Project Management

PMI SP
Certification

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Agenda

• PMI vs PMI SP ?
• Requirements for PMI SP exam
• Guidelines for completing PMI SP application
• About the PMI SP exam

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PMI vs PMI SP
❑ PMI : Project Management Institue
– Non profit organisation based in USA
– Certification program
– Local chapters

❑ PMI SP : Agile Certified Practionner

– Certification awarded by PMI
– Valid 3 years
– Need PDUs for renew (30 PDU)

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Overview: All About the PMI-SP Certification

• Qualifications for the PMI-SP Exam

• Applying for the PMI-SP Exam
• Passing the PMI-SP Exam
• Preparing a Study Strategy -to Pass!
• What to Expect on Testing Day
• What Your Exam is Based Upon
• PMI-SP Exam Domains

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Guidelines

Fourth main parts

• Personnal information
• 30 hours of project management education
• 12 months of general project experience within the last 5
years. A current PMP® or PgMP® will satisfy this
requirement but is not required to apply for the PMI-SP.
• 8 months of agile project experience within the last 3
years

Audit : you will recieve an email … follow instructions…

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 About the Exam
• Duration : 210 minutes.
• 170 questions
• 20 question are pre-test question. Not scored
• No possibilities break
• The questions on the exam are mostly situational.
• Questions will be in predictive , agile or Hybrid management.
• But there are other types of questions
– Hot Spot : to interact with a digital graphic and use calculations to
estimate specific Data points

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Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

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Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

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Chapter 1 :
Project Management
Foundation

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Project Management Foundation

❑ A PROJECT :

« Is a temporary endeavor undertaken to create a unique product, service, or

result.»
Project Management Fundamentals

❑ A PROJECT characteristics :

• Has a specific objectives

• Has a limited time ( begining and end )
• Is a solution for a given problem or a reponse for an oppotunity
• Factor of change
• Has a client
• Multi disciplinary
Project Management Foundation
❑ What is PROJECT initiation context ?
Project Management Foundation

❑ A PROJECT constraints (1/2) :

✓ Classical approach :
Project has three constraints

1. Scope
2. Time
3. Cost
Project Management Fundamentals

❑ A PROJECT constraints (2/2) :

✓ Modern approach :
A project has more than three constraints
Project Management Foundation

❑ AN OPERATION
« Is ongoing endeavover that produce repetitive outputs, with resources
assigned to do basically the same set of tasks according to the standards
institutionalized in a product life cycle »

❑ Characteristics

▪ Repetitive
▪ Dedicated resources
▪ Business process oriented
Project Management Foundation

❑ A PROGRAM

« A group of related projects, subprograms, and program activites

managed in coordinated way to obtain benefits not available
from managing them individually. Programs may include
elements of related work outside the scope of discrete projects in
the program »
Project Management Foundation

❑ A PORTFOLIO

«Refers to projects, programs, subportfolios, and operations managed as a group

to achieve strategic objectives. The projects or programs of the portfolio may not
necessarily be interdependent or directly related »
Project Management Foundation
❑ Relationship between : Projects, Programs, Portfolio
Project Management Fundamentals

❑ PROJECT MANAGEMENT

Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet the project requirements.

Project management is accomplished through the appropriate

application and integration of the project management processes
identified for the project.
Project Management Foundation
❑ Description of PMBoK Guide Key Component
Project Management Fundamentals
Project Management Foundation

❑ Life Cycle(1/4)

✓ Product Life cycle

Project Management Foundation

❑ Life Cycle(2/4)

✓ Project Life cycle

« Is the series of phases that a project passes through from its initiation to its closure »

There are many types of project life cycles depending on the industry we work in.

➢ Construction : feasibility , planning ,design ,production.

➢ IT: High Level Design, Low Level Design, coding, testing, installation.
Project Management Foundation
❑ Life Cycle(3/4)

✓ Project development Life cycle

• Predictive : project scope, time and cost are determined in the early phases
then changed are carefully managed.

• Iterative : project scope is determined in the early phases but time and cost
estimate are routinely modified as the team understanding increases.

• Incremental : the deliverable is produced through a series of iterations that

add functionality to the product.

• Adaptive : the detailed scope is defined and approved before the start of an
iteration (agile method or change-driven life cycle)
• Hybrid: a combination od predictive and adaptive lifecycle. If the scope is
known enough (predictive) if not (adaptive)
Project Management Fundamentals

❑ Life Cycle(4/4)

✓ Project Phase

is a collection of logically related project activities that participate in the

completion of one or more deliverables
➔ Phases are defined depending of the need of control and management

✓ Project Gate

is held at the end of a phase. Performance and progress are compared

to project/business document.

A decision "Go/No-go is made

Project Management Fundamentals

❑ Project Management Processes

• The project lifecycle is managed by executing a series of project management

activities known as project management processes.
• These processes are logically linked by the output they produced.
Project Management Foundation

❑ Project Management Process Groups

is a logical grouping of project management processes to achieve specific objectives.

Process groups are independent of project phase.

- Initiating Process Group

- Planning Process Group
- Executing Process Group
- Monitoring and Controlling Process Group
- Closing Process Group
Project Management Foundation

❑ Project Management Data and Information

➢ a project collect, analyses, transforms and distributes lots of data and information, in
various format, to project team members and other stakeholders.

▪ Work performance data

▪ Work performance information
▪ Work performance report
Project Management Foundation

❑ Tailoring

✓ PMBoK Guide is not a project management methodology

✓ A project management methodologies may be :
• developed by experts within the organization,
• purchased from vendors,
• Obtained from professional associations, or
• Acquired from government agencies.

