety,
regulatory compliance)
 Classify compliance categories
 Determine potential threats to compliance
 Use methods to support compliance
 Analyze the consequences of noncompliance
 Determine necessary approach and action to address compliance needs (e.g.,
risk, legal)
 Measure the extent to which the project is in compliance

Evaluate and deliver project benefits and value

Task 2
 Investigate that benefits are identified
 Document agreement on ownership for ongoing benefit realization
 Verify measurement system is in place to track benefits
 Evaluate delivery options to demonstrate value
 Appraise stakeholders of value gain progress

Evaluate and address external business environment changes for impact on

Task 3
scope
 Survey changes to external business environment (e.g., regulations, technology,
geopolitical, market)
 Assess and prioritize impact on project scope/backlog based on changes in
external business environment
 Recommend options for scope/backlog changes (e.g., schedule, cost changes)
 Continually review external business environment for impacts on project
scope/backlog

Support organizational change

Task 4
 Assess organizational culture
 Evaluate impact of organizational change to project and determine required
actions
 Evaluate impact of the project to the organization and determine required actions

©2019 Project Management Institute, Inc. All rights reserved.

PMI PMP Examination Content Outline – June 2019
10
POWERING THE PROJECT ECONOMY ™

PMI.org
© 2020 Project Management Institute, Inc. All rights reserved. “PMI”, the PMI logo, “CAPM”, “PMP”, “PfMP”, “PgMP”, "PMI-ACP", “PMI-PBA”, “PMI-RMP”, “PMI-SP” and
“Powering The Project Economy” are marks of Project Management Institute, Inc. (4/20)
The Traditional PM Mindset Part 1
 Identification and analysis of stakeholders is
something that is done throughout the project not
just at the beginning.
 Always follow a plan and never allow changes to the
plan without an approved change request.
 Any stakeholder that wants to change any
component of the project management plan will
need to submit a change request.
 All change requests will need to be reviewed and
assessed.
 Never take actions without first creating a plan.
 Consult with the project team before making
decisions, as they will have a more practical
approach.
The Traditional PM Mindset Part 2
 Your final decision should always benefit the
objectives of the project. For example, if there are
conflicting methods on how to complete a particular
task, then choose the method that would deliver the
most value to the project outcome.
 Try to use tools that are inclusive such as a
whiteboard with a marker versus complex software.
 All scope changes should be assessed on how it will
impact all other parts of the project including
schedule, cost, quality, resources, communications,
risk, procurement, and stakeholders engagement.
 When conducting estimating uses a bottom-up
approach and not a top-down. This will lead to more
correct estimates but will require more work.
The Traditional PM Mindset Part 3
 Your main job is to be an integrator of the many
different components within a project. Do not
concentrate your time and efforts on one particular
thing while ignoring others.
 Update the lesson learned register throughout the
entire project. This way it can be transferred to
future projects in the organization.
 When closing the project ensure all bills are paid off
and resources are released.
 Projects that are terminated early still needs to be
close formally through the close project or phase
process.
The Traditional PM Mindset Part 4
 The best people to break down work is the project
team.
 The best people to determine when a particular
activity may happen is also the project team.
 Quality requirements should be defined early in the
project and be checked often to ensure they’re
getting done.
 The customers are the best people to check a
deliverable for scope conference and quality
requirements being met as they are the ones that
will actually use the product.
The Traditional PM Mindset Part 5
 Before resolving a conflict between team members be
sure to understand the source of the conflict.
 Conflicts between team member should always be
resolved for the benefits of the project objectives not to
satisfy one member over another.
 Before communications are sent out to stakeholders,
ensure to analyze their needs and determine what
they’re looking for, how often, what method they would
like it to be delivered, and who will deliver it to them.
 Utilize the skills of emotional intelligence to analyze
your own feelings and those around you to respond to
stakeholders needs and requirements. Emotional
intelligence allows you to solve problems quicker and
more effectively.
The Traditional PM Mindset Part 6
 Identify as much risk as possible as early as possible on a
project. All identified risks should be documented in the risk
register along with their corresponding risk responses.
 A negative risk is known as a threat while positive risk is known
as an opportunity. Ensure to identify and document responses
to both.
 When selecting a contract to use on a project with potential
sellers, always use a contract that is mutually beneficial to both
the seller and the buyer to the overall benefits of the project
objectives.
 Engage stakeholder often and regularly. Use things such as
meetings, one-on-one conversations, phone calls, and
presentations to engage them.
 When engaging your stakeholders ensure they understand the
communications that they are receiving. Tailor your
communications to individual stakeholder needs.
The Agile PM Mindset Part 1
 Be a servant leader to the team at all times. This
includes empowering them and removing any
impediments. Give them the tools they need to
succeed while staying out of their way.
 Engage the product owner to document the features
and to prioritize them in the product backlog.
 Only the product owner can prioritize the features in
the product backlog. If the product owner refuses to
do so because they feel all of them are valuable,
then you must train them on the benefits of doing
so. DO NOT prioritize the features yourself, this is the
job of the product owner.
The Agile PM Mindset Part 2
 Use a co-location
 Face-to-face communications with a white board and
markers are the best form of communications.
 Provide agile teams with lots wall space so they can
write on them and use sticky notes.
The Agile PM Mindset Part 3
 Information should always be radiated through the
use of large charts and graphs, such as the use of a
burnup or burned down chart.
 Any problem that occurs on a project should be
resolved by the project team. Always let the project
team choose a solution while coaching and
supporting their solutions.
 Provide a safe environment for disagreements. Do
not punish anyone for having a difference of opinion.
Understand that conflicts is a positive step and an
opportunity to learn.
The Agile PM Mindset Part 4
 Try to limit the work in progress through the use of
the Kanban. Kanban boards should be displayed
either on a large whiteboard or less desirable large
monitor.
 Consistently communicate and re-communicate the
project vision to the team.
 Understand the needs of your team members and
find out what may motivate them
The Agile PM Mindset Part 5
 Make sure people understand what failure and
success will look like on the project.
 Be a central figure to the team, not a dictator.
 Have good ethical values
The Agile PM Mindset Part 6
 Review the methods work was completed by doing a
retrospective
 Utilize feedback loops. Feedback loops occurs when
you’ve completed the task and then take what
you’ve learned from that and input the lessons
learned into your next task.
 Major Outputs by Process Groups

