LESSON 2: STARTING THE PROJECT

• Topic A: Determine Appropriate Project

Methodology/Methods and Practices
• Topic B: Plan and Manage Scope
• Topic C: Plan and Manage Schedule
• Topic D: Plan and Manage Budget and Resources
• Topic E: Plan and Manage Quality of Products/Deliverables
• Topic F: Integrate Project Planning Activities
• Topic G: Plan and Manage Procurement
• Topic H: Establish Project Governance Structure
• Topic I: Plan and Manage Project/Phase Closure

Sharif Adnan Haque PMP 1

TOPIC A:
DETERMINE APPROPRIATE PROJECT
METHODOLOGY / METHODS AND
PRACTICES

Sharif Adnan Haque PMP 2

Deliverables and Tools: Determine Appropriate Project Methodology/Methods
and Practices

Deliverables Tools

Survey Expert judgement

Project business case / needs document Meetings

Project Overview Statement Focus groups

Project Implementation Plan Workshops

Agile practice guidelines SMART objectives

Knowledge of classic PM and agile practice

Project Integration

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 3

 Business Case and Business Needs Documents

Business case:
✓ Documented economic feasibility study

✓ Establishes benefits of project components

✓ Provides a basis for authorization of further

project activities

Business needs documents:

✓ Provide high-level deliverables

✓ Prerequisite of formal business case

✓ Describe requirements - what needs

creating and / or performing

Sharif Adnan Haque PMP 4

 Project Implementation Plan

✓ Consider all stakeholders, schedules, risks,

budgets, and quality standards.
✓ Identify deliverables - due at the end of the
project.
✓ Identify project outputs - delivered
throughout the project.
✓ When delivering outputs, are we:
➢ Implementing them in a new or existing
business environment?
➢ Transitioning them into a live environment?
➢ Decommissioning or removing old systems,
processes, or materials?
➢ Ensuring training and knowledge transfer is
complete / satisfactory?

Sharif Adnan Haque PMP 5

 Rolling Wave Planning
Rolling Wave Planning*: An iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while work further in the future is
planned at a higher level.

✓ Used in agile or predictive approaches

✓ A form of progressive elaboration
applied to work packages, planning
packages, and release planning
✓ Decompose work down to the known
level of detail during strategic planning
✓ Decompose work packages into
activities as work progresses

Sharif Adnan Haque PMP 6

 Progressive Elaboration
Progressive elaboration* The iterative process of increasing the level of detail in a
project management plan as greater amounts of information and more accurate
estimates become available.

Sharif Adnan Haque PMP 7

Overview: Project Management Methodologies, Methods, and Practices
✓ Agile
➢ Modern approach where team works collaboratively with the customer to determine
the project needs.
➢ The coordination of the customer and the team drives the project forward.
✓ Predictive/Plan Driven
➢ Traditional approach where the project needs, requirements, and constraints are
understood, and plans are developed accordingly.
➢ The plans drive the project forward.
✓ Hybrid
➢ A combined approach that uses a strategy from agile or predictive for a specific
need.
➢ Project might switch approaches based on need, changing work requirements, or
circumstances.

Sharif Adnan Haque PMP 8

 Types of Life Cycles

Predictive

Hybrid

• Iterative
Adaptive • Incremental
• Agile

Sharif Adnan Haque PMP 9

 Predictive Life Cycles
Predictive Life Cycle* Determine project scope, time, and cost in the early phases of
this life cycle.

Types Characteristics
Predictive ✓ Fixed requirements
✓ Activities performed once per project
✓ Single delivery

Discuss: Example(s)

Sharif Adnan Haque PMP 10

 Iterative Life Cycles
Iterative Life Cycle* A project life cycle where the project scope is generally
determined early in the project life cycle, but time and cost estimates are routinely
modified as the project team's understanding of the product increases.

Types Characteristics
Adaptive Iterative • Dynamic requirements
• Activities repeated until correct
• Single delivery

Discuss: Example(s)

Sharif Adnan Haque PMP 11

 Incremental Life Cycles
Incremental Life Cycle* An adaptive project life cycle in which the deliverable is
produced through a series of iterations that successively add functionality within a
predetermined time frame. The deliverable contains the necessary and sufficient
capability to be considered complete only after the final iteration.

Types Characteristics
Adaptive Iterative • Dynamic requirements
• Activities repeated until correct
• Single delivery
Incremental • Dynamic requirements
• Activities performed once per
increment
• Frequent small deliveries

Discuss: Example(s)

Sharif Adnan Haque PMP 12

 Agile Life Cycles
Agile Life Cycles* Iterative repetition with incremental deliveries. Also referred to as
change-driven or adaptive.

Types Characteristics
Adaptive Iterative • Dynamic requirements
• Activities repeated until correct
• Single delivery
Incremental • Dynamic requirements
• Activities performed once per increment
• Frequent small deliveries
Agile • Dynamic requirements
• Combines iterative repetition of activities
with incremental deliveries

Discuss: Example(s)

Sharif Adnan Haque PMP 13

 Hybrid Methodologies
Types Characteristics
Predictive • Fixed requirements
• Activities performed once per project
• Single delivery
Adaptive Iterative • Dynamic requirements
• Activities repeated until correct
• Single delivery
Incremental • Dynamic requirements
• Activities performed once per increment
• Frequent small deliveries
Agile • Dynamic requirements
• Combines iterative repetition of activities with
incremental deliveries
Hybrid • Includes adaptive and predictive components
• Shorter, iterative time frames
• High stakeholder involvement
• More in-depth requirements

Use Adaptive and Hybrid methods in dynamic and complex

Discuss: Example(s) environments, where change is a constant.

Sharif Adnan Haque PMP 14

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

Note: Spotlight video on When to Apply Agile Methodologies on the CHOICE Course screen

Exercise: Page 55

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TOPIC B:
PLAN AND MANAGE SCOPE

Sharif Adnan Haque PMP 16

 Deliverables and Tools

Deliverables Tools

Requirements Documentation Agile estimating

Work performance reports Product backlog

Traceability matrix Change requests

Update product backlog

Scope management plan

Requirements management plan

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 17

 Scope Management Plan

Scope management plan* A component of the

project or program management plan that describes
how the scope will be defined, developed, monitored,
controlled, and validated.
✓ Generates a project scope statement
✓ Enables the creation of the WBS from the
detailed project scope statement
✓ Establishes how the scope baseline will be
approved and maintained
✓ Specifies how formal acceptance of the
completed project deliverables will be
obtained.
✓ Can be formal or informal, broadly framed or
highly detailed.

Discuss: If project running under program

Sharif Adnan Haque PMP 18

 Scope Management Tools and Techniques

✓ Expert Judgment
➢ Internal and external experts
✓ Alternatives Analysis
➢ Data Analysis method
✓ Meeting
➢ Team members involved in creating the
scope management plan

Sharif Adnan Haque PMP 19

 Project & Product Requirements
Project requirements*: The actions, processes, or other conditions the project needs
to meet e.g. milestone dates, contractual obligations, constraints, etc.
Product requirements*: The agreed-upon conditions or capabilities of a product,
service, or outcome that the project is designed to satisfy.

✓ High-level requirements might be

documented in the project charter.
✓ Verify that all requirements are
determined and documented.
✓ Provide the foundation for building
the WBS.

Sharif Adnan Haque PMP 20

 Project & Product Scope

Project Scope*: The work performed to deliver a product, service, or result with the
specified features and functions. “Project scope” may include product scope.

Product Scope*: The features and functions that characterize a product, service, or
result.

Legal Consequence Land Preparation

for Land Acquisition for Rail Track

External Stakeholders are

more influential

Sharif Adnan Haque PMP 21

 Project & Product Scope

✓ Predictive - The scope baseline for the

project is the approved version of the
project scope statement, work
breakdown structure (WBS), and
associated WBS dictionary.
✓ Agile - Backlogs (including product
requirements and user stories) reflect
current project needs.
✓ Measure completion of project
scope against the project management
plan.
✓ Measure completion of the product
scope against product requirements.

Sharif Adnan Haque PMP 22

 Tolerances
Tolerance levels enable you to effectively manage an issue without needing to
escalate it every time.
Areas of tolerance might include:
✓ Budget
✓ Schedule
✓ Quality
✓ Accepted or baselined requirements, including:
➢ Solution
❖ Functional
❖ non-functional
➢ Business and Stakeholder

Sharif Adnan Haque PMP 23

 EEFs and OPAs
Enterprise Environmental Factors (EEFs)*: Conditions (internal or external) not
under the control of the project team, that influence, constrain, or direct the project at
organizational, portfolio, program, or project level.
Organizational Process Assets (OPAs)*: Plans, processes, policies, procedures,
and knowledge bases specific to and used by the performing organization. These
assets influence the management of the project.

✓ Projects exist and operate in environments

that may influence them, favourably or
unfavourably.
✓ EEFs and OPAs are two major categories
of project influences.
❖ EEFs is not a documents, whereas OPA might be

Sharif Adnan Haque PMP 24

 Enterprise Environmental Factors (EEFs)

These factors enhance or constrain project management options, act

as inputs in planning processes, may have positive or negative
influence on the outcome. Examples are:

Internal External
✓ Organizational culture, structure, ✓ Marketplace conditions
and governance
✓ Social and cultural influences and
✓ Geographic distribution of facilities issues
and resources
✓ Legal restrictions
✓ Infrastructure
✓ Commercial databases
✓ Resource availability
✓ Academic research
✓ Employee capability
✓ Government or industry standards
✓ Financial considerations
✓ Physical environmental elements

Sharif Adnan Haque PMP 25

 Organizational Process Assets (OPAs)
Processes, policies, and procedures are:
✓ Established by the project management office (PMO) or another function outside of the
project.
✓ Not updated as part of project work
✓ Templates, lifecycles, and checklists can be tailored, but not updated, for a project.
Organizational knowledge bases are:
✓ Updated throughout the project with project information
✓ Updated information such as financial performance, lessons learned, performance
metrics and issues, and defects.

Sharif Adnan Haque PMP 26

 Elicitation Techniques: Document Analysis
Document analysis*: A technique used to gain project requirements from current
documentation evaluation.

Derive new project requirements from existing documents such as:

✓ Business plans
✓ Service agreements
✓ Marketing materials
✓ Current process diagrams
✓ Application software documentation

Sharif Adnan Haque PMP 27

 Elicitation Techniques: Focus Groups
Focus groups*: An elicitation technique that brings together prequalified stakeholders
and subject matter experts to learn about their expectations and attitudes about a
proposed product, service, or result.

✓ Loosely structured, information-

sharing sessions
✓ Moderator-guided, interactive
✓ Includes stakeholders and SMEs
✓ Qualitative research

Sharif Adnan Haque PMP 28

 Elicitation Techniques: Questionnaires and Surveys

Questionnaires*: Written format of questions designed to quickly capture information

from many respondents.

Most appropriate data gathering

technique:
✓ With varied audiences
✓ When a quick turnaround is needed
✓ When respondents are
geographically dispersed
✓ Where statistical analysis could be
appropriate.

Sharif Adnan Haque PMP 29

 Elicitation Techniques: Benchmarking
Benchmarking*: The comparison of actual or planned products, processes, and
practices to those of comparable organizations to identify best practices, generate
ideas for improvement, and provide a basis for measuring performance.

✓ Evaluates and compares a business’ or

project’s practices with others.
✓ Identifies best practices in order to meet or
exceed them.

Sharif Adnan Haque PMP 30

 Elicitation Techniques: Interviews
Interview*: A formal or informal approach to elicit information from stakeholders by
talking with them directly.

✓ Helps to identify a stakeholder's requirements,

goals, or expectations for a project.
✓ Use to identify/define features and functions
of desired project’s deliverables.

Sharif Adnan Haque PMP 31

 Elicitation Techniques: Group Decision Making Techniques
Decision Making techniques are used by a group to reach a decision. After all
alternatives and outcomes have been discussed, the group votes to reach a group
decision.