✓ The appropriate project management processes, inputs/outputs, tools, techniques and

lifecycle phases should be selected to manage a project.
This is ➔ Tailoring project management to the project (adaptation)
Project Management Fundamentals

Environment in which projects operate

Environment in which projects operate

❑ Projects exist and operate in environments that may have an influence on them.

❑ Two major categories of influences :

- Entreprise Environmental Factors : EEF

- Organizational Process Assets : OPA
Environment in which projects operate

❑ Entreprise Environmental Factors : EEF

• conditions, not under the control of the project team, that influence the project
• internal or external to the organization
• input to almost all processes

exp:
- Organizational culture, structure and governance
- Geographic distribution of facilities and resources
- Infrastructure
- Information technology software
- Marketplace conditions
- Financial considerations
- Political climate
Environment in which projects operate

❑ Organizational Process Assets : OPA

• Plans
• Processes
• Policies
• Procedures
• Knowledge bases

used by the performing organization.

It also includes the organization's lessons learned from previous projects and
historical information
Environment in which projects operate

❑ PMO ( Project Manamgement Office )

« Is a management structure that standardizes the project-related

governance processes and facilitates the sharing of resources,
methodologies, tools and techniques »

✓ Supportive: Provides information, policies, methodologies, and

templates for managing projects within the organization
(The PMO has a low control of the project)
✓ Controlling: Provides support and guidance to others in the
organization on how to manage projects.
(The PMO has a moderated control of the project)
✓ Directive: Provides project managers for different projects.
(The PMO take control of the projects).
Environment in which projects operate

❑ Stakeholders
« An individual, group, or organisation who may affect, be affected by, or
perceive itself to be affected by a decision, activity, or outcome of a project »
Environment in which projects operate

❑ Organizational structure types

▪ Functional
CEO
Project
coordination
Production Commercial Finacial HR
Department Department Department department

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation

Employee Employee Employee Employee

Operation Operation Operation Operation
Environment in which projects operate

▪ Projectized (project-oriented)
Project
coordination
CEO

Project Project Project Project Project

Manager Manager Manager Manager Manager

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee

Project Project Project Project Project

Employee Employee Employee Employee Employee
 Environment in which projects operate

▪ Matrix (1/2)

CEO

Project Production Commercial Finacial HR

Department Department Department Department department

Project Employee Employee Employee Employee

Manager Operation Operation Operation Operation

Project Project Employee Employee Employee Employee

coordination Manager Operation Operation Operation Operation

Employee Employee Employee

Project Employee
Operation Operation / Operation/
Manager Operation
/Project Project Project

Project Employee Employee Employee Employee

Manager Operation Operation Operation Operation
Environment in which projects operate

▪ Matrix (2/2)

There are three type of martix ogranisation :

1. Balanced : the functional manager and the project Manager have the same
level of influence
2. Strong : The Project Manger has more influence than the functional manager
3. Weak : The functional Manger has more influence than the Project Manager
, in this form of matrix organisation the project manager’s role might be more of
a :
✓ Project Expediter: Staff assistant and communication coordinator,
but connot make decisions.
✓ Project Coordinator: have power to make some decisions.
Environment in which projects operate

❑ Power Balance
The role of Project Manager
The Role of Project Manager

❑ PM definition

The PM is the person assigned by the performing

organization to lead the team that is responsible
for achieving the project objectives
The Role of Project Manager

❑ PM’s Sphere of influence

• Project Team
• Resource Managers
• Sponsors
• PMOs
• Stakeholders
The Role of Project Manager

❑ PM competences

• Technical Project Management skills

• Strategic and Business Management skills
• Leadership skills
The Role of Project Manager

❑ Technical Project Management skills

defined as the skills to effectively apply project management

knowledge to deliver the desired outcomes for programs or projects.
==> Knowledge Areas

❑ Strategic and Business Management skills

involve the ability to see the high-level overview of the organization

and effectively negotiate and implement decisions and actions that
support strategic alignment and innovation.
==> Finance, marketing, operations...
The Role of Project Manager

❑ Leadership skills
involve the ability to guide, motivate and direct a team.
▪ Dealing with people :
▪ study people’s behaviors and motivations

▪ Qualities and skills of a leader :

▪ being visionary
▪ being optimistic and positive
▪ being collaborative
▪ managing relationships and conflicts
▪ communicating
▪ being respectful
▪ focusing on the important things
▪ building effective teams...

▪ Politics, Power and Getting things done

▪ Various form of powers
▪ Positional, formal, legitimate
▪ Charismatic
▪ Expert…

▪ Manager Vs Leader
The Role of Project Manager

▪ Manager vs Leader
The Role of Project Manager

❑ Performing Integration

• Project manager play a key role in working with the sponsor to understand the
strategic objectives and ensure the alignment of the project objectives and results
with those of business areas.

• Project manager is responsible for guiding the team to work together to focus on
what is really essential at the project level : integration of processes, knowledge
and people.

➔ Integration is a critical skill for project managers

Project Selection
Project Selection

❑ What happens before a project is initiated ?

• We assume that the organizations has a formal process to review and analyze
potential projects and select the projects that best align with the strategic goals of
the organization.

• A project manager is not typically involved in project selection but he needs to

know the reason why it was selected.

• The reasons a project was selected can impact which constraints are more flexible
and will influence how the project manager plans and manages the project.
Project Selection

❑ Economic measures for project selection

• Return on Investment (ROI) : determines the potential profitability of an

investment by calculating the benefits received in relation to the cost

• Present Value (PV) : The value today of future cash flows

❑ Example : Is the present value of $300,000 to be received 3 years from now,

with an expected interest rate of 10 percent, more or less than $300,000 ?