Monitoring &
Initiating Planning Executing Closing
Controlling

Project Charter Work Performance

Project Mgmt Plan Accepted Deliverable Final Product, Service
-Change Mgmt Plan Data or result transition
Assumption Log Work Performance
-Configuration Mgmt Plan Change Request Information Final Report
-Scope Mgmt Plan
Stakeholder register Team Perform
-Requirement Mgmt Plan Work Performance
-Schedule Mgmt Plan assessments
Reports
-Cost Mgmt Plan Selected Seller Approved Change
-Quality Mgmt Plan
Request
-Resource Mgmt Plan Agreements
-Communication Mgmt plan
Issue Log
-Risk Mgmt Plan
-Procurement Mgmt Plan Lessons Learned
-Stakeholder Mgmt Plan Register
-Scope Baseline
-Schedule Baseline
-Cost Baseline
-Performance Measurement
Baseline
-Project Life Cycle
Description
-Development Approach

Andrew Ramdayal
Description of Project Documents and Processes Created
Project Document Project Document Description Process Were
Created
1. Activity attributes Detailed information about each individual activity Define activities
2. Activity list List of all the activities on the project. Define activities
3. Assumption log List of all project assumptions and constraints. Develop project
charter
4. Basis of estimates Describes how schedule, cost, and resource Estimate activity
estimates were developed. Also includes their duration, estimate
confidence level and ranges. costs, estimate
activity resources
5. Change log Lists and describes the status of the change requests Perform integrated
that is being processed or have been processed change control
through the perform integrated change control
process
6. Cost estimates Cost of each individual activity Estimate costs
7. Cost forecasts A prediction of how much the project will cost when Control costs
it completes based on the current work.
8. Duration estimates Amount of time needed to complete each activity on Estimate activity
the project. durations
9. Issue log List of all issues on the project. Could include Direct and manage
history type, description, priority, status, and project work
resolution
10. Lessons learned List of all lessons learned throughout the project Manage project
register knowledge
11. Milestone list Description of milestones on a project. Define activities
12. Physical resource Assignments of the physical resources to the Acquire resources
assignments activities or work packages
13. Project calendars A calendar view of what takes place on a day-to-day Develop schedule
basis on the project.
14. Project Communicate in on the project by following the Manage
communications communications management plan communications
15. Project schedule A detailed breakdown of the work that needs to be Develop schedule
done in order to complete the project. Will include a
bar chart, milestone chart, and the project schedule
network diagram.
16. Project schedule A sequencing diagram that shows the relationships Sequence activities
network diagram amongst the activities and the sequence they will be
performed. But also show the critical path.
17. Project scope A detailed description of the project or phase Define scope
statement deliverables
18. Project team Assignment of the project team members to the work Acquire resources
assignments packages or activities
19. Quality control Results of the activities done in the “control quality” Control quality
measurements processes to determine if the quality standards or
policies were met.