Voting Autocratic Multicriteria decision

decision making analysis
Collective decision-making and One team member makes Method - Establish criteria in
assessment the decision for the group. decision matrix e.g. risk levels,
uncertainty, and valuation
Determines several
alternatives, with future actions Uses a systematic, analytical
as the expected outcome approach
Use to generate, classify, and Evaluate and rank many ideas
prioritize product requirements

Sharif Adnan Haque PMP 32

 Types of Voting
✓ Unanimity
➢ Everyone agrees on a single course of action.
➢ Useful in project teams with great cohesion.
➢ Example: Delphi technique
✓ Majority
➢ Decision reached with > 50% of group support
➢ Tip: Create groups of an uneven number of participants to
ensure decisions are made and tie votes avoided.
✓ Plurality
➢ Decision reached with largest block in a group deciding,
even if majority is not achieved.
➢ Use this method when more than 2 options are nominated.
✓ Agile Methods
➢ Thumbs up/down/sideways
➢ Fist of Five

Sharif Adnan Haque PMP 33

 Elicitation Techniques: Data Representation
Techniques Definition
Consolidate ideas created through individual brainstorming sessions into a single map to
Mind mapping*
reflect commonality and differences in understanding and to generate new ideas

Affinity diagram* Allows large numbers of ideas to be classified into groups for review and analysis

Data gathered Data representation using Affinity

Sharif Adnan Haque PMP 34

 Elicitation Techniques: Observations
Observation*: A technique used to gain knowledge of a specific job role, task, or
function in order to understand and determine project requirements.
✓ Also known as Job shadowing
✓ Allows decision makers to directly observer a job when job or task is complex and
detailed and cannot be described easily

Sharif Adnan Haque PMP 35

 Elicitation Techniques: Facilitated Workshops
Facilitated workshops*: Organized working sessions held by project managers to
determine project requirements and to get all stakeholders together to agree on project
outcomes.
✓ Joint application design/development (JAD). used in the software development
industry. Business subject matter experts & development team gather requirements
✓ Quality function deployment (QFD). In the manufacturing industry helps determine critical
characteristics for new product development starts by VOC (Voice of Customer)
✓ User stories. textual descriptions of required functionality, are often developed during a
requirements workshop.

Sharif Adnan Haque PMP 36

 Elicitation Techniques: Context Diagrams
Context diagrams*: Visual depiction of product scope, showing a business system
(process, equipment, computer system, etc.) and how people and other systems
interact with it.
Business Context Diagram Sample

Government Private Sector

Request for Request for

Funding Funding
Funding Funding

Hardware, Software, Educational

and Support Services
User Community University Industry

Request for Request for

Hardware, Educational
Software, and Services
Support
Request for
Educational
Educational
Services
Services

Education
Community

Sharif Adnan Haque PMP 37

 Elicitation Techniques: Prototypes
Prototype*: Assists in the process of obtaining early feedback on requirements by
providing a working model of the expected product before building.

Sharif Adnan Haque PMP 38

 Elicitation Techniques: Storyboarding
Storyboarding*: A prototyping method using visuals or images to illustrate a process or
represent a project outcome.

Sharif Adnan Haque PMP 39

 Requirements Documentation

✓ Describes how individual requirements

meet project business need.
✓ Starts at a high level before providing
details.
✓ Before baselining, requirements need to
be unambiguous (measurable and
testable), traceable, complete, consistent,
and acceptable to key stakeholders.
✓ Format can be simple (document listing
all requirements, categorized by
stakeholder and priority) or more
elaborate (executive summary, detailed
descriptions, attachments).

Sharif Adnan Haque PMP 40

 Types of Requirements
Business Transition and Readiness
Stakeholder
Higher-level needs of the Temporary capabilities
organization e.g. business Stakeholder or e.g. data conversion and training
issues or opportunities, and stakeholder group requirements needed to transition from
needs. Reporting the current as-is state to the desired
reasons why a project has been
undertaken. requirements. future state.

Project
Quality
Condition or criteria needed to validate the successful Actions, processes, or other conditions
completion of a project deliverable or fulfilment of other the project needs to meet e.g. milestone
project requirements e.g. tests, certifications, validations. dates, contractual obligations,
constraints.

• Solutions (Functional and Non-functional)

• Describe features, functions, and characteristics of the product, service, or result that will meet the
business and stakeholder requirements.
• Functional requirements - Describe the behaviors of the product
• e.g. actions, processes, data, and interactions that the product should execute.

• Non-functional requirements - Supplement functional requirements to describe environmental

conditions or qualities required for the product to be effective
• e.g. reliability, security, performance, safety, level of service, supportability, retention/purge, etc.

Sharif Adnan Haque PMP 41

 Nonfunctional Requirements

Type Considerations
✓ How and when is the service available?
Availability ✓ If the service were to become unavailable, how
quickly can it be restored to working?
✓ What level of service performance, speed, and
throughput is required?
Capacity
✓ Given the number of stakeholders using the
service, is there enough supply to meet demand?
✓ If there were a disaster of some kind, how quickly
Continuity could the service be recovered to support
operations.
✓ How well is the service and its information protected
from security risks and threats?
Security
✓ How do you guarantee the confidentiality, integrity,
and availability of the information?

Sharif Adnan Haque PMP 42

 Requirements Management Plan
Requirements management plan* A component of the project or program management
plan that describes how requirements will be analyzed, documented, and managed.
✓ Planning, tracking, and reporting information for
requirements activities.
✓ Configuration management activities:
➢ Version control rules
➢ Impact analysis
➢ Tracing, tracking, and reporting
✓ Required authorization levels for change approval
✓ Prioritization criteria / process
✓ Product metrics and accompanying rationale
✓ Traceability structure, including requirement
attributes

Sharif Adnan Haque PMP 43

 Requirements Traceability Matrix
Requirement Traceability Matrix*: Links product requirements from their origin to
the deliverables that satisfy them.

Resources
Diesel engine available
Cost effective 2.2.8 2.2.8.2, 3.2.9.2 etc QC 2.2.8.2

Sharif Adnan Haque PMP 44

 Help to avoid “Scope Creep”

Resources
Diesel engine Cost effective 2.2.8 2.2.8.2, 3.2.9.2 etc QC 2.2.8.2
available

Consequence of Change

Sponsor Requesting to
change it by Electrical engine

Sharif Adnan Haque PMP 45

 Guidelines for Collecting Project Requirements

✓ Review:
➢ Scope management plan
➢ Requirements management plan
➢ Stakeholder engagement plan
➢ Project charter
➢ Stakeholder register
✓ Use tools and techniques such as interviews, focus groups, facilitated
workshops, group creativity techniques.

Sharif Adnan Haque PMP 46

 Project Scope Statement
Project Scope Statement*: The description of the project scope, major deliverables,
assumptions, and constraints.
➢ Project scope description, progressively
elaborates the characteristics of the product,
service or result describe in the charter and
requirements documentation
➢ Deliverable, any unique and verifiable product,
result or capability that is required to be the
produced to complete a process, phase or project.
➢ Acceptance criteria, is set of condition that is
required to be met before deliverables are
accepted
➢ Project exclusion, identifies what is excluded
from the project.
➢ Constraints and Assumption

Discuss: Project Scope Statement vs. Project Charter

Sharif Adnan Haque PMP 47

 Scope Tools and Techniques

Expert Judgment
Judgment provided by a group or person,
based upon expertise in an application area,
Knowledge Area, discipline, industry, etc.

Product Analysis
Facilitation Defines products and services. Includes
asking questions about a product/service,
Effective guidance of a group to a successful forming answers to describe the use,
decision, solution, or conclusion. characteristics, and other relevant aspects of
what is going to be delivered

Multi-criteria decision analysis Alternatives analysis

Evaluation of choices available to reach an
Technique of organizing decision factors in a
matrix to evaluate options objective.

Sharif Adnan Haque PMP 48

 Product Analysis
Product analysis*: A tool to define scope by asking questions about a product and
forming answers to describe the use, characteristics, and other relevant aspects of the
product.
Value Analysis
Systematic,
Requirements interdisciplinary
Product Breakdown examination of factors
Analysis
Splinter a product and affecting the cost of a
Process of
its work requirements product or service towards
identifying, validating,
into components to achieving the purpose at
and documenting
achieve a clear lowest cost and required
specifications for
understanding of work standards of quality and
projects
reliability

Systems Systems Analysis

Engineering Process of studying a
Value Engineering
Design, integration, product /service to
Structured technique
and management of identify its goals and
to optimize value in a
complex systems purposes and create
project
over their life cycles systems / procedures
to achieve them
efficiently

Sharif Adnan Haque PMP 49

 Guidelines to Develop a Project Scope Statement
✓ Review:
➢ Scope management plan (developing, monitoring, and

controlling project scope activities)

➢ Project charter (high-level project description and product

characteristic and project approval requirements)

✓ Requirements documentation
✓ OPAs – templates, processes, and procedures
✓ Use tools and techniques to define the project scope (expert
judgment, product analysis, alternatives generation, and
facilitated workshops).
✓ Document the project scope statement and update project
documents.

Sharif Adnan Haque PMP 50

 Work Breakdown Structure (WBS)
Work Breakdown Structure (WBS)*: A hierarchical decomposition of a project’s total
scope of work to accomplish project objectives and create the required deliverables.
Code of Accounts*: Numbering system that uniquely identifies each component of the
WBS.
DMAIC
Project
1.0 2.0 3.0 4.0 5.0
Define Measure Analyze Improve Control

1.1 2.1 3.1 4.1 5.1

Work
packages
1.2 2.2 3.2 4.2 5.2

Code of accounts
1.3 2.3 3.3 4.3 5.3

Sharif Adnan Haque PMP 51

 WBS Dictionary
WBS dictionary* A document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. Can Include:
✓ Code of account identifier

✓ Description of work

✓ Assumptions and constraints

✓ Responsible organization

✓ Schedule milestones

✓ Associated schedule activities

✓ Resources required to complete the work

✓ Cost estimations

✓ Quality requirements

✓ Acceptance criteria

✓ Technical references

✓ Agreement information

Sharif Adnan Haque PMP 52

 Decomposition
Decomposition* A technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.

✓ Identifying the deliverables and the

related work tasks to accomplish the
deliverable
✓ Structuring and organizing the WBS
✓ Decompose high-level WBS scope
components into low-level components
✓ Develop and assign a unique
identification code to each components
✓ Review the decomposition of work
packages and verify that they align
with the project requirements

Sharif Adnan Haque PMP 53

 Control Accounts, Planning and Work Package

✓ Control account*: A management control

point where scope, budget, actual cost, and
schedule are integrated and compared to
earned value for performance
measurement.
✓ Planning Package*: A WBS component
below the control account with known work
content but without detailed schedule
activities.
✓ Work Package*: The work defined at the
lowest level of the WBS for which cost and
duration are estimated and managed.

Sharif Adnan Haque PMP 54

 Planning Work Using a WBS

✓ A control account has two or more 1

Project
work packages. Name

✓ Each work package is part of a single

1.1 2.1
control account. Control Control
Account A Account B
✓ Identifiers provide a structure for
hierarchical summation of costs, 1.2 1.3 2.2
schedule, and resource information Planning
Package A
Planning
Package B
Planning
Package
and form a code of accounts.
1.2.1 1.2.2 2.2.1
Planning package Work Work Work
houses work Package Package Package
content, but no
schedule or details.

Lowest level - a work

package with a unique
identifier; contains
detailed schedule and
cost information.

Sharif Adnan Haque PMP 55

 Scope Baseline
Scope baseline*: Approved version of a scope statement, WBS, and its associated
WBS dictionary, that can be changed using formal change control procedures and is
used as a basis for comparison to actual results.
Scope baseline components can include:
✓ Project scope statement (PSS)
✓ WBS
✓ Work package
✓ Planning package
✓ WBS dictionary

Sharif Adnan Haque PMP 56

 Guidelines to Create a WBS

✓ Review:
➢ Scope management plan
➢ Project scope statement
➢ Requirements documentation
➢ EEFs and OPAs
✓ Use tools and techniques e.g. decomposition
✓ Use expert judgment
✓ Include notes on work products that might be
delivered incrementally
✓ Document the scope baseline

Sharif Adnan Haque PMP 57

 Sample WBS
CA-1
1.0 2.0
Not for Print

1.1 2.2 2.1 2.3

1.2
2.2.1

2.2.2
2.2.3 2.2.4 2.2.5 2.2.6

CA-X
2.2.7 2.2.8 2.2.9 2.2.10 2.2.11 2.2.12 2.2.13

2.2.7.1
2.2.9.1 2.2.9.2 2.2.11.1 2.2.11.2

2.2.7.2

Sharif Adnan Haque PMP 58

 Product and Iteration Backlogs
Product backlogs
✓ Change throughout the project. A product backlog
is a list of the
✓ Groom and refine the product backlog continually; expected work to
weekly or monthly intervals are typical. deliver the
product.
✓ Remove product backlog items (PBIs) as work is
completed.
➢ Edit and clarify PBIs as more becomes known or
as product requirements change.
➢ Add PBIs when more work must be done.
Iteration backlogs include items
from the product backlog that can
conceivably be completed within
Iteration backlog the time period based on the
✓ Teams must estimate effort and understand team’s capacity.
business priorities.