• Net Present Value (NPV) : PV of the total benefits (income or revenue) minus
the costs over many time periods.
❑ If the NPV is positive, the investment is a good choice
❑ The project with the greatest NPV is typically selected.
❑ Question : An organization has two projects from which to choose
1. Project A will take three years and has an NPV of $45,000.
2. Project B will take six years and has an NPV of $85,000.
Project Selection

❑ Economic measures for project selection

• Internal rate of return (IRR) : Think of a bank account…..

❑ Example : An organization has two projects from which to choose :
1. Project A with an IRR of 21%
2. Project B with an IRR of 15%

• Payback Period : refers to the length of times it takes for the organization to
recover its investment in a project before is starts accumulating profit.
❑ Example : The are two projects from which to choose ?
1. Project A with a payback period of six months.
2. Project B with a payback period of 18 months.

• Cost-Benefit Analysis : compares the expected costs of a project to the potential

benefits it could bring the organization.
❑ Benefits = Revenue
❑ Profit is not the same as
❑ Benefit-cost ration greater than 1 ➔ Benefits are greater than costs
Project Selection

❑ Economic measures for project selection

• Question : What does a benefit-cost ratio of 1.7 mean ?

a. The costs are greater than the benefits.
b. Revenue is 1.7 times the costs.
c. Profit is 1.7 times the costs.
d. Costs are 1.7 times the profit.

Exercice
Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

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Chapter 2 :
Foundation
Agile

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Agile Introduction & Overview

Objectives

• Explain Agile Development

• Descirbe the princliples of Agile Manifesto
• List the core values and principles of Agile
• Explain what is not Agile
• Describe the benefits of Agile methodologies

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Agile Introduction & Overview

Definition of Agile

An iterative and incremental (evolutionary) approach to software development

which is performed in a highly collaborative and evolving manner by self-organizing
teams within an effective governance framework with "just enough" ceremony that
produces high quality solutions in a cost effective and timely manner which meets
the changing needs of its stakeholders.

Scott Ambler - http://www.agilemodeling.com/

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 Agile Introduction & Overview

What is Agile
Agile is a famliy of project devlopment processes
Agile emphasis:
• Face-to-face communication;
• Business and developer collaboration
• Working software as the primary
demonstration of progress
• Emphasis of effective engennering technicques
• Ferquent demonstartions of progress and early
return of investment
• Adaptation to business change ; and
• Retrospectives and continuous improvement
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Agile Introduction & Overview

Agile Manifesto Values

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

we value the items on the left more.
Source: www.agilemanifesto.org

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Agile Introduction & Overview
Agile Manifesto Principles

Source: www.agilemanifesto.org

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Agile Introduction & Overview
Agile Core Principles and practices

Early Delivery of Users Stories reflect

value through Business value and
iterations with Demos priority

Continuous
Accpetance of all
Involvement of the
requirements
customer

Sustainble peace of
Retrospectives
velocity

Communication HighSource: www.agilemanifesto.org

visibility
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 Agile Introduction & Overview

What is Not Agile

Agile does not involve
• Big design and requirement gathering up-front;
• Predictions on project completion;
• Use tools that force behaviors , such as , task management tools;
• Top down management /control; and
• Heavy documentation , particularity status report , sfotware requirements
documentation .

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 Agile Introduction & Overview

Benefits of Agile
As Agile has rapidely become one of the more popular and effective techniques to
manage projcts , it is imporant to understand the benefits to its adopters

• Emphasis on collaboration , team empowerement , and frequent demonstartions of progress.

• Lightweight , relies on whiteboards , index cards and facilitation techniques .
• Very appeling to developers with its developement focus.
• Idea of time-to-market opportunities and driving the fatures of the development lifecycle.
• Agile focus on pull instead of push.
• Simple and easy to understand.
• Contemporary.

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Agile Introduction & Overview

Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

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Agile Introduction & Overview
Response

Quiz
Quest 1 : what does the Agile manifesto principle « Build projects around motivated
Individuals » mean?

o Only engage in projects that motivate individuals

o The best Architecture emerge from self-organizing teams

o Trust the team to get the job done

o Do projects that will ‘ exite‘ the job customer

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Agile Introduction & Overview

Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

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Agile Introduction & Overview
Response

Quiz
Quest 2 : Which of the following is not seen as a benefit of Agile ?

o Emphasis on collaboration , team empowerment , frequent demonstartions of progress

o Accurate predictions of project completion

o Lightweight , relies on whiteboards , index cards and facilitation techniques

o Implicity focus on pull vs push

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Agile Introduction & Overview

Quiz
Quest 3 : why doesn’t Agile recommand Big Design up-front ?

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Designing up front wastes time that can be better spent on other activities

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Agile Introduction & Overview

Quiz
Response
Quest 3 : why doesn’t Agile recommand Big Design up-front ?

o Too much emphasis on design limits the amount of requirements gathering.

o The best design emerge from code overtime.

o Agile does not recommand design as it constraints development velocity.

o Designing up front wastes time that can be better spent on other activities

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Agile Introduction & Overview

Quiz
Quest 4 : why is continous integration seen as valuable ?

o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.

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Agile Introduction & Overview

Quiz
Response
Quest 4 : why is continous integration seen as valuable ?

o Integration is hard and often delayed just before the final build ; if code is
continuously compiled and checked. Conflicts can be identified when they are easy to
manage
o It is part of the techniqye called kaizen that emphassizes continuous improvement
o It ensures that srcum of scrum projects can deliver a potentially implementable
o By using a continuous integration approch , a project can oflload many core
development processes to an automated server.