Andrew Ramdayal
20. Quality metrics An attribute that will be used to measure the project Plan quality
or to deliverable to verify that it has met the quality management
requirements and/or standards
21. Quality report A report which generally includes information about Manage quality
quality issues on the project and recommendations
on how to improve the processes on the project
22. Requirements Description of all requirements from project Collect
documentation stakeholders requirements
23. Requirements A table that traces the origin of the requirements. Collect
traceability matrix requirements
24. Resource breakdown Categorization and type of the project resources. Estimate activity
structure resources
25. Resource calendars Shows the availability of resources on the project Acquire resources
both physical and HR.
26. Resource Description of the number and type of resources Estimate activity
requirements needed to complete each work package or activity. resources
27. Risk register A list of all positive and negative risks on a project, Identify risks
along with responses.
28. Risk report A description of the overall project risks. Identify risks
29. Schedule data The information that is used to create the schedule Develop schedule
such as who made it, assumptions, and constraints.
30. Schedule forecasts A prediction of when the project may be completed Control schedule
based on the current progress of the work.
31. Stakeholder register A list of all stakeholders, which can include Identify
categorization, impact, and communication stakeholders
requirements
32. Team charter Guidelines team should follow on a project. Includes Plan resource
values, decision-making process, acceptable management
behavior, code of conduct, and etiquette.
33. Test and evaluation Used to help evaluate the project deliverables when Manage quality
documents completed.

Andrew Ramdayal
Exam Tips
General Tips
 Take this exam very seriously. It is not an easy test to pass.
 Get at least 80% on each of the end-of section quizzes. Keep redoing each one until you understand why the answer
is correct and the others are wrong. Do not just memorize questions.
 Get over a 80% on the mock exam at the end.
 Read the PMBOK at least once.
 Dedicate study time every week. Try to put in about 6-20 hours per week of study time. Try to study every day.
 Do not just memorize the ITTO’s
 Do not stop studying for an extended period of time.
 Make flash cards with definitions and ITTO’s. You don’t need to buy flash cards. The best flash cards are the ones you
make yourself.
 Fill out the PMP application on the PMI website (www.pmi.org).
 Preschedule the PMP exam at Prometric (www.prometric.com). Expect to take an entire day off for this.
 Schedule the exam for an early morning
Day Before the Exam
 Review formulas and the process table.
 Don’t study too much the day before
 Wake up very early.
 A good night’s sleep is probably your best asset on this exam. Go to bed early
and try to get at least 6-8 hours of sleep.
 Review your exam center and map out how to get there.
 Get your ID’s ready.
The Actual Exam
 Try not to be nervous.
 They will give you scrap paper and pencil.
 When the exam starts take the first 5-8 minutes to write down the formulas from the section above, as well as the
process chart.
 Always ask yourself what a PMBOK answer would be. It is generally something that is more process-oriented and
general. Always evaluate before taking actions.
 Take breaks.
 Technically, you have 72 seconds per question: 240 minutes and 200 questions. Never spend too long on a question.
 When you come to a long question, read the last sentence, glance over the choices, then read the entire question.
 At the end, review the questions you marked. Change the answer only if you are sure about the new choice.
 Submit the exam, and hope for the best.
How to Claim Your Certificate
 Finish all videos and complete all exams including the mock exam.
 Send an email with your name and when you started and finish the
course to: PMP@TIAEDU.COM
 We will check your name against the Udemy student system and
email you a digital certificate.
 You can enter the course information right now
Course Information to enter at PMI.Org
 Course Name: PMP Exam Prep Course
 Institute Name: Technical Institute of America
 Startdate: Date you started the class
 Enddate: Date you finished the class
 Hours: 35
 Contacthours: 35
Mock Exam
 What do you need to know
 Watch all Videos and complete all quizzes
 Read PMBOK at least once
 Know all of your terms
 Know what happens on each process

 How to take it
 Do it in one sitting
 Take breaks
 Use the mark for review
 Don’t skip any questions