Sharif Adnan Haque PMP 59

 User Stories
User Stories*: Short descriptions of required
functionality; told from user’s point of view
✓ Help teams focus on that value provided to the
user.
✓ Suggest who will benefit from the work and
how.
✓ Driven by description instead of technical
specifications to give holistic view

As a [user name or persona], I want to [objective or intent]

so that I can [why the objective brings value]

Sharif Adnan Haque PMP 60

 User Story and Story Points

User Story

Story Points

Sharif Adnan Haque PMP 61

 Tools and Techniques for Verifying the Scope

Tool and Technique Description

Definition of Done Checklist of required criteria for a deliverable to be considered ready for customer use.

Definition of Ready Checklist for a user-centric requirement with all required information to begin work.

Acceptance Criteria A set of conditions to meet before acceptance of deliverables.

Validate Scope The process of formalizing acceptance of the completed project deliverables.
Interval at or near the conclusion of a timeboxed iteration when the project team shares and
Iteration Reviews
demonstrates the work produced during the iteration with stakeholders.
A technique for determining the cause and degree of difference between the baseline and actual
Variance Analysis
performance.
An analytical technique that uses mathematical models to forecast future outcomes based on
Trend Analysis
historical results.

Exercise: Page 70

Sharif Adnan Haque PMP 62

TOPIC C:
PLAN AND MANAGE
SCHEDULE

Sharif Adnan Haque PMP 63

 Deliverables and Tools
Deliverables and Tools

Activity cost estimates Release plan

Activity duration estimates Product Roadmaps

Task estimates Earned Value

Story estimates Updated schedule

Feature estimates Updated release plan

Updated documents Updated product backlog

Backlog Network diagram

Velocity data Planning meetings

Project schedule Negotiations

Sharif Adnan Haque PMP 64

 Tools, Activities and Processes
Tools, Activities and Processes
Top Down Estimating: Expert,
Process assets Retrospectives
Analogous, Parametric
Bottom Up Estimating: Roll up
Backlog management Review work produced
WBS packages

T-Shirt sizing Release planning Backlog reprioritization

Estimating using Fibonacci

Iteration planning Scaling projects
sequences

Story points Burndown / Burnup charts Meetings

Relative estimating Cumulative flow diagrams Procurement negotiations

Affinity estimates Throughput analysis

PMIS Velocity analysis

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 65

 Project Schedule
Project schedule* An output of a schedule model that presents linked activities with
planned dates, durations, milestones, and resources.

✓ Includes start and finish activities

✓ Uses specific dates and in a
certain sequence
✓ Sets dates for project milestones
✓ Coordinates activities to ensure
on-time project completion
✓ Tracks schedule performance
and provides visibility of project
status to upper management
and project stakeholders

Sharif Adnan Haque PMP 66

 Benchmarks and Historical Data
✓ Benchmarking is the comparison of a
project schedule to another, similar
product/service schedule to provide a
good “starting point” for estimation
before detailed analysis.

✓ Benchmarks can be useful in the

initial stage of scheduling to help
assess the feasibility of a project.

✓ Historical data can come from other

projects completed within an
organization for which detailed
information is available.

Sharif Adnan Haque PMP 67

 Schedule Management Plan
Schedule management plan* A component of the project or program management
plan that establishes the criteria and the activities for developing, monitoring, and
controlling the schedule.

✓ Describes how activities will be defined

and progressively elaborated.
✓ Identifies a scheduling method and
scheduling tool to be used.
✓ Determines the format of the schedule.
✓ Establishes criteria for developing and
controlling the project schedule.

Sharif Adnan Haque PMP 68

Components of the Schedule Management Plan

Accuracy of activity Project schedule model Organizational procedure

duration estimates used links used with the WBS

Process descriptions to
Rules of performance explain how schedule
Units of measure to be management processes
measurements to be
used used (CA, SV, SPI etc) are to be documented
throughout the project.

Control thresholds to be
Reporting formats to be
used for monitoring
used schedule performance

Sharif Adnan Haque PMP 69

 Schedule Management Considerations for Agile/Adaptive Environments

✓ Consider developing project roadmap.

✓ Schedule individual activities iteratively.

✓ Choose an iterative approach:

➢ Iterative scheduling with backlog
➢ On-demand scheduling

Sharif Adnan Haque PMP 70

 Iterative Scheduling with a Backlog
✓ Use progressive elaboration (rolling wave) to schedule activities
✓ Use a specific time window e.g. two weeks
✓ Define requirements in user stories
✓ Prioritize stories
✓ Select based on priority and time box
✓ Add remaining stories to backlog
✓ Construct later based on their priority

Does not work

Delivers well with
Allows
business projects
changes
value early featuring
during entire
and complex
project
incrementally dependency
relationships

Sharif Adnan Haque PMP 71

 On-Demand Scheduling

✓ Does not use traditional schedules

✓ Team members “pull” work from a queue
when available
✓ Based on Kanban and Lean
methodologies
✓ Provides incremental business value
✓ Levels out work of team members
✓ Works best when activities can be
divided into equal amounts
✓ Does not work well when there are
complex dependency relationships

Sharif Adnan Haque PMP 72

 Guidelines to Develop a Schedule Management Plan

✓ Review the following:

➢ Project management plan (for information to develop the schedule)
➢ Project charter (for a summary, high-level milestone schedule)
➢ EEFs
➢ OPAs
✓ Use tools and techniques such as expert judgment and historical information.
✓ Use meetings to develop the schedule management plan.
✓ Document the schedule management plan for the project.

Sharif Adnan Haque PMP 73

 Project Activities
Activity* A distinct, scheduled portion of work performed during a project.
Activities lay the foundation for estimating, scheduling, executing, monitoring and
controlling the project work. The characteristics are:
✓ It has an expected duration
✓ It consumes budget and resources
✓ It has performance based name

An activity is a component of a decomposed work Activity List

package. Activities are not the same as work

packages or ‘tasks’. • activity 1
• activity 2
Decomposed to • activity 3
✓ A work package is the lowest level of the WBS. Work package • …….
• ………..
• activity n
✓ A task refers to project management software.

Sharif Adnan Haque PMP 74

 Features and Epics
Epic*: A very large or a collection of user agile
stories.
Feature*: A set of related requirements that allows
the user to satisfy a business objective or need.

Epics and Features are:

✓ Usually described as a short phrase. This term groups
related functionality together to deliver business value.
✓ Includes activities and efforts e.g. documentation, bug
fixes, testing, and quality/defect repairs.
✓ Delivers the capability that can be estimated, tracked,
and managed as a set.
✓ Epics are responsible for producing a major
deliverable, which may include various Agile features,
for example.

Discuss: Examples !!

Sharif Adnan Haque PMP 75

 Working with Features

✓ Scheduling aligned to features

ensures associated work is
coordinated.
✓ Estimating features offers
visibility to when blocks of
functionality can be released
to the business and end users.
✓ Progress can be measured by
drawing a ratio of accepted to
remaining features.

Sharif Adnan Haque PMP 76

 Milestones
Milestone* A significant point or event in a project, program, or portfolio.
✓ Milestones have no duration
✓ Trigger a reporting requirement 5

✓ Require sponsor or customer approval before 4

proceeding
✓ Serve as marker (defined by project manager,
customer or both) 3

Sharif Adnan Haque PMP 77

 Milestone Chart

✓ Provides the summary level view of a project’s milestones.

✓ Uses icons or symbols.
✓ Useful for upper management, who are not interested in fine details.

Sharif Adnan Haque PMP 78

 Guidelines for Estimating Project Activities
✓ Review:
➢ Schedule management plan
➢ Scope baseline for WBS, deliverables, assumptions, and
constraints
➢ EEFs
➢ OPAs
✓ Analyze and decompose each work package of the WBS into
activities that will be required to produce the deliverable.
✓ Consult SMEs about unfamiliar material.
✓ Evaluate all constraints and assumptions for their possible
impact on activity definition.
✓ After decomposing each work package into activities, evaluate
the activity list.
Discuss: Activity attributes
Exercise: Page 89

Sharif Adnan Haque PMP 79

 Activity Dependency

Activity Dependency*: A logical relationship that Example activity:

Designing Room Layouts
exists between two project activities.
✓ Relationship indicates whether the start of an
activity is contingent on an event or input
from outside the activity.
✓ Activity dependencies determine the • Architect needs to assess the
precedence relationships. functionality of a room design.

• Assessment cannot start until

workers finish framing the walls,
windows, and roof.

• After structure is in place, then

architect can reassess design
plans to determine if
modifications are necessary.

Sharif Adnan Haque PMP 80

 Types of Activity Dependencies

✓ Mandatory*
➢ A relationship that is contractually required or inherent in the nature of the
work.
✓ Discretionary*
➢ A relationship that is established based on knowledge of best practices within
a particular application area or an aspect of the project where a specific
sequence is desired.
✓ External*
➢ A relationship between project activities and non-project activities.
✓ Internal*
➢ Contingent on inputs within the project team’s control.

Discuss: Examples !!

Sharif Adnan Haque PMP 81

 Precedence Relationships
Precedence relationships* express a logical dependency in precedence
diagramming methods.
✓ It is a logical relationship between activities that describes what the activity
sequence should look like.
✓ Precedence relationships are always assigned to activities based on the
dependencies of each activity:
➢ Predecessor activity drives the relationship; most often, it occurs first.
➢ Successor activity is driven by the relationship.

Discuss: PDM and AON !!

Sharif Adnan Haque PMP 82

 Types of Precedence Relationships

PDM includes four types of dependencies or logical relationships.

➢ Finish-to-Start (FS)*
Predecessor must finish
Successor can start
➢ Finish-to-Finish (FF)*
Predecessor must finish
successor can finish
➢ Start-to-Start (SS)*
Predecessor must start
successor can start
➢ Start to Finish (SF)*
Predecessor must start
successor can finish
Most common is FS
Rarely used SF

Sharif Adnan Haque PMP 83

 Lead and Lag
Lead* is the amount of time whereby a successor activity can be advanced with
respect to a predecessor activity. Example, landscaping could be scheduled to start
two weeks prior to the scheduled punch list completion.
lag* is the amount of time whereby a successor activity will be delayed with respect
to a predecessor activity. Example, Technical writing team may begin editing the draft
of a large document 15 days after they begin writing it.

Sharif Adnan Haque PMP 84

 Guidelines to Sequence Project Activities
✓ Review:
➢ Schedule management plan (for information on the scheduling
method and tool, and information on how activities may be
sequenced)
➢ Activity list for all project schedule activities
➢ Activity attributes for each activity
➢ Milestone list for the dates for specific schedule milestone events
➢ Project scope statement
➢ EEFs
➢ OPAs
✓ Use tools and techniques such as PDM, dependency determination,
and leads and lags to develop the project schedule network diagram.
✓ Document the project schedule network diagram and update any
project documents, as needed.

Sharif Adnan Haque PMP 85

 Activity Duration Estimates

Activity duration estimate* The quantitative assessment of the likely

number of time periods that are required to complete an activity.
➢ Each activity will have one duration associated with it
➢ Do not include any lead or lag time
➢ Consider only working time

Elapsed time: The actual calendar time required for an activity from
start to finish
➢ Consider non-working time like weekend or holidays

Effort* The number of labor units required to complete a scheduled

activity or WBS component, often expressed in hours, days, or weeks.
➢ Contrast with duration and
➢ provide the basis for cost estimating and resource allocation.

Sharif Adnan Haque PMP 86

 Duration Estimation Exercise
Q. Activity A has a duration of 20 days, activity B of 10 days, activity C of 5 days and activity D of 6 days. What
is the total duration between Milestone A and B?

Milestone A FS FS
Activity A

FF – 2 Days Activity B

Activity C FS
FS + 3 Days
Activity D Milestone B

A. 36 days
B. 37 days
C. 39 days
D. 42 days

Ans: ????