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Agile Introduction & Overview

Quiz
Quest 5 : which of the following Agile Manifesto values is incorrect ?

o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation

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Agile Introduction & Overview

Quiz
Response

Quest 5 : which of the following Agile Manifesto values is incorrect ?

o Working software over comprehension documentation

o Responding to change over reacting to change
o Individuals and interactions over processes and tools
o Customer collaboration over contract negotiation

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Agile Introduction & Overview

Summary

• Agile Techniques to deal with changing requirements and improve quality

• Agile Manifesto captured values and principles of the agile movement
• Agile Manifesto highlights 12 principles
• As lightweight project management approach , Agile avoids big design,
• Heavy documentation , and top down management or control.
• Agole emphasizes collaboration , team empowerment and frequent

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Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

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Chapter 3 :
Managing the
Project Scope

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Scope management

• Overview
• Plan Scope Management
• Collect requirements.
• Define scope.
• Create WBS (Work breakdown structure)
• Validate Scope
• Control scope

77
Scope management
Scope management processes:

The Scope Management Processes Done During

Plan Scope Management Planning process group

Collect Requirements Planning process group
Define Scope. Planning process group
Create WBS Planning process group

Validate Scope Monitoring and controlling process group

Control Scope. Monitoring and controlling process group

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Plan Scope Management

Plan Scope Management process

• Is the process of creating a scope management plan that

documents how the project scope will be defined, validated,
controlled.

o How will I do scope?

o What tools should I use to plan how the project will accomplish the
scope on this project?
o How scope will be planned, executed and controlled.

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Plan Scope Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Scope Management Plan

Project Management Plan
- Quality Management plan Data Analysis Requirement
- Development approch - Alternatives analysis Management plan
- Project life cycle description

EEF Meeting

OPAs

80
Collect Requirements
Collect Requirements process

• Is the process of determining, documenting and managing

stakeholders needs and requirements to meet objectives

Notes about requirements:

▪ Requirements are what stakeholders need from a project or

product, and should relate to solving problem or achieving
objectives.
▪ Collect requirements process will look for all requirements, not just
those related to the product of the project.
▪ High level Project and product requirements should have been
defined in the Project charter.

81
Collect Requirements

INPUT Tools & Techniques OUTPUT

Project charter Expert judgement Requirement documentation

Business documents Data gathering Requirement traceability
- Business Case - Focus Group
- Interviews Matrix
Project Management plan - Brainstorming
- Scope Management Plan - Questionnaires and survey
- Requirement Management plan - benchmarking
- Stakeholder engagement plan
Data Analysis
- Document analysis
Project documents Decision Making
- Assumption Log - Voting
- Lessons learned register - Multicritria decision analysis
- Stakeholder Register
Data representation
- Affinity diagram
Agreement - Mind Mapping
Interpersonal and
EEF team skills
- Nominal Group Technique
- Observation/conversation
OPAs - Facilitation
Context diagram
prototype
82
 Define scope
Define scope process

• Is the process of developing a detailed description of the project and

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

83
 Define scope

➢ Define Scope = Define what is and what is not included in the project and its
deliverable.

Determine
requirements 1
Project scope 5
statement
2
Go-Back: Determine
Determine
Adjust requirements budget & Schedule
Scope
4
Balance
requirements
against the budget & Schedule 3
and other constraint

84
Define scope

INPUT Tools & Techniques OUTPUT

Project charter Expert judgement Project scope statement

Project Management Plan
- Scope Management Plan Data Analysis Update project documents
- Alternatives analysis - Requirement documentation
Project documents - Assumption Log
- Requirement documentation - Requirement traceability Matrix
- Assumption Log Decision Making - Stakeholder Register
- Risk Register - Multicritria decision analysis

EEF Interpersonal and

team skills
- Facilitation
OPAs
Product Analysis

85
Define scope
❑ Project Scope Statement:

✓ The primary output of the ‘Define Scope process’➔ Here is what we

will do on this project

✓ Defining requirements ➔ Define scope = Identify, in PSS, what is it in

the project and what is not in the project to make clear that such
additions are not allowed.

✓ The Project Scope Statement May include:

- Product Scope description
- Deliverables
- Product acceptance criteria
- What is not part of the project
- Additional risks
- Constraints and assumptions

86
Create WBS

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Scope Baseline

- Scope Management Plan Decomposition
Update project
Project documents documents
- Requirement documentation
- Requirement documentation
- Project scope statement
- Assumption Log

EEF

OPAs

87
Create WBS
➢ WBS: Work Breakdown Structure

✓ WBS breaks the project into smaller and more manageable pieces.
✓ WBS shows a complete hierarchy of the project.
✓ The first level of the WBS is completed before the project is broken down further.
✓ Each level of the WBS is a smaller piece of the level above.
✓ WBS includes only deliverables that are really needed.
✓ WBS is created with inputs from the team and stakeholders.
✓ Creating WBS allows the team to walk through the project in their minds and improvs the project plan.
✓ WBS helps people better understand the project and makes it feel more achievable.

88
Create WBS

➢ WBS Dictionary

✓ An output of the ‘Create Work Breakdown Structure’ process.

✓ WBS dictionary provides a description of the work to be done for each Work
package.
✓ It can be used as:
- Work authorization system: information when to star, schedule milestones
- Control what work is done.
- …

➢ Scope baseline:

✓ Project Scope Statement + WBS + WBS Dictionary.

✓ A project’s measurement of success include whether the project has met the
requirements and whether the scope baseline has been met.

89
Validate Scope

Validate Scope process

• Is the process of formalizing acceptance of the completed

project deliverables.

90
Validate Scope

INPUT Tools & Techniques OUTPUT

Project Management Plan Inspection Accepted delivrables

- Scope Management Plan Work performance information
- Requirement Management Plan
- Scope Baseline Decision Making Change Request
- Voting

Project documents
Project documents - Requirement documentation
- Requirement documentation - Requirement Traceability Matrix
- Requirement Traceability Matrix - Lessons learned register
- Quality Report
- Lessons learned register

Verified delivrables

Work performance Data

91
Validate Scope

❑ Inputs
✓ Work must be completed and checked each time before you meet with the customer:
Validated deliverable from the CONTROL QUALITY process.
✓ Take the approved scope with you
✓ Requirements traceability matrix
✓ The requirements documentation

❑ Outputs
✓ Accepted deliverables
✓ Change requests
✓ Work performance information
✓ Project documents updates

92
Validate Scope

➢ ‘Validate Scope’ vs ‘Quality Control’

✓ The two processes are very similar: both involve checking for the correctness of work.
✓ Perform Quality Control: The quality control department checks to see if the quality
requirements specified for the deliverables are met and makes sure the work is correct
✓ Validate Scope: the customer checks and hopefully accepts the deliverables.

93
Validate Scope

➢ ‘Validate Scope’ vs ‘Perform Quality Control’

Complete deliverables
(Direct & manage project Execution)

QC inspection
(Validate deliverables)

Changes are requested and corrective action or

defect repair completed

QC inspection Customer accepts

deliverables

Validate Scope
(Meet customer) Changes are requested
(Ask customer for a description of the change)

94
Control Scope

Control Scope process

• is the process of monitoring the status of the project and

product scope and managing changes to the scope baseline.

95
Control Scope

INPUT Tools & Techniques OUTPUT

Project Management Plan Data Analysis Work performance information

- Variance Analysis
- Scope Management Plan
- Trend Analysis
Change Request
- Requirement Management Plan
- Scope Baseline
- Performance measurement Baseline Update PMP
- Configuration Management Plan - Scope Management Plan
- Changement Management Plan - Scope Baseline
- Cost Baseline
Project documents - Schedule Baseline
- Requirement documentation - Performance measurement Baseline
- Requirement Traceability Matrix
- Lessons learned register
Update Project documents
- Requirement documentation
OPAs - Requirement Traceability Matrix
- Lessons learned register
Work performance Data

96
Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

15/01/2025 97
Chapter 4 :
Dealing within
Project Schedule

15/01/2025 98
Schedule management
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
• Control Schedule

99
Schedule management

❑ Schedule Management Processes

The Scope Management Process Done During

Plan Schedule Management Planning process group

Define Activities Planning process group

Sequence Activities Planning process group

Estimate Activity Durations Planning process group

Develop Schedule Planning process group

Control Schedule Monitoring &Controlling process group

100
Plan Schedule Management

Plan Schedule Management process

• Is the process of establishing the policies, procedures and

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

Schedule Management Plan is a part of the Project Management Plan.

It answers the following questions

✓ How will I create the schedule ?

✓ What tools will I use for scheduling ?
✓ How will I go about planning the schedule for the project ?
✓ How will I effectively manage and control the project to the schedule baseline, and
manage schedule variances?

101
Plan Schedule Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Schedule Management Plan

Project Management Plan
- Scope Management Plan Data Analysis
- Devlopment approach
Alternatives analysis
EEF
Meeting
OPAs

102
Define Activities

Define Activities process

• is the process of identifying and documenting the specific

actions to be performed to produce the project deliverables.

103
Define Activities

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgment Activity list

- Schedule Management Plan Rolling wave planning Activity Attributes
- Scope Baseline Milstones list
Decomposition
Meeting Change Request
EEF
Update PMP
OPAs - Scope Baseline
- Schedule Baseline

104
Sequence Activities

INPUT Tools & Techniques OUTPUT

Project Management Plan Precedence diagramming Projects Schedule

- Schedule Management Plan Methods network diagram
- Scope Baseline

Dependency Update Project

Project documents determination documents
- Assumption Log
- Activity list and integration
- Assumption Log
- Activity Attributes
- Activity list
- Milstones list
Leads and lags - Activity Attributes
- Milstones list
EEF
PMIS
OPAs

105
Sequence Activities

Sequence Activities process

• is the process of taking activities and milestones and starting

to sequence them in the order they will be performed , the
result is a network diagram

106
Sequence Activities

❑ Network diagram

▪ Graphical representation of the logical relationships between activities :

Start End

107
Sequence Activities

❑ Methods to draw Network diagrams

▪ Precedence Diagramming Method(PDM) :

In PDM or Activity-on-node (AON) nodes are used to represent activities, and

arrows show activity dependencies .

Activity A Activity B

108
Sequence Activities

❑ Methods to draw Network diagrams

▪ Precedence Diagramming Method(PDM) :

This kind of drawing can have four types of logical relationship

between activities

Finish to start Start to finish

Activity A Activity B Activity A Activity B

Start to start Activity A Activity A

Finish to Finish

Activity B Activity B

109
Sequence Activities

❑ Methods to draw Network diagrams

▪ Precedence Diagramming Method(PDM) :

Activity duration

ES EF

Activity name
Float

LS LF

110
Sequence Activities

❑ Types of dependencies

o Mandatory dependency (hard logic)

o Discretionary Dependency ( Preferred ,Soft logic)
o External Dependency
o Internal Dependency

111
Sequence Activities
❑ Leads and lags

❖ Lead : advance time may be added to start an activity before the

predecessor activity is completed.

❖ Lags : inserted waiting time between activities

112
Estimate Activity Durations

Estimate Activity Durations process

• is the process of estimating the number of work periods

needed to complete individual activities with estimated
resources.

113
Estimates Activity duration

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert Judgment Duration estimates

- Schedule Management Plan Analogous estimating Basis of estimates
- Scope Baseline
Parametric estimating Update Project
Three point estimating documents
Project documents - Assumption Log
- Assumption Log Bottom Up estimating - Activity Attributes
- Activity list - Lessons learned register
- Activity Attributes
- Milstones list Data Analysis
- Lessons learned register - Alternatives Analysis
- Project Team assignement - Reserve Analysis
- Ressources break down structure
- Ressources calandar Decision Making
- Ressources Requirements
- Risk register
Meeting
EEF

OPAs

114
Estimate Activity Durations

❑ How is estimating done?