Sharif Adnan Haque PMP 87

 Guidelines to Estimate Activity Durations
✓ Involve the work package owners or those familiar with the work of the activity.
✓ Consult lessons learned and historical information.
✓ Review the schedule management plan.
✓ Determine how you want to quantify the work that needs to be done.
✓ Consider resource requirements and capabilities.
✓ Review the resource requirements for each activity.
✓ Check the resource calendars for resource availability.
✓ Consider interactions with other projects or operations.
✓ Review the project scope statement for assumptions and constraints.
✓ Review the risk register for risks that may affect resource estimation.
✓ Review the resource breakdown structure.
✓ Document the activity duration estimates.

Sharif Adnan Haque PMP 88

 Schedule Presentation Formats

Select the type of schedule to suit your project.

✓ Gantt Chart
✓ Milestone Chart
✓ Project Schedule Network Diagram with Dates
✓ Roadmap
✓ Task board
✓ Kanban board
✓ Burndown chart

Sharif Adnan Haque PMP 89

 Gantt Chart
Gantt chart*: A bar chart of schedule information where activities are listed on the
vertical axis, dates are shown on the horizontal axis, and the activity durations are
shown as horizontal bars placed according to start and finish dates.
Useful for:
✓ Start and end dates, duration,
and order
✓ Precedence relationships
✓ Percentage completion and
actual progress
✓ Presentation of project status to
the team and management

Sharif Adnan Haque PMP 90

 Project Schedule Network Diagram with Dates
▪ Project schedule can be shown with or without dependencies.
▪ Network diagrams have clear advantages, they assign start and finish dates to
activities and show the interrelationship of activities with arrows.

Further benefits: 7 Mar 13 Mar 13 Mar 25 Mar 25 Mar 13 Apr

ES 4.2.3 EF ES EF ES EF
✓ Clear visual of project progress, 25 29 29
4.2.4
37 37
4.2.5
50

Activity C Activity D Activity E

workflow, and interdependencies LS DU LF LS DU LF LS DU LF
36 4 40 40 8 48 48 13 61
of activities.
TF = 11 TF = 11 TF = 11
✓ Justification of time estimate for 3 Feb
ES
14 Feb
EF
14 Feb
ES
7 Mar
EF
28 Apr
ES
6 May
EF
4.2.1 4.2.2 4.2.8
the project. 0 10 10 25 61 66

Activity A Activity B Activity H

✓ Planning and organizational aid. LS

0
DU
10
LF
10
LS
10
DU
15
LF
25
LS
61
DU
5
LF
66

✓ Schedule compression TF = 0 TF = 0 7 Mar 31 Mar 10 Apr 28 Apr TF = 0

ES EF ES EF
opportunities are more easily 25
4.2.6
41
FS 8
49
4.2.7
61

Activity F Activity G
identifiable. LS DU LF LS DU LF
25 16 41 49 12 61

TF = 0 TF = 0

Sharif Adnan Haque PMP 91

 Critical Path Method and Critical Path Activity
Critical Path Method*: Estimates the minimum project duration and determines the
amount of schedule flexibility on the logical network paths within the schedule model.
Critical Path Activity*: Any activity on the critical path in a project schedule.

Sharif Adnan Haque PMP 92

 Use the Critical Path Method
✓ Sequence activities to represent the longest path through a project
✓ Goal is to determine the shortest possible project duration.
✓ Use early start (ES); early finish (EF); late start (LS); and late finish (LF) dates for all activities.
✓ Do not factor in resource limitation.

Activity 2 Activity 4
4 weeks 3 weeks

Activity 1 Activity 6
Start Finish
6 weeks 1 week

Activity 3 Activity 5
5 weeks 4 weeks

1[6w] + 2[4w] + 4[3w] + 6[1w] = 14 weeks

Note: Spotlight video on Working with the
Critical Path on the CHOICE Course screen 1[6w] + 3[5w] + 5[4w] + 6[1w] = 16 weeks Critical Path

Sharif Adnan Haque PMP 93

 Use the Critical Path Method
Determining Critical Path and Calculating Float (Slack) by using forward and backward pass method

9 4 2 7
4

E G H C
D

8 4
Start
3
End
F B
A

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)

Sharif Adnan Haque PMP 94

 Use the Critical Path Method

9 4 2 7
4 5 13 14 17 18 19 20 26
1 4 E G H C
D

Start 8 4
3 5 12 13 16
End
1 3 F B
A

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)

Sharif Adnan Haque PMP 95

 Use the Critical Path Method

9 4 2 7
4 5 13 14 17 18 19 20 26
1 4 E G H C
D 5 13 14 17 18 19 20 26
1 4

Start 8 4
3 5 13 16
12
End
1 3 F B
A 6 13 23 26
3 5

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)

Sharif Adnan Haque PMP 96

 About Float
✓ Float* is the amount of time an activity can be delayed from its early start date
without delaying the project finish date or consecutive activities.
✓ Total float* is the amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish date or
violating a schedule constraint.
✓ Free float* is the amount of time that a scheduled activity can be delayed
without delaying the early start date of any successor or violating a schedule
constraint.

Sharif Adnan Haque PMP 97

 About Float

ES 4.2.3 EF ES 4.2.4 EF ES 4.2.5 EF

25 29 29 37 37 50

Activity C Activity D Activity E

LS DU LF LS DU LF LS DU LF
36 4 40 40 8 48 48 13 61

TF = 11 TF = 11 TF = 11
FF = 0 FF = 0 FF = 11

ES EF ES EF ES EF
4.2.1 4.2.2 4.2.8
0 10 10 25 61 66
Activity H’s ES (61) – Activity E’s EF (50) = 11
Activity A Activity B Free Float for Activity E = 11 Activity H
LS DU LF LS DU LF LS DU LF
0 10 10 10 15 25 61 5 66

TF = 0 TF = 0 TF = 0
FF = 0 FF = 0 FF = 0
ES 4.2.6 EF ES 4.2.7 EF
25 41 49 61
FS 8
Activity F Activity G
LS DU LF LS DU LF
25 16 41 49 12 61

TF = 0 TF = 0
FF = 0 FF = 0

Sharif Adnan Haque PMP 98

 Agile Release Planning
✓ High-level summary timeline of the release schedule based on product roadmap and
vision for the product’s evolution.
✓ Determines the number of iterations or sprints in the release

✓ Allows product owner and team to

decide:
➢ how much needs to be developed
➢ how long it will take to have a
releasable product based on
business goals, dependencies,
and impediments.

Sharif Adnan Haque PMP 99

Scrum/Kanban Board, Burndown chart

Sharif Adnan Haque PMP 100

 Ongoing Progress Based on Methodology
Traditional - Measure project progress according to
schedule by:
✓ Monitoring project status to update the schedule.
✓ Managing changes to schedule baseline.
Agile - Evaluate progress by:
✓ Comparing the total amount of work delivered and
accepted to the amount estimated for the current
time period.
✓ Reviewing completed work in regular Sprint demos.
✓ Conducting scheduled reviews to record lessons
learned (or retrospectives).
✓ Determining the rate at which deliverables are
produced, validated, and accepted.
Discuss: Brief idea on CCB and EVM

Sharif Adnan Haque PMP 101

 Resource Optimization Techniques
✓ Use Resource Optimization to adjust the start and finish dates of
activities.
✓ You need to adjust planned resource use so that it’s equal to or less
than resource availability.
✓ Adjust the schedule model due to demand and supply of resources.
✓ Use smoothing and levelling techniques.

Sharif Adnan Haque PMP 102

 Resource Optimization Techniques
Smoothing
✓ Adjusts the activities of a schedule model to
keep resource requirements within predefined
resource limits and within free and total floats.
✓ Does not change the critical path is not
changed nor delay the completion date.
✓ This method may not be able to optimize all
resources.

Levelling
✓ Adjusts start and finish dates based on
resource constraints
✓ Goal is to balance demand for resources with
available supply.
✓ Use when shared or critically required
resources have limited availability or are over-
allocated
✓ Can change the critical path.

Sharif Adnan Haque PMP 103

 Schedule Compression Techniques
Schedule Compression, are used to shorten the schedule duration without reducing
the project scope in order to meet schedule constraints, imposed dates, or other
schedule objectives. (by using negative float analysis)
Crashing
✓ Shortens schedule duration for the least
incremental cost by adding resources e.g.
overtime, additional resources
✓ Works only for activities on the critical path
✓ Does not always produce a viable
alternative and may result in increased risk
and/or cost.
Fast-tracking
✓ Perform activities in parallel to reduce time
✓ May result in rework, increased risk, and
increased cost

Sharif Adnan Haque PMP 104

 Coordination with Other Projects

✓ If the project is part of a program or a portfolio,

evaluate the schedule status for effects on
other program or portfolio components.
✓ A delay (or acceleration) of a project may not
necessarily impact other projects.
✓ However, if the delay or acceleration is caused
by activities on the project’s critical path and
that project is critical to the schedule of other
projects, the overall effect can be significant.

Exercise: Page 101

Sharif Adnan Haque PMP 105

TOPIC D:
PLAN AND MANAGE BUDGET
AND RESOURCES

Sharif Adnan Haque PMP 106

Deliverables and Tools: Plan and Manage Budget and Resources

Deliverables Tools
Estimating techniques: Three Point, Analogous,
Cost baseline
Parametric, T-Shirt sizing, Planning poker
Management reserve Review organization data
Resource management plan Meetings
Change requests Leverage PMIS
Cost forecasts Understand change control
Risk analysis Use velocity data and analysis
Throughput analysis
Cost Variance, EVM, EAC

Features accepted vs feature remaining

Sharif Adnan Haque PMP 107

 Cost Estimates
✓ Develop an approximation of the cost for each activity in a project.
✓ Cost should include:
➢ Direct labor

➢ Materials

➢ Equipment

➢ Facilities

➢ Services

➢ Information technology

➢ Contingency reserves

➢ Indirect costs

✓ Use logical estimates to provide a basis for making sound decisions and they
establish baselines.
Discuss: Direct and Indirect cost

Sharif Adnan Haque PMP 108

 Cost Estimates: Tools & Techniques

Expert Expert Judgment along with historical information will provide an insight on the information (labor
Judgment costs, material costs, inflation, risk factors) related to prior similar projects
Analogous Uses the cost of previous project with similar scope or activities to predict the cost of future activities.
Estimating
Parametric Relies on the statistical relationship that exists between relevant historical information and other
Estimating variables so as to arrive at an estimate for parameters such as duration and cost.
Bottom-Up Estimates the cost of individual activities then “rolls up” to higher levels.
Estimating
Three-Point Incorporates three types estimates into a singular cost estimate scenario: Most likely, Optimistic and
Estimating Pessimistic. The formulas are:
✓ Triangular Distribution cE = (cO + cM + cP) / 3
✓ Beta Distribution cE = (cO + 4cM + cP) / 6
➢ Most likely (cM) based on realistic effort assessment
➢ Optimistic (cO). based on analysis of the best-case scenario
➢ Pessimistic (cP). based on analysis of the worst-case scenario

Sharif Adnan Haque PMP 109

 Estimating Techniques: Advantages and Disadvantages

Analogous Estimating Parametric

Bottom-up Estimating
Estimating

Is very accurate and gives

Can ensure no work is Is not time consuming lower-level managers more
inadvertently omitted from responsibility.
work estimates.

May be inaccurate, May be very time consuming

Can sometimes be difficult Can be used only after the
depending on the integrity
for lower-level managers to WBS has been well-defined.
of the historical
apportion cost estimates.
information.

Discuss: Remember three less for Analogous (Less Costly, Less Time consuming, Less Accurate)

Sharif Adnan Haque PMP 110

 Common Estimate Types
Developed based on detailed information about Generally made early in the project without
the project work by estimating the cost for each detail data or based on high-level historical
work package Accuracy:(-5% to +10%) data. Accuracy: (-25% to +75%)

Rough
Order of
Definitive Magnitude
estimate

Phased
estimate

“Rolling wave” or “moving window” which allows

less-detailed (i.e ROM) for later part WBS, and
more accurate whereas work done earlier in
project life cycle (i.e Definitive estimate)

Project Cost

Sharif Adnan Haque PMP 111

 Project Governance

✓ Budget management is a critical project oversight

and within the purview of project governance.
✓ Deviations in budget, scope, schedule, resources
or quality, will impact the project.
✓ Project governance tells you whom these issues
would impact and how to deal with them.
✓ Tailor cost estimation approach to phases of the
project life cycle.