▪ One-point Estimate : in this technique, the estimator submits one estimate per
activity. This type of techniques is used for projects that do not require a
detailed, highly probable schedule .

▪ Analogous estimating (top-down) :This technique can be done for a project or

activity, it uses expert expert judgment and historical information to predict
the future.

▪ Heuristics : It means a rule of thumb. Refers to experience-based techniques

115
Estimate Activity Durations

▪ Parametric Estimating :

- Used algorithm to calculate cost or duration based on historical data and project
parameters.
- It Uses a statistical relationship between historical data and other variables to
calculate an estimate for activity parameters, such as cost, budget and duration
- This technique can produce higher levels of accuracy depending on the
sophistication and underlying data built into the model

116
Estimate Activity Durations

❑ Three point Estimate (PERT) : With this technique ,estimators give an optimistic (O),
pessimistic(P), and most likely (M) estimates for each activity, this ultimately provides a risk-based
expected duration estimate by taking average or a weighted average of the three estimates.

𝑃 + 4𝑀 + 𝑂
(Beta distribution)
6
➢ Expected Activity Duration (EAD) :
𝑃+𝑀+𝑂
(Triangular distribution)
3

𝑃−𝑂
➢ Beta Activity Standard Deviation (SD or σ) : 6

𝑃−𝑂
➢ Activity Variance (V) : [ ]²
6
⇒ 𝑉 = (𝑆𝐷)²

117
Develop Schedule

Develop Schedule process

• is the process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to create a
schedule model for project execution and monitoring and
controlling.
• Developing acceptable project schedule is often an iterative
process.

118
Develop Schedule

INPUT Tools & Techniques OUTPUT

Project Management Plan Schedule networks Analysis Schedule Baseline

- Schedule Management Plan Critical path method Project schedule
- Scope Baseline
Critical chain method Schedule data
Project documents Modeling Technique Project calandar
- Basis of estimates Ressource optimization Update PMP
- Duration estimate - Schedule Management Plan
- Assumption Log Leads and lags - Scope Baseline
- Activity list Data Analysis
- Activity Attributes
- What if scenario Project documents
- Milstones list
- Simulation
- Lessons learned register - Duration estimate
- Project Team assignement Schedule compression - Assumption Log
- Ressources calandar - Activity Attributes
Project management - Lessons learned register
- Ressources Requirements
- Risk register infomation system (PMIS) - Ressources Requirements
- Projects Schedule network diagram - Risk register
Agile release planning
Agreement
EEF

OPAs
119
Develop Schedule

❑ Tools and Techniques

▪ Schedule network analysis.

▪ Resource optimization: used to adjust the start and finish dates of activities to
adjust planned resources use to be equal to or less than resource availability.
Example:

✓ Resource leveling
✓ Resource smoothing

120
Develop Schedule

❑ Tools and Techniques

▪ Critical Path Method (Definitions )

➢ Critical Path :The sequence of schedule activities that determines the duration
of the project , It is the longest path through the project .
➢ Near-critical path : the path wich is close in duration to critical path.
➢ Float (Slack) :Total Float ,Free Float ,Project Float

121
Develop Schedule

❑ Tools and Techniques

▪ Critical Path Method (Definitions )

➢ Total Float : the amount of time an activity can be delayed without delaying the
project end date or an intermediary milestone.
➢ Free Float : the amount of time an activity can be delayed without delaying the
early start date of successors
➢ Project Float :the amount of time a project can be delayed without delaying the
externally imposed project completion date required by costumer or management.

122
Develop Schedule

❑ Tools and Techniques

▪ Data analysis:

➢ What if scenario analysis (Monte Carlo Analysis): Evaluating scenarios in order

to predict their effect, positive or negative on project objectives
➢ Simulation

123
Develop Schedule

❑ Tools and Techniques

▪ Schedule compression

➢ Fast tracking :This techinque involves doing critical path activities in parallel
that were originally planned in series.

➢ Crashing : This techique involves making cost and schedule trade-offs to

determine how to compress the schedule the most for the least incremental cost
while maintaining project

124
Control Schedule

Control Schedule process

• Control Schedule is the process of monitoring the status of

the project to update project progress and manage changes
to schedule baseline.

125
Control Schedule

INPUT Tools & Techniques OUTPUT

Project Management Plan Data Analysis Work performance
- Schedule Management Plan - Earned value analysis
- Scope Baseline - Iteration burndown chart
Information
- Schedule Baseline - Variance analysis Schedule forecasts
- Performance measurement - Trend analysis
Baseline - What if scenario
Change Request
- Performance review Update PMP
- Schedule Management Plan
Project documents Leads and lags - Scope Baseline
- Lessons learned register - Schedule Baseline
- Project Calandar Critical path method - Performance measurement Baseline
- Project schedule Schedule compression
- Ressource calandars
- Schedule data Project management Update Project documents
- Basis of estimates
infomation system - Assumption Log
(PMIS) - Lessons learned register
Work Performance Data Ressource optimization
- Risk Register
- Project schedule
- Ressource calandars
OPAs - Schedule data

126
Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

15/01/2025 127
Chapter 5 :
Project Cost
Management

15/01/2025 128
Cost Management

➢ Plan Cost Management

➢ Estimate Costs
➢ Determine Budget
➢ Control Costs

129
Cost Management

❑ Cost Management Process

The Cost Management Process Done During

Plan Cost Management Planning process group

Estimate Cost Planning process group

Determine Budget Planning process group

Control Cost Monitoring &Controlling process group

130
Plan Cost Management

Plan Cost process

• is the process of defining how the project costs will be

estimated, budgeted, managed, monitored and controlled.