Sharif Adnan Haque PMP 112

 Compliance

Projects must be compliant with internal and external

standards, such as:
✓ Appropriate government regulations
✓ Corporate policies
✓ Product and project quality
✓ Project risk

The Project Compliance Plan is a sub-plan of the

project management plan. In this step, you:
✓ Classify compliance categories
✓ Determine potential threats to compliance
✓ Analyze the consequences of noncompliance
✓ Determine necessary approach and action to
address compliance needs

Sharif Adnan Haque PMP 113

 Lessons-Learned Register

✓ Use during and after projects.

✓ Start with budgets from previous, similar projects.
✓ They contain valuable cost-estimating information - both
successes and shortcomings.

Sharif Adnan Haque PMP 114

 Guidelines to Estimate Costs

✓ Gather estimates for individual work packages.

✓ Check with the resource supplier to validate assumptions.
✓ Choose a suitable estimating technique according to context.
✓ Look for alternative costing options.
✓ Determine which units of measure to use.
✓ Consider impact of risks on cost.
✓ Ensure that cost estimates are assigned to the right account.
✓ Ensure estimates include resource costs, level of estimate,
and a list of assumptions.

Exercise: Page 76

Sharif Adnan Haque PMP 115

 Guideline for Estimate Budget
8. Project budget $ 1,423
✓ Aggregate the estimated
costs of individual activities or 7. Management reserves $68
work packages to establish an
authorized cost baseline. 6. Cost baseline $1,355

✓ Ensure budget contains

funding needed to complete 5. Contingency reserves $ 105
the project as defined in the
scope baseline and the
4. Budget estimates $ 1,250
project schedule.
✓ Measure project cost
CA 1
3. Control account estimates CA2
performance against this cost $ 850
$400
baseline
WP 1
2. Work package estimates WP2 WP3 WP 4
$100
$250 $500 $ 175

A1 A2 A3 A4 A5
1. Activity estimate
$25 $25 $25 $25 $ 45

Sharif Adnan Haque PMP 116

 Cost Baseline
Cost Baseline*: The cost baseline is the approved version of the time-phased project
budget, excluding any management reserves.

✓ Can be changed only through

formal change control
procedures.
✓ The basis for comparison to
actual results.
✓ Monitors and measures cost
performance
✓ Includes a budget contingency
✓ Is tailored for each project

Other components of the project

budget are depicted at right.

Sharif Adnan Haque PMP 117

 Guidelines for Estimate Cost Baseline

✓ Gather inputs to establish the baseline

e.g. WBS, project schedule, cost
estimates, and risk management plan.
✓ Assign work to dates on project
schedule and allocate funds for each
activity or work package for assigned
time period.
✓ Consider a contingency reserve to
cover expenses associated with risks.
✓ Total the costs for each time period,
then plot these on a chart to create an
S-curve of the baseline.
✓ Publish and distribute the cost baseline
to the appropriate project stakeholders.

Discuss: What is Padding!!??

Sharif Adnan Haque PMP 118

 Reserve Analysis

Contingency reserves Management reserves

Known unknowns Unknown unknowns
Identified in Risk Management Cannot be identified in Risk
processes management processes
Future situations, partially Future situations, impossible to
planned e.g. snow in Canada predict e.g. snow in Dhaka
Contingency reserves are Management are assumed or
calculated and included in the estimated (e.g. 5% of total project
Cost baseline cost) not included in cost baseline

Project manager can approve Management approval is required for

use of the contingency reserves Management reserves

* Both reduce the chance of cost overrun

Discuss: Examples !!

Sharif Adnan Haque PMP 119

 Budget Challenges and Response to Budget Challenge
✓ Ideally, budget is set during project planning and does
not change.
✓ However, the following changes can pose a challenge:
➢ New/changed project requirements.
➢ New risks, or changes to the probabilities or impacts of
existing risks.
➢ Changes to cost estimates resulting from economic
factors, procurement contract modifications, resource
costs, etc.
When changes or challenges occur, you must tailor:
➢ Budget or funding
➢ Cost
➢ Schedule
➢ Scope
✓ If the budget remains fixed and additional funds are
not available, then the project must change.
Discuss: Project constraints

Sharif Adnan Haque PMP 120

 Funding Limit Reconciliation
Funding limit reconciliation*: The process of comparing the planned expenditure of
project funds against any limits on the commitment of funds for the project to identify
any variances between the funding limits and the planned expenditures.

Keep in mind: 250

225
210
✓ Most budgets assume steady incoming 200
175
and outgoing flows. 150 150
150 130
✓ Large, sporadic expenditures are usually 100
100
incompatible with organizational 70

operations. 50

✓ Funding limits help regulate the outgoing 0

capital flow to protect against Q1 Y1 Q2 Y1 Q3 Y1 Q4 Y1
Required Allocated
overspending.

Sharif Adnan Haque PMP 121

 Guidelines to Anticipate Future Budget Challenges

✓ Keep the stakeholder register current and be aware of changes to project

requirements if new stakeholders are added to the project.
✓ Monitor risks frequently to look for new risks and changes to existing ones.
✓ Monitor the performance of suppliers and vendors.
✓ Monitor all changes to the project and follow the Change Management System to
try to keep them within budget.

Sharif Adnan Haque PMP 122

 Guidelines to Determine a Budget
✓ Review:
➢ Cost management plan
➢ Human resource management plan
➢ Scope baseline for project scope statement, WBS, and WBS
dictionary
➢ Risk register to consider any risks that may impact cost estimation
➢ EEFs and OPAs
✓ Check the project schedule for type, quantity, and duration of
resources.
✓ Use appropriate tools and techniques.
✓ Document the project budget, creating a cost baseline.
✓ Understand project funding requirements or cash flow to enable the
project.
✓ Update project documents, as needed.
Exercise: Page 81

Sharif Adnan Haque PMP 123

Completed Costs Per Week

Activity
Solution

Sharif Adnan Haque PMP 124

Completed S-Curve Graph

Activity
Solution
$ (K)

Weeks

Sharif Adnan Haque PMP 125

TOPIC E:
PLAN AND MANAGE
QUALITY OF PRODUCTS
AND DELIVERABLES

Sharif Adnan Haque PMP 126

Deliverables and Tools: Plan and Manage Quality of Products and Deliverables

Deliverables Tools

Quality Management Plan Cost benefits analysis

Define Quality Metrics Cost of Quality
Quality Assurance Benchmarking

Quality Control Quality audit

Process analysis
Measure quality
Verify deliverables

Quality measurement tools

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 127

 Quality
Quality*: The degree to which a set of inherent characteristics fulfill requirements.

✓ Quality represents stakeholders expectation from

project
✓ Quality needs are inputs for devising project
requirements
✓ Quality must be managed throughout the project
life cycle by
➢ Planning quality policies and procedures
➢ Managing (assurance)
➢ Controlling
✓ Continuous process improvement activities need
to consider for the benefit of the project

Discuss: Quality vs Grade

Sharif Adnan Haque PMP 128

 Quality Standards and Regulations
✓ Standard - A document established as a model by an
authority, custom, or by general consent.
✓ Regulations - Requirements imposed by a
governmental body. These requirements can establish
product, process, or service characteristics, including
applicable administrative provisions that have
government-mandated compliance.
✓ De facto regulations - Regulations that are widely
accepted and adopted through use.
✓ De jure regulations - Regulations that are mandated
by law or have been approved by a recognized body of
experts.
✓ ISO 9000 Series - A quality system standard that can
be applied to any product, service, or process in the
world.

Sharif Adnan Haque PMP 129

 Five levels of effective quality management: Interrelations

✓ Usually, the most expensive approach is

to let the customer find the defects.
✓ Detect and correct the defects before the
deliverables are sent to the customer as
part of the quality control process.
✓ Use quality assurance to examine and
correct the process itself and not just
special defects.
✓ Incorporate quality into the planning and
designing of the project and product.
✓ Create a culture throughout the
organization that is aware and
committed to quality in processes and
products.

Discuss: What is COQ?

Sharif Adnan Haque PMP 130

 Verified Deliverables

✓ Project team verifies deliverables based

on quality standards and requirements
✓ The verified deliverables are presented to
and accepted (or validated) by the
customer – resulting in accepted
deliverables.
✓ Measure products and outputs against the
project’s quality standards.
✓ Implement corrections and controls when
quality standards are neither met nor within
acceptable ranges.

Discuss: Verification vs Validation

Sharif Adnan Haque PMP 131

 Quality Management Plan
Quality Management Plan*: is a component of the project management plan that
describes how applicable policies, procedures, and guidelines will be implemented to
achieve the quality objectives.
✓ Describes the activities and resources
necessary for the project management team to
achieve the quality objectives.
✓ May be formal or informal, detailed, or broadly
framed. Style and detail are determined by
project requirements.
✓ Review the quality management plan early in
the project.
✓ Benefits:
➢ Decisions based on accurate information
➢ Sharper focus on the project’s value proposition
➢ Cost reductions
➢ Mitigate schedule overruns from rework

Sharif Adnan Haque PMP 132

 Cost of Quality
Cost of Quality*: All costs incurred over the life of the product by investment in
preventing nonconformance to requirements, appraisal of the product or service for
conformance to requirements, and failure to meet requirements.

Sharif Adnan Haque PMP 133

 Cost of Quality

Cost of Conformance
Prevention Testing and Inspection Cost
Cost

Develop Project Direct and Final

Close
Project Manage Control Verified Validate Accepted product,
Management Deliverables Project or
Manageme Project Quality deliverables Scope deliverables service, or
Plan Phase
nt Plan Work result

Internal Failure cost External Failure Cost

Cost of Non-Conformance
(Failure Cost)
Discuss: Example

Sharif Adnan Haque PMP 134

 Quality Metrics
Quality metrics*: A description of a project or product attribute and how to measure it.
Tolerance*: The quantified description of acceptable variation for a quality requirement.

May include
✓ Allowable variance on Schedule or cost
(such as ± 10%)
✓ Tasks completed on time,
✓ Failure rate,
✓ Number of defects identified per day,
✓ Total downtime per month,
✓ Errors found per line of code
✓ etc

Sharif Adnan Haque PMP 135

 Quality Assurance (Manage) Tools

Quality management teams might use a number of tools, might include:

• Data gathering*: Checklists and other lists of acceptance criteria
• Data analysis*: Alternatives analysis, document analysis, process analysis, or
formal root cause analysis
• Decision making techniques*
• Data representations*: Affinity diagrams, cause and effect diagrams, flowcharts,
histograms, matrix diagrams, and scatter diagrams
• Audit reports*
• Design for X*: Focuses on a particular value X and its impact on design quality
• Problem solving techniques*
• Quality management methods*: Six Sigma, Plan-Do-Check-Act

Sharif Adnan Haque PMP 136

 Quality Audits
Quality audit*: A structured, independent process to determine if project activities
comply with organizational and project policies, processes, and procedures. Can be
conducted at scheduled or random intervals by trained internal or external auditor. The
result are Improves quality performance of current project, future project or other part of
the organization.
✓ Quality objectives are: ✓ Topics include:
➢ Identify best practices that have implemented ➢ Quality management policy
➢ Identify the flaws or deficiencies in the ➢ Collection and use of information
process ➢ Analytical methods
➢ Use the best practices from earlier projects ➢ Cost of quality
➢ Help team to increase productivity ➢ Quality process design
➢ Highlight the contributions of audit to lessons
learned library

Sharif Adnan Haque PMP 137

 Guidelines to Manage Quality
✓ Ensure that random and/or scheduled quality audits are conducted by qualified
auditors to evaluate quality management plan, testing and measurement criteria
➢ Are the quality parameter set forth valid?
➢ Are the operational definitions and checklists adequate and appropriate for final
result?
➢ Are the testing methods being implemented correctly?
➢ Is data being interpreted, recorded, and fed back into the system properly?

✓ Use one or more of the Manage quality tools and techniques to determine the
causes of quality problems of the project’s product, service, systems, or
processes
✓ Identify and implement the appropriate actions to take to increase the
effectiveness and efficiency of the project team’s work results

Sharif Adnan Haque PMP 138

 Control Quality Tools

Data Data Data

Gathering Analysis Representation

✓ Check lists/Check ✓ Performance ✓ Cause-and-Effect

Sheets Reviews Diagram
✓ Statistical Sampling ✓ Root Cause Analysis ✓ Control Charts
✓ Questionnaires and ✓ Histograms
Surveys ✓ Scatter Diagrams

Discuss: There are some other tools discussed at PMBOK6th Edition at Project Quality Management (Chapter-8)

Sharif Adnan Haque PMP 139

 Data Gathering

Questionnaires and Surveys

• Written set of questions, quickly accumulates information from a large number of
respondents.
• Useful for varied audiences, for quick turnaround, or geographical dispersion of
respondents

Check lists/Check Sheet

• A structured tool, usually component-specific
• Verifies performance of required steps or completion of requirements
• Used to organize facts to facilitate data collection about a potential quality
problem
• Useful for gathering attribute data while performing inspections for defects.

Statistical sampling
• Choosing part of a population of interest for inspection.
• Determine characteristics of an entire population based on measurement of
representative sample.

Sharif Adnan Haque PMP 140

 Data Analysis

Performance Reviews Root Cause Analysis

Technique that is used to measure, Analytical technique used to
compare, and analyze actual determine the basic underlying
performance of work in progress on reason that causes a variance,
the project against the baseline. defect, or a risk.
✓ Using gathered data, identify the
cause of the problem.
✓ Critical chain method
✓ Goal is to pinpoint the exact
✓ Earned value management cause.
✓ Trend analysis ✓ Follow issue back to the initial
✓ Critical path method trigger.
✓ Use RCA tools - Failure Modes
and Effects Analysis (FMEA), a
fishbone diagram, a Pareto
chart, a scatter diagram

Sharif Adnan Haque PMP 141

 Data Representation: Cause-and-effect Diagrams
Cause-and-effect diagrams are also known as fishbone diagrams, why-why diagrams,
or Ishikawa diagrams. This type of diagram breaks down the causes of the problem
statement identified into discrete branches, helping to identify the main or root cause of
the problem.

Overpriced

Sharif Adnan Haque PMP 142

 Data Representation: Scatter Diagram

✓ A graph that shows the relationship

between two variables.
✓ Demonstrates a relationship between
any element of a process,
environment, or activity on one axis
and a quality defect on the other axis.

Sharif Adnan Haque PMP 143

 Data Representation: Control Charts

✓ A tool used to determine the predictability, behavior and stability of a process over
time.
✓ A graphic display of project data against established control limits to reflect both
the maximum and minimum values.
✓ Gives visibility to where corrective actions can prevent further problems.
✓ Ideal for repetitive processes with predictable results.

Upper specification limit

Upper control limit

Center line

Lower control limit

Lower specification limit

Sharif Adnan Haque PMP 144

 Data Representation: Pareto Chart

✓ A histogram used to rank causes of

problems in a hierarchical format.
✓ Use to help determine the most
frequent defects, complaints, or other
factors that affect quality. (80/20 rules)
✓ Demonstrates the frequency of
occurrence
✓ Analyzes data sets related to a
specific problem or issue.
✓ Does not define the root cause of a
problem.

Sharif Adnan Haque PMP 145

 Guidelines to Controlling Project Quality
✓ Conduct inspections to detect quality errors during project work.
➢ Consult the quality management plan
➢ Check work result against definition and checklist
➢ Use Statistical sampling whether batches should be accepted or rejected
✓ Use Pareto diagrams to focus corrective actions on the problems with the
greatest effect on quality.
✓ Use control charts to analyze and communicate the variability of a process or
project activity over time.
✓ Identify ways to eliminate causes of unsatisfactory results.
✓ Use flowcharts to identify redundancies, missed steps, or the source of quality
performance problems.
✓ Initiate process adjustments by implementing corrective or preventive actions.
✓ Continue to monitor, measure, and adjust quality throughout project life cycle.

Exercise: Page 113

Sharif Adnan Haque PMP 146

 Exercise: Quality Tools
Situation Tool and Quality
Technique Processes
1 Looking at the project practices of comparable projects
2 Measuring 4 of the doors produced, rather than all 400
3 Evaluating the factors that influence particular variables in a product or process
4 Analyzing a chart of problems to find the most frequent one(s) in order to determine whether processes need to be
improved
5 Comparing the expense of quality efforts to the return on that investment.
6 Comparing what was done to what was documented in the plans
7 Graphically representing a process to determine where a process that is achieving low-quality results might need
adjustment
8 Taking measurements and comparing them to the upper and lower thresholds of acceptable variance
9 Collecting data about defects discovered during inspection
10 Analyzing a graphic displaying issues that might have caused a defect, to determine whether the proper process was
followed
11 Showing data in the form of bars to measure and plot how frequently a problem occurred
12 Collecting many data points to look at the pattern of relationships or correlation between two variables.
13 Using a bar chart to show how many problems occurred for each cause and arranging them according to the
frequency at which the problems occurred
14 Reviewing a graphic displaying issues or potential issues that might have led to a defect or problem.
15 Examining a work product to make sure it meets standards

Tools: Cost-benefit analysis, Cost of quality, Control charts, Benchmarking, Process analysis, Statistical sampling, Cause-and-effect diagram,
Flowcharts, Histogram, Pareto diagram (Different form of Histogram), Check sheets, Checklists Scatter diagram, Inspection, Quality Audits
Source: Rita Mulcahy – 10th Edition (page 280)

Sharif Adnan Haque PMP 147

TOPIC F:
INTEGRATE PROJECT
PLANNING ACTIVITIES

Sharif Adnan Haque PMP 148

 Integration Management

✓ Assessment and coordination of all plans

and activities that are built, maintained, and
executed throughout a project.
✓ A holistic, integrated view ties plans
together, aligns efforts, and highlights how
they depend on each other. Integration
Quality
✓ An integrated view of all plans can identify
and correct gaps or conflicts.
✓ A consolidation of the plans encapsulates ksi R
the overall project plan and its intended
business value.

Sharif Adnan Haque PMP 149

 Project Management Plan
Project management plan* The document that describes how the project will be
executed, monitored, controlled, and closed.

Sharif Adnan Haque PMP 150

 Project Integration Management Processes
Projects and project management are
integrative by nature. This is an
overview of the processes that project
managers need to know.
Also know that:
✓ These processes overlap and
interact with each other.
✓ The links among these
processes are often iterative.

Sharif Adnan Haque PMP 151

 Project Management Information System (PMIS)
PMIS* An information system consisting of the tools and techniques used to gather,
integrate, and disseminate the outputs of project management processes.
✓ Enables quick and efficient scheduling because calculating is performed
automatically.
✓ PMIS example:
➢ Microsoft Project for project scheduling
➢ Sticky notes, Whiteboards for agile
➢ JIRA, Rally for commercial tools

Sharif Adnan Haque PMP 152

 Project Management Plan Components

Subsidiary Plans
Scope
✓ These are a combination of essential and Baselines Requirements
Scope
supporting processes used to run a Schedule
Schedule
Cost
project. Cost Quality
Resource
✓ Ensure the essential plans and Communications
processes are in place. Risk
Procurement
✓ Adapt and tailor the supporting plans and Additional
Stakeholder
components include:
processes to your project. Project Processes
✓ Consider the needs of the project to Work Explanation
Agile Project Plan
determine which components of the Project approach
Change Management Plan
project management plan are needed. Configuration Management
Plan
Management Reviews

Sharif Adnan Haque PMP 153

 Project Management Plan Tools and Techniques

✓ Use expert judgment to make critical decisions.

Expert
✓ Use meetings to facilitate communication and Judgment
understanding.
✓ Gather data to understand the project
✓ Leverage interpersonal and team skills to be Meetings
an effective leader.

Data
Gathering

Interpersonal
and Team
Skills

Sharif Adnan Haque PMP 154

 Managing Change

Configuration Management Plan* Change Management Plan*

✓ Identify and account for project ✓ Provides direction for managing
artifacts under configuration the change control process and
control, and how to record and documents the roles and
report changes to them. responsibilities of the change
control board (CCB).

✓ Identification, maintenance, ✓ Identification, impact analysis,

status reporting, and verification documentation, and approving or
of configurable items rejecting of change requests.

Sharif Adnan Haque PMP 155

 Configuration Management Plan

Configuration Management Plan details the

following:
✓ What work product need to be managed
✓ How products will be created, stored,
revised, documented and archived
✓ The processes and authorization levels
✓ The naming schemes for different types of
revisions
✓ Release management for products which
will be released incrementally

Sharif Adnan Haque PMP 156

 Change Management Plan
Answers the following questions:
✓ Who can propose a change?
✓ What exactly constitutes a change?
✓ What is the impact of the change on project
objectives?
✓ What are steps to evaluate a change request
before approving or rejecting it?
✓ When a change request is approved, what
project documents will record the next steps
(actions)?
✓ How will you monitor these actions to confirm
completion and quality?

Discuss: For scope/backlog changes, how external business environment need to consider? How to use Change
log/Change request form?

Sharif Adnan Haque PMP 157

 Guidelines to Develop a Project Management Plan

✓ Review:
➢ Project charter - for the high-level boundaries of the

project
➢ Outputs from other processes

➢ EEFs and OPAs

✓ Use tools and techniques.

✓ Use facilitation techniques.
✓ Document the project management plan.
✓ Assess incremental delivery options.

Sharif Adnan Haque PMP 158

 Factoring in Dynamic Change

Highly dynamic and complex projects which are very

common, require a robust approach to change.
Some Agile approaches for managing change:
Disciplined Agile (DA) - a hybrid tool kit that harnesses
hundreds of agile practices to devise the best “way of
working” (WoW) for your team or organization.
Scrum of Scrums - A technique for operation of Scrum at
scale for multiple teams working on the same product,
coordinating discussions of progress on interdependencies,
and focusing on how to integrate the delivery of software,
especially in areas of overlap.
Scaled Agile Framework (SAFe®) - A knowledge base of
integrated patterns for enterprise-scale, lean-agile
development.

Exercise: Page 122

Sharif Adnan Haque PMP 159

TOPIC G:
PLAN AND MANAGE
PROCUREMENT

Sharif Adnan Haque PMP 160

Deliverables and Tools: Plan and Manage Procurement

Deliverables Tools
Statement of Work Make or Buy Analysis

Procurement Management Plan Market research

Source selection criteria Meetings
Select sellers Expert judgment
Change Control Log Proposal evaluation techniques
Agreement Negotiations
Change Requests Bidder Conferences

Change Control process

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 161

 Procurement Strategy
The approach by the buyer to determine the project delivery method and the type of
legally binding agreement(s) that should be used to deliver the desired results.

Contract
Delivery Procurement
Payment
Method Phases
Types

Sharif Adnan Haque PMP 162

 Delivery Solution
The goal of procurement is the delivery of procured goods or services by the supplier to
the procuring organization.

Solution Delivery Phase Description

Planning and analysis Customer requirements are documented

Detailed design Solution is documented
Implementation or
Solution is implemented or installed
installation
Testing Solution is tested

Training Training is provided to the customer

Handover Solution is formally handed over to the customer

Support and maintenance Solution is transferred to customer support

Sharif Adnan Haque PMP 163

 Make or Buy?
Make-or-buy analysis* The process of gathering and organizing data about product
requirements and analyzing them against available alternatives including the purchase or
internal manufacture of the product.
Make-or-buy decisions* Decisions made regarding the external purchase or internal
manufacture of a product.
Teaming agreement is a legal contractual agreement between two or more parties to form a
joint venture (or other) as defined by the parties to meet a business opportunity

Make-or-buy decision considerations: Make-or-buy analysis can be made by using:

✓ What is the impact on cost, time, or quality? ✓ Benefit cost analysis
✓ Is there an on-going need for the specific ✓ Return on investment (ROI)
skill set?
✓ Internal rate of return (IRR)
✓ How steep is the learning curve?
✓ Net present value (NPV)
✓ Are required resources readily available
within the organization?

Sharif Adnan Haque PMP 164

 Procurement SOW
Procurement SOW (statement of work)*: describes the procurement item in sufficient
detail to allow prospective sellers to determine if they are capable of providing the
products, services, or results.

✓ Distributed to potential vendors to evaluate their

capability to perform the work or provide the
services.
✓ Serves as a basis to develop the procurement
documents during the solicitation process.
✓ A project scope baseline is used to create the
procurement SOW.