131
Plan Cost Management

❑ Cost Management Plan

Cost Management Plan is a part of Project Management Plan.

It answers the following questions

✓ How will I go about planning cost for the project ?

✓ How will I effectively manage the project to the cost baseline,
control cost and manage cost variances?

132
Plan Cost Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Cost Management Plan

Project Management Plan
- Schedule Management Plan Data Analysis
- Risk Management Plan

Meeting
EEF

OPAs

133
Estimate Costs

Estimate Costs process

• is the process of developing an approximation of the

monetary resources needed to complete project activities .

134
Estimate Costs

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Cost estimates

- Cost Management Plan
Analogous estimating Basis of estimate
- Quality Management Plan
- Scope Baseline Parametric estimating
Three point estimating Update Project
Project documents documents
- Lessons learned register Bottom Up estimating
- Assumption Log
- Ressources Requirements - Risk register
- Risk register
- Project schedule Data Analysis - Lessons learned register
- Alternatives Analysis
- Reserve Analysis
EEF - Cost of Quality

OPAs
PMIS

Decision Making
- Voting

135
Estimate Costs

✓ Estimating techniques

➢ Costs can be estimated using the same techniques as described in

the Schedule Management Chapter

▪ One-point estimate
▪ Analogous estimating
▪ Parametric estimating
▪ Three-point estimates

136
Estimate Costs

✓ Estimating techniques

➢ An additional way of estimating cost is : Bottom-up estimating

▪ Bottom-up estimating : Detailed estimating is done for each

activity or work package, and the estimates are then rolled up into
control accounts and finally into an overall project estimates.

137
Estimate Costs

✓ Range of estimating

➢ Rough Order of Magnitude : This estimating is usually made during the

initianting process. ( +/- 50%)

➢ Budget estimate : This type of estimate is usually made during the

planning phase and is in the range of -10% to +25%

➢ Definitive Estimate: Later during the project, the estimate will become
more refined (+/-10%)

138
Determine Budget

Determine Budget process

• is the process of aggregating the estimated costs of

individual activities or work packages to establish an
authorized cost baseline. This base line includes all
authorized budget, but excludes management reserves

139
Determine Budget

✓ Determine Budget

140
Determine Budget

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert Judgement Cost Baselines

- Cost Management Plan
Cost Aggregation Project Funding
- Ressource Management Plan
- Scope Baseline Data Analysis requirement
- Reserve Analysis
Project documents Update Project
- Cost estimates Historical information review documents
- Basis of estimate
- Project schedule
Funding Limit reconceliation - Cost estimates
- Risk register Financing - Risk Register
- Project schedule

Business documents
- Business cases
- Benefit management plan

Agreement

EEF

OPAs

141
Control Costs

Control Cost process

• Control cost or the process of monitoring the status of the

project to update the project budget and managing
changes to the cost baseline
Control Cost

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Work performance

- Cost Management Plan Information
- Scope Baseline
- Schedule Baseline Data Analysis Cost forecasts
- Performance measurement Baseline - Earned value analysis Change Request
- Iteration burndown chart
- Variance analysis Update PMP
Project documents - Trend analysis - Cost Management Plan
- Project Funding requirement - Cost Baseline
- What if scenario
- Performance review - Performance measurement Baseline
Update Project
Work performance data
To complete documents
- Basis of estimates
OPAs performance Index - Assumption Log
- Lessons learned register
- Risk Register
PMIS - Cost estimates

143
Control Costs

❑ Earned Value Management

✓ Earned Value Management(Definition)

A management methodology for integrating scope,schedule and
resources , and resources,and for objectively measuring project
performance and progress.

Performance is measured by determining the budgeted cost of work

done ( earned value ) and comparing it to the actual cost of work
performed.

144
Control Costs

❑ Earned Value Management

✓ Earned Value Measurement

145
Control Costs

❑ Earned Value Management

✓ Earned Value Measurement
Formula

Cost Variance CV=EV-AC

Schedule Variance SV=EV-PV

Cost Performance Index CPI=EV/AC

Schedule Performance Index

SPI=EV/PV

Estimate At completion EAC=BAC/CPI *

Estimate To Completion ETC=EAC-AC

To Complete Performance Index TCPI=(BAC-EV)/(BAC-AC)

146
Summary
Chapter 1 : Project Management Foundation
Chapter 2 : Foundation of Agile
Chapter 3 : Managing the project Scope
Chapter 4 : Dealing with project Schedule
Chapter 5 : Project Cost Management
Chapter 6 : Project Resources Management
Chapter 7 : Project communication Management
Chapter 8 : Proactively Managing Risks
Chapter 9 : Engaging with stakeholders
Chapter 10 : Introduction to scheduling
Chapter 11 : scheduling model principles & Concept
Chapter 12 : scheduling model good practices
Chapter 13 : Advanced Project Management Methods
Chapter 14 : Focus on Math

15/01/2025 147
Chapter 6 :
Project Ressources
Management

15/01/2025 148
Project Resource Management

• Plan resource management

• Estimate activity resources
• Acquire resources
• Develop Team
• Manage Team
• Control Resources

149
Project Resource Management
Resource Management processes :

The Resource Management Process Done During

Plan resource management Planning process group

Estimate Activity resources Planning process group

Executing process group

Acquire resources

Develop Project Team Executing process group

Manage Team Executing process group

Control resources M&C process group

150
Plan Resource management

Plan Resource management process

• The process defines how to estimate , acquire , manage and use

team and physical resources

151
Plan Resource management

Notes

• Resource planning is used to determine and identify an approach to ensure

that enough resources are available to make the project successful

• Project resources : Team members , Suppliers, Materials , equipment services

and facilities.

• We can obtain resources from internal assets or outside the organization

• Other project may be competing for the same resources ➔ May impact
project costs , Schedules , risks , quality ….

152
Plan Resource Management

INPUT Tools & Techniques OUTPUT

Project charter Expert judgment Resource Management Plan

Project Management Plan Team charter
- Quality Management Plan Data Representation
- Scope Baseline - Hierachical chart
- Responsability assignement matrix
Update project document
- Risk register
Project documents - Text oriented format
- Assumption log
- Stakeholder register
- Risk register
- Requirement documents Organizational theory
- Project schedule

Meeting
EEF

OPAs

153
Plan Resource management

Tools & Techniques

❑ Expert Judgment

❑ Data representation
• Hierarchical charts : WBS ; OBS ; RBS
• Assignment Matrix : RACI Chart
• Text oriented formats

❑ Organizational theory

❑ Meeting

154
Plan Resource management

Outputs

❑ Resource management plan

• How to identify needed resources
• How to acquire
• Roles and responsibilities
• Project organization charts
• Project team resource management
• Training
• Team development
• Resource control
• Recognition plan

❑ Team charter : Value , communication guidelines , conflict resolution process …..;

155
Estimate Activity Resources

Estimate Activity Resources process

• The process of estimating team resources and the type and quantities of materials ,
equipment and supplies necessary to perform project work
• This process is performed periodically throughout the project as needed
• This process was in Time management
• This process is closely coordinated with other processes such as Estimate Costs
process

156
Estimate Activity Resource

INPUT Tools & Techniques OUTPUT

Project Management Plan Expert judgement Resource Requirements

- Resource Management Plan Basis of estimates
- Scope Baseline
Analogous estimation Resource breakdown
Project documents Buttom up estimation structure « RBS »
- Attivity attributes Parametric estimation
- Activity list Project documents
- Assumption Log
- Cost estimates Data Analysis Update
- Ressources Calandar - Alternatives Analysis - Activity list
- Risk Register - Assumption Log
- Lessons learned Register

PMIS
EEF
Meeting
OPAs

157
Acquire Resources

Acquire Resources process

• The process of obtaining team resources and the type and quantities of materials ,
equipment and supplies necessary to perform project work
• This process is performed periodically throughout the project as needed

158
Acquire Resources

INPUT Tools & Techniques OUTPUT

Project Management Plan Project Team assignement

- Resource Management Plan
- Procurement Management Plan
Interperonal and team Physical resource assignement
- Cost Baseline skills Resource calandar
- -Negotiation
Change Request
Project documents Decision Making
- Resources calandar
- Mulicriteria decision analysis Update PMP
- Project schedule - Resource Management Plan
- Resources requirements - Cost Baseline
- Stakeholder register
Pre assignement
EEF Virtual teams Update project documents
- Project schedule
- Resources requirements
OPAs - Stakeholder register
- RBS
- Lessons learned register
- Risk register

Update EEF & OPAs

159
Acquire Resources

Terms to learn about Acquire Resources

▪ Negotiating:
Resources may be acquired through negotiation.
Resource can also be acquired from outside the organization from
external vendors, suppliers, contractors…
▪ Virtual team:
Teams that don’t meet face to face. In the big projects, you can
reach out to the whole world to find the best team members
▪ Hallo Effect:
Something to be aware of when dealing with team members.
Exple: you are a great programmer, therfore, we will make you a PM, and expect
you to be great at that as well

160
Develop Team

Develop Team process

• The process of improving competencies, team member interactions and the overall
team environment to enhance project performance

• Results : improved team work , interpersonal skills and competencies, motivated

employees , reduction of turnover and improved project performance

161
Develop Team

INPUT Tools & Techniques OUTPUT

Project Management Plan Colocation Team performance

- Resource Management Plan Virtual Teams assessement
Communication Change Request
Project documents Technology
- Resources calandar Interperonal and team Update PMP
- Project schedule - Resource Management Plan
- Project Team assignement skills
- Stakeholder register - Motivation
- Team charter - Influencing Update project documents
- Conflict management - Resources calandar
- Negotiation
EEF - Team Building
- Project schedule
- Project Team assignement
- Stakeholder register
OPAs Recognition & Rewards - Team charter
Training
Team and individual Update EEF & OPAs
assessement
Meeting

162
Develop Team
High performance can be achieved by :

• Using open and effective communication

• Creating team building activities
• Developing trust among team members
• Managing conflicts in a constructive manner
• Encouraging collaborative problem solving
• Encouraging collaborative decision making

Five stages of team building

• Forming
• Storming
• Norming
• Performing
• Adjourning

163
Manage Team

Manage Team process

• The process of tracking team member performance, providing feed-back

, resolving issues and managing team changes to optimize project
performance

164
Manage Team

INPUT Tools & Techniques OUTPUT

Interperonal and team Change Request

Project Management Plan
- Resource Management Plan skills Update PMP
- Influencing - Resource Management Plan
- Conflict management - Cost Baseline
- Schedule Baseline
Project documents - Leadership
- Issue log - Emotional intelligence
- Lessons learned register - Decision Making Update project
- Project Team assignement documents
- Team charter
PMIS - Issue log
- Lessons learned register
Work Performance Report - Project Team assignement
Team performance assessement
Update EEF
EEF

OPAs

165
Manage Team

Powers of the Project Manager

✓ Formal (Legitimate): This power is based on your position.
✓ Reward: This power stems from giving rewards.
✓ Penalty: This power comes from the ability to penalize team members.
✓ Expert: This power comes from being the technical or project management
expert.
✓ Referent: This power comes from another person liking you, respecting you, or
wanting to be like you.

• The best forms of power are EXPERT and REWARD.

• PENALITY is the worst choice.
• FORMAL, REWARD, and PENALTY are powers derived from the project manager’s position
in the company
• EXPERT power is earned on your own

166