Discuss: Terms of Reference (TOR)

Sharif Adnan Haque PMP 165

 Procurement Management Plan
Procurement Management Plan*: A component of the project or program management plan
that describes how a project team will acquire goods and services from outside of the
performing organization.
✓ It Specifies the types of contracts that will be used, describes the process for obtaining and
evaluating bids and how multiple providers will be managed, mandates the standardized
procurement documents that must be used etc.
✓ Besides it can include guidance for:
➢ coordination of procurement with other project aspects,
➢ Timetable of key procurement activities;
➢ Procurement metrics to be used to manage contracts;
➢ Stakeholder roles and responsibilities related to procurement,
➢ Constraints and assumptions that could affect planned procurements;
➢ The legal jurisdiction and the currency in which payments will be made;
➢ Determination of whether independent estimates will be used
➢ Procurement related risk management issues
➢ Prequalified sellers, if any, to be used.

Sharif Adnan Haque PMP 166

 Source Selection Criteria
Source selection criteria*: A set of attributes desired by the buyer which a seller is
required to meet or exceed to be selected for a contract.

Sample source selection criteria:

✓ Overall or life-cycle cost ✓ Production capacity and interest
✓ Understanding of need ✓ Business size and type
✓ Technical capability ✓ Past performance of sellers
✓ Management approach ✓ References
✓ Technical approach ✓ Intellectual property rights
✓ Warranty ✓ Proprietary rights
✓ Financial capacity

Sharif Adnan Haque PMP 167

 Qualified Vendors

Qualified vendors are vendors approved to deliver products, services, or results

based on the procurement requirements identified for a project.

✓ The list of qualified vendors can be based on

historical information about the vendors.
✓ If the required resources are new to the
organization, market research can help to
”vet” them.
✓ You need to follow some processes (interview,
visit work site, review work sample, check
references/certification boards etc) to validate
a vendor from prospective possible vendor.

Sharif Adnan Haque PMP 168

 Bidder Conferences
Bidder Conferences* are meetings with prospective sellers prior to the preparation of
a bid or proposal to ensure all prospective vendors have a clear and common
understanding of the procurement.
Also known as contractor conferences, vendor conferences, or pre-bid conferences.

During the meeting:

✓ Buyer explains the requirements, proposed
terms, and conditions; buyer clarifies the vendors’
queries.
✓ Buyer ensures all prospective vendors have a
clear and common understanding of technical
and contractual requirements of the procurement.

Discuss: What are the consequences of misinterpreting RFP by vendor(s)?

Sharif Adnan Haque PMP 169

 External Resource Requirements and Needs

✓ Outsourcing refers to moving beyond the

organization to secure services and
expertise from outside sources on a
contract or short-term basis.
✓ Used frequently because it allows
businesses to focus more on their core
competencies
✓ Many businesses are emphasizing that
work should be kept in-house whenever
possible.
✓ Project manager need to work within the
expectations and constraints from either
situation

Sharif Adnan Haque PMP 170

 Supplier and Contracts
Contract*: A mutually binding agreement that obligates the seller (supplier) to
provide the specified project or service or result and obligates the buyer to pay for it.

✓ Customized for each agreement

✓ Traditional Contract types:
➢ Fixed-price
➢ Cost-reimbursable
➢ Time-and-material (T&M)
✓ Agile contract types
➢ Capped Time and Materials Contracts
➢ Target Cost Contracts
➢ Incremental Delivery Contracts

Sharif Adnan Haque PMP 171

 Communicating with Suppliers and Vendors
✓ Communications is critical component of the procurement process, because it always
involves people outside the procuring organization.
✓ Misinterpretation or misunderstanding may have huge/legal consequences
✓ The Communication Plan should include
provisions for working with vendors or suppliers,
such as:
➢ Periodic progress reports of supplier activities.
➢ Advance notification of potential supplier cost
overruns or schedule delays, and
acknowledgement by the project manager to the
supplier.
➢ Formal acceptance by the project manager of
supplier’s contract deliverables.

Discuss: Formal and Informal Communication

Sharif Adnan Haque PMP 172

 Components of Contracts

In general, any contract must include these elements, at a minimum

✓ Description of the work being procured for the project, its deliverables, and scope
✓ Delivery date or other schedule information
✓ Identification of authority, where appropriate
✓ Responsibilities of both parties
✓ Management of technical and business aspects
✓ Price and payment terms
✓ Provisions for termination
✓ Applicable guarantees and warranties

Discuss: Term Contracts vs Completion Contracts

Sharif Adnan Haque PMP 173

 Traditional Contract Types

Contract type Description

Fixed-price* ✓ An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or
effort to deliver it.
✓ Also known as a lump sum contract.
✓ Provides maximum protection to buyer but requires a lengthy preparation and bid evaluation.
✓ Suited for projects with a high degree of certainty about their parameters.

Cost- ✓ A contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the
reimbursable* seller's profit.
✓ Includes incentives for meeting certain objectives, such as costs, schedule, or technical performance
targets.
✓ Suited for projects when parameters are uncertain.
Time and ✓ A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable
Material (T&M)* and fixed-price contracts.
✓ Combines a negotiated hourly rate and full reimbursement for materials.
✓ Include not-to-exceed values and time limits to prevent unlimited cost growth.
✓ Suited for projects when a precise statement of work cannot be quickly prescribed.

Sharif Adnan Haque PMP 174

 Traditional Contract Types: Fixed-price

✓ Firm Fixed Price (FFP) contracts*: Buyer pays the seller a set amount (as
defined by the contract), regardless of the seller’s costs. Price is not subject to
change unless the scope of work changes. Example: Contract = $ 1,100,000.
✓ Fixed Price Incentive Fee (FPIF) Contracts*: Buyer pays the seller a set amount
(as defined by the contract), and the seller can earn an additional amount if the
seller meets defined performance criteria based on metrics that are agreed earlier.
Example: Contract = $ 1,100,000 Plus for every month early additional
$1000/month. (Price ceiling is set, and above ceiling sellers responsibility)
✓ Fixed Price Economic Price Adjustment (FPEPA) Contracts*: A fixed-price
contract, but with a special provision allowing for pre-defined final adjustments to
the contract price due to change conditions, such as inflation or cost increase
(decrease) for specific commodities, that is beyond seller (buyer) control.
Example: Contract=$1,100,000 plus rate of inflation after every two year

Sharif Adnan Haque PMP 175

 Traditional Contract Types: Cost-reimbursable
✓ Cost Plus Fixed Fee (CPFE) contracts*: The buyer reimburses the seller for the
seller’s allowable cost (defined by the contract) plus a fixed amount of profit/fee
(based on initial estimated cost). Example: Contract = Cost plus fee of $ 100,000.
✓ Cost Plus Incentive Fee (CPIF) contracts*: The buyer reimburses the seller for the
seller’s allowable cost (defined by the contract) and the seller earns its profit if it
meets defined performance criteria. Final cost (less or greater than original
estimation) share by both parties upon a pre negotiated cost-sharing formula
Example: Contract = $ 500,000 target cost plus $ 50,000 target fee. Buyer seller ratio
of cost saving or overrun is 80/20
✓ Cost Plus Award Fee (CPAF) contracts*: Buyer pays all legitimate actual cost
incurred plus as award fee earned based on performance. The determination of fee is
based solely on the subjective determination of seller performance by the buyer and
is generally not subject to appeals Example: Contract = Cost plus base fee plus $
5,000 for every month production exceeds 50,000 units. Maximum award available is
$ 50,000.

Sharif Adnan Haque PMP 176

 Agile Contract Types

Contract type Description

Capped Time and ✓ Works like traditional Time and Materials contracts.
Materials Contracts ✓ However, an upper limit is set on customers’ payment.
✓ Customers pay up for the capped cost limit.
✓ Suppliers benefit in case of early time-frame changes.
Target Cost ✓ Supplier and customer agree on final price during project cost negotiation.
Contracts ✓ Primarily for mutual cost savings if contract value runs below budget.
✓ These contracts may allow both parties to face additional costs if it exceeds
budget.
Incremental ✓ Customers review contracts during the contract life cycle at pre-negotiated
Delivery Contracts designated points of the contract lifecycle.
✓ Customers can make required changes, continue or terminate the project at
these points.

Sharif Adnan Haque PMP 177

 Control Procurements Process
Control Procurements process*: The process of managing procurement
relationships, monitoring contract performance, making changes and corrections as
appropriate, and closing out contracts.
✓ Notify the appropriate entity (usually Accounts Payable) when work has been fulfilled
and contracts can be paid.

Other processes applied to the contractual relationship and integrated include:

✓ Project plan execution to formally sanction the seller's work to begin at the appropriate time.
✓ Performance reporting to monitor seller cost, schedule, and technical performance.
✓ Quality control to ensure that the quality of the seller's service or product meets contract
objectives.
✓ Change control to ensure that changes to the contract are carefully managed and properly
approved.
✓ Monitor and control the project risks to ensure that the risks are properly managed.

Sharif Adnan Haque PMP 178

 Contract Change Control System
Contract change control system* The system used to collect, track, adjudicate, and
communicate changes to a contract.

✓ Might be a component of the integrated change

control system or a separate system.
✓ Specifically dedicated to control contract
changes.
✓ Specifies the process by which project contract
changes can be made.
✓ Includes the documentation, dispute-resolution
processes, and approval levels to authorize the
changes to contract specifications.

Sharif Adnan Haque PMP 179

 Types of Contract Changes
Either party can propose contract change requests for any of the contract terms, including
scope, cost, delivery, date, or quality of goods or services. The following table describes the
types of contract changes might encounter
Component Description
Administrative changes Non-substantive changes, which are the most common changes to the way the contract is
administered. Require no adjustment in payment
Contract modification A substantive change to the contract requirements such as a new deadline or a change to the
product requirements. Formal change order need to sent to seller and may result in claims for
payment adjustment
Supplemental agreement An additional agreement related to the contract but negotiated separately. Requires signature of
both buyer and seller with a separate payment schedule attached with the supplemental
agreement
Constructive changes Changes that the buyer may have caused through action or inaction, and seller is required to
change the way the contract is fulfilled. Seller may claim a payment adjustment as a result of the
change
Termination of contract A contract may be terminated due to vendor default or for customer convenience. Defaults are
due to nonperformance, such as late deliveries and poor quality, or nonperformance of some or
all project requirements. Termination due to customer convenience may result due to major
change on the contract plans, through no fault of the seller

Sharif Adnan Haque PMP 180

 Legal Concepts when Managing Disputes
• If the buyer and seller cannot agree that the terms of a contract have been met by both
parties, legal advice might be sought to resolve the dispute.
• Negotiated settlements might be undertaken to arrive at a final equitable settlement of
all outstanding issues, claims, and disputes by negotiation.
• If parties cannot settlement disputes through direct negotiation, may resort to Alternative
Dispute Resolution (ADR) which includes mediation and arbitration.

Legal Issue Description

A promise, explicit or implied, that goods or services will meet a pre-
Warranty determined standard. The standard may cover reliability, fitness for use, and
safety. May promise repair or replacement for certain months, years or for life
Waiver The giving up of a contract right, even inadvertently.

Breach of Failure to meet some or all of the obligations of a contract. It may result in
contract damages paid to the injured party, litigation, or other ramifications.
A letter sent to an individual or a business to stop (cease) allegedly illegal
Cease and desist
activities and to not undertake them again (desist). Often used as a warning
(C&D) letter
of impending legal action if it is ignored.

Sharif Adnan Haque PMP 181

 Guidelines for Handling Disputes
The best way to protect your project and organization is to make sure that legal
department reviews and approves all contracts before sign. Other guidelines for
handling legal issues include:
✓ Be aware of important legal terms e.g. ’warranty’, ’waiver’, and ‘breach of contract’
that can, if ignored, have a significant impact on the project.
✓ Consult with the legal department or an outside legal expert so you thoroughly
understand any contracts that affect your project.
✓ If your contract isn't written specifically to exclude inadvertent waivers, avoid waiving
your contract rights by:
➢ Accepting a product that fails to meet standards for quality or performance.
➢ Accepting late deliveries.

➢ Overlooking an aspect of nonconformance to contractual obligations.

Sharif Adnan Haque PMP 182

 Closing Procurements
✓ A written notice usually provided from the buyer to the seller once the contract is
complete
✓ Usually documented in the terms and conditions that were specified in the contract
and the procurement management plan
✓ Procurements can be closed at any time throughout the life of the project, not
necessarily at the end.
✓ Closing a procurement includes the following
actions:
➢ Verification that all deliverables are
acceptable to the procuring organization
➢ Provision for final settlement of payment to
the supplier
➢ Updating and archiving of all contract
records and documents

Sharif Adnan Haque PMP 183

 Guidelines to Manage Suppliers and Contracts
✓ Index and store all contract correspondence for ease of retrieval.
✓ Develop and implement an effective contract change control system.
✓ Evaluate the risk of each contract change request.
✓ Document all contract changes and incorporate any effects of the changes into
the project plan.
✓ Develop and implement an effective performance reporting system for the seller.
✓ Specify any performance reporting specifications to be imposed on the seller.
✓ Set performance milestones to monitor project progress.
✓ If work is performed at another site, conduct site visits to determine how the
seller’s work is progressing.
✓ Submit approved invoices for payment in accordance with the contract and the
project’s payment system.

Exercise: Page 135

Sharif Adnan Haque PMP 184

TOPIC H:
ESTABLISH PROJECT
GOVERNANCE
STRUCTURE

Sharif Adnan Haque PMP 185

Deliverables and Tools: Establish Project Governance Structure

Deliverables Tools

Stakeholder Artifacts Meetings

Leverage Organizational Process Assets

PMIS

Update documents

Note: Some of these might be covered in detail in other sections of the course.

Sharif Adnan Haque PMP 186

 Project Governance
Project Governance*: is the framework, functions, and processes that guide project
management activities in order to create a unique product, service, or result to meet
organizational, strategic, and operational goals.
• It is a comprehensive methodology that
provides oversight on the project life cycle
• It provides the structure, processes,
decision-making models and tools for
managing project
• It provides critical support and controlling
method for increasing success of the
project
• In large organization project governance is
generally managed and controlled by PMO
(Project Management Office)

Sharif Adnan Haque PMP 187

 Project Governance Framework
Components of the framework can include:
✓ Project success and deliverable acceptance criteria
✓ Process to identify, escalate, and resolve issues
✓ Relationship between project team, organizational
groups, and external stakeholders
✓ Project organization chart with project roles
✓ Communication processes and procedures
✓ Processes for project decision-making
✓ Guidelines for aligning project governance and
organizational strategy
✓ Project life cycle approach
✓ Process for stage gate or phase reviews
✓ Process for review and approval of changes above
the project manager's authority
✓ Process to align internal stakeholders with project
process requirements

Sharif Adnan Haque PMP 188

 Project Phases
Project phase*: A collection of logically related project activities that culminates in
the completion of one or more deliverables.
✓ Produce one or more deliverables in a
phase
✓ Can be performed sequentially or can
overlap
✓ Outputs from one phase are generally
inputs to the next phase
✓ Facilitate management, planning, and
control as the work is represented
smaller and more focused segments
✓ Organization may have standard phased
across all projects

Sharif Adnan Haque PMP 189

 Applying Governance to the Project Life Cycle
✓ At the beginning of a phase, verify and validate the former assumptions made to
the project, analyze risks, and provide detailed explanation of the phase's
deliverables.
✓ After the phase’s key deliverables are produced, a review ensures completeness
and acceptance.
✓ A phase can be closed, or the project terminated when huge risks are involved for
the project or when the objectives are no longer required.

Sharif Adnan Haque PMP 190

 Phase Gates
Phase gate*: A review at the end of a phase in which a decision is made to continue
to the next phase, to continue with modification, or to end a project or program.
✓ Synonyms include governance gate, tollgate, and kill point.
✓ Used to check if each phase has fulfilled the exit criteria and is eligible to move to
the next step.
✓ Software development projects use a specialized type of phase gate called a
quality gate.

Final
Phase 1 G1 Phase 2 G2 Phase 3 G3 Phase 4 G4 Phase 5 G5 Project
Deliverable

Gn = Phase gate

Discuss: Advantage and disadvantage of using Phase gate

Sharif Adnan Haque PMP 191

 Phase-to-Phase Relationships
✓ Sequential relationships contain consecutive phases that start only when the
previous phase is complete. This relationship reduces the level of uncertainty, which
may eliminate the option for shortening a project's schedule.
✓ Overlapping relationships contain phases that start prior to the previous phase
ending. This relationship increases the level of risk and may cause rework if
something from the previous phase directly affects the next phase.

Discuss: Examples from Bangladesh context

Sharif Adnan Haque PMP 192

 Guidelines to Determine Appropriate Governance for a Project

✓ Involve the organization’s decision managers, i.e. senior managers.

✓ Choose the most appropriate governance goals and try to keep them simple.
✓ Select a group of experienced individuals to be responsible for all governance
activities.
✓ Practice governance for projects, programs, and portfolios.
✓ Keep the governance process transparent to the project stakeholders.
✓ Remember that governance is an evolutionary process and take advantage of the
lessons you have learned during it.

Exercise: Page 139

Reference: Association for Project Management, Directing change: A guide to governance of project management, High Wycombe,
UK, 2004, Page 6

Sharif Adnan Haque PMP 193

TOPIC I:
PLAN AND MANAGE
PROJECT / PHASE CLOSURE

Sharif Adnan Haque PMP 194

Deliverables and Tools: Plan and Manage Project/Phase Closure

Deliverables Tools

Definition of Done No specific tools

Accepted Deliverables

Sharif Adnan Haque PMP 195

 Close Project or Phase
Close Project or Phase processes* is the process of finalizing all activities for the
project, phase, or contract.
Several important activities occur during closeout:
✓ Formal ending of the project work
✓ All invoices are paid and contracts are close out
✓ Scope baseline reviewed and confirming all
planned work is completed.
✓ Project or phase information and lessons are
archived.
✓ Project team resources are released to pursue
other endeavors.
✓ If terminated, than analyzing and documenting
the reasons for termination

Sharif Adnan Haque PMP 196

 Close Project or Phase Criteria
✓ Any one of the following events can result in closure:
➢ The project or phase successfully met its completion

objectives.
➢ Requirements changed during execution to the point
where the project is no longer feasible.
➢ Funding is no longer available to complete the

requirements.
➢ Significant risks are encountered that make the successful

completion of the project impossible.

➢ The organization no longer needs the project deliverables.

✓ External factors arise that do away with the need for the
project. Examples of these factors include:
➢ Change in laws or regulations.

➢ Merger or acquisition that affects the organization.

➢ Global or national economic changes.

Sharif Adnan Haque PMP 197

 Close Procurements
✓ Procurements are closed when the contract terms of a procurement have been
satisfied by both the buyer and seller.
✓ This occurs throughout the life of the project, not during project closure.
✓ Keep contracts open only for the necessary period, to avoid erroneous or
unintentional charges against the contract.

Sharif Adnan Haque PMP 198

 Acceptance of Project Deliverables
Acceptance criteria*: A set of conditions that is required to be met before deliverables
are accepted.

✓ Project deliverables are deemed accepted when

certain acceptance criteria have been met.
✓ These criteria generally refer to some or all of the
requirements that were established at the beginning
of the project (and which might have been modified
during the project’s life cycle).
✓ Deliverables that meet these acceptance criteria are
formally signed off and approved by the customer or
sponsor.

Discuss: Recalling Project Scope Statement

Sharif Adnan Haque PMP 199

 Payments

✓ Payments made to a supplier or vendor are made in accordance with the terms of
the contract between the buyer and the supplier or vendor.
✓ Unless a contract is closed at the completion of the project or phase, payment will
most likely have been made at the time of contract closure.
✓ It should not be delayed until project or phase closure (unless specified in the
contract), to avoid the potential for accidental charges to the contract.

Sharif Adnan Haque PMP 200

 Knowledge Management
✓ Knowledge Management*: A store of historical information about lessons
learned in projects.
✓ Lessons-learned repository*: A store of historical information about lessons
learned in projects.

✓ Knowledge management during project or

phase closure consists of finalizing the lessons-
learned register, which is compiled throughout
the project life cycle.
✓ This document should then be added to the
lessons-learned repository, which is a database
of lessons learned from multiple projects.
✓ At the close of the project – the lessons learned
should be added to the Knowledge
Management/Lessons Learned repository

Sharif Adnan Haque PMP 201

 Use the Lessons-Learned Register
Lessons-learned register* A project document used to record knowledge gained
during a project so that it can be used in the current project and entered into the
lessons-learned repository.
Lessons Learned Summary
✓ Considerations: Project Title: Date
Prepared:
➢ Scheduling lessons learned
Project Performance Analysis
➢ Conflict management lessons learned
➢ Sellers lessons learned Area What worked well What Can Be Improved
Stakeholder engagement
➢ Customer lessons learned
Requirements definition and
➢ Strategic lessons learned management

➢ Tactical lessons learned Scope definition and management

➢ Any other aspects of lessons learned

Schedule development and control

Product-specific information

Sharif Adnan Haque PMP 202

 Transition Planning Artifacts

✓ Coordination and strategy about how to best deliver and transition the product and
other deliverables is needed.
✓ Releasing and deploying deliverables in the most suitable manner ensures end-
user awareness and increases the proper usages and adoption of outputs.
✓ Preparation of artifacts includes:
➢ Training

➢ Documentation

➢ Communication

➢ Support

Sharif Adnan Haque PMP 203

 Transition Readiness
✓ Releasing, delivering, and deploying the project’s work into
an environment that is not ready may negate its value.
✓ Examine the readiness of all parties and prepare them for
delivery, including:
➢ End users

➢ The business

➢ The physical resources

➢ The project team

✓ Most critical in situations where there is an upgrade or

improvement to an existing product or service.
✓ Assess the readiness of all parties, implement the
transition plans accordingly, and capture lessons learned
for the next release or project.

Sharif Adnan Haque PMP 204

 Close-Out Meetings
Close-out meeting* are sessions held at end of
project or phase
✓ They Involve discussing :
➢ confirm that the deliverables have been accepted,
➢ validate that the exit criteria have been met,
➢ formalize the completion of the contracts,
➢ evaluate the satisfaction of the stakeholders,
➢ gather lessons learned,
➢ transfer knowledge and information from the project,
➢ celebrate success
✓ May include stakeholders, team members, project
resources, and customers
✓ May follow formal agenda, required official minutes
to be recorded and approved by management

Sharif Adnan Haque PMP 205

 Retrospective (Agile)
Retrospective*: A regularly occurring workshop in which participants explore their
work and results in order to improve both process and product.
✓ Includes the Agile Team, Product Owner, and Key Stakeholders.
✓ Encourages participants to review:
➢ What went well

➢ What could have been done better

✓ This assessment includes the work on the product and also:

➢ Processes

➢ Level of collaboration inside and outside the agile team

➢ Other areas that influence the effectiveness of product delivery

Sharif Adnan Haque PMP 206

 Guidelines to Close a Project or Phase
✓ Review the project management plan.
✓ If applicable, use a project termination checklist.
✓ Gather and organize performance measurement documentation, product
documentation, and other relevant project records.
✓ Confirm project's products meet compliance requirements.
✓ Release project resources.
✓ Update records to ensure that they reflect final specifications.
✓ Be sure to update the resource pool database to reflect new skills and
increased levels of proficiency.
✓ Analyze project success and effectiveness and document lessons learned.
✓ Prepare lessons-learned reports and a final project report.
✓ Obtain project approval and formal project acceptance.
✓ Archive a complete set of indexed project records.
✓ Celebrate the success of the project with the team and other stakeholders.
Exercise: Page 144

Sharif Adnan Haque PMP 207

 Learning Goals

✓ Assess project needs, complexity, and magnitude to determine the appropriate

project methodology/methods and practices.
✓ Plan and manage the scope.
✓ Plan and manage the budget and resources.
✓ Plan, prepare, modify, and manage the project schedule based on methodology.
✓ Plan and manage the quality of products and deliverables.
✓ Integrate project planning activities.
✓ Plan and manage procurement strategy.
✓ Establish the project governance structure.
✓ Plan and manage project/phase closure.

Sharif Adnan Haque PMP 208

Reflective Questions
1. Why do you think developing
project and scope
management plans is
important?
2. Why do you think it's
important to collect
requirements, define scope,
and create a work breakdown
structure?

Sharif Adnan Haque PMP 209