1 page Process Chart
Initiating Planning Executing Monitoring and Controlling Closing
1) Select Project Manager 1) Acquire final team 1) Develop Closure procedures
2) Execute the PM plan 2) Complete Contract Closure
3 Determine team 3) Complete the Product Scope
4) Scope verification
5) Identify stakeholders 5) Send and Receive information 5) Configuration management 5) Final performance reporting 6) Index and archive records
7) Determine Project Objectives 7) Estimate Resource requirements 7) Continuous Improvement 7) Integrated change control
8) Estimate Time and Cost 8) Follow processes 8) Hand off completed product 9) Develop project charter 9) Determine Critical path 9) Team Building 9) Risk Audits 9) Release resources
10) Develop Schedule 10) Give recognition and awards 10) Manage reserve 11) Hold progress meetings 11) Use Issue Log
12) Facilitate conflict resolution 13) Determine Roles and Responsibilities 13) Request Seller responses
14) Select Sellers 14) Report on performance 15) Create forecasts
16) Iterations - Go back 16) Administer contracts
17) Determie what to purchase 18) Prepare procurement documents
20) Create Process Improvement plans 22) Gain formal approval
23) Hold Kickoff meeting
1) Determine how you will do planning -
part of management plans 1) Measure against the performance measurement baselines 2) Determine company culture and
existing systems - Enterprise Environmental factors
2) Create project scope stmt - scope definition - what is and is not included in the project
2) Measure according to the management plans 3) Collect processes, procedures,
lessons learned, and historical information - Organizational Process Assets
3) Determine variances and if they
warrant corrective action or a change 3) Confirm work is to requirements 4) Divide large projects into phases 4) Create WBS and WBS dictionary 4) Recommend changes and
corrective actions
4) Gain formal acceptance of the product
5) Create Activity List
6) Document Business Need 6) Create Network Diagram 6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans
6) Recommend changes, defect repair, preventive and corrective actions
7) Update lessons learned knowledge base
8) Document assumptions and constraints
8) Approve changes, defect repair, preventive and corrctive actiions 10) Develop preliminary project
scope statement
11) Develop Budget
12) Determine Quality Standards,
Processes, and Metrics 12) Use Work Authorization system
13) Measure team member performance
14) Determine Communication requirements
15) Risk Identification, qualitative and qunatitative risk analysis and response planning
Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.
19) Determine the "How to Execute and Control aspects of all management plans 21) Developfinal PM plan and performance measurement baselines
Process Chart
Initiating Planning Executing Monitoring and Controlling Closing
1) Select Project Manager 1) Acquire final team 1) Develop Closure procedures
2) Execute the PM plan 2) Complete Contract Closure
3 Determine team
4) Scope verification
5) Identify stakeholders 5) Configuration management 5) Final performance reporting
1) Determine how you will do planning -
part of management plans 1) Measure against the performance measurement baselines: Schedule baseline
Schedule Control - Time Cost Control - Cost
Use of Earned Value Analysis (EVA)
2) Determine company culture and existing systems - Enterprise Environmental factors
2) Create project scope stmt - scope definition - what is and is not included in the project
2) Measure according to the management plans 3) Collect processes, procedures,
lessons learned, and historical information - Organizational Process Assets
3) Complete the Product Scope - requirements that relate to the product of the project
3) Determine variances and if they
warrant corrective action or a change 3) Confirm work is to requirements
4) Divide large projects into phases 4) Create WBS and WBS dictionary - deliverable oriented - ALL deliverables even PM deliverables
- is the foundation from which the project knows what to do
4) Recommend changes and
corrective actions 4) Gain formal acceptance of the product
5) Create Activity List
- is the decomposition of WBS items. Activity Definition - Time
5) Send and Receive information Nonverbal = 55% of
communication
Paralingual = Pitch and Tone of voice
Process Chart
6) Index and archive records
7) Determine Project Objectives 7) Continuous Improvement 7) Integrated change control
8) Follow processes 8) Hand off completed product
6) Document Business Need Part of need is monetary return: Net Present Value - Benefit less the Costs over several periods. Pick project with biggest NPV
Internal Rate of Return IRR - the bigger the better
Payback period - how quickly does project pay for itself
Benefit Cost Ratio = Benefit / Cost, bigger better
Opportunity Cost - oppotunity lost by choosing one project over another Working capital = current assets - current liabilities, money available to invest
6) Create Network Diagram Activity Sequencing - Time Float = LF - LS or EF - ES
Total Float - time a task can be delayed w/o affecting project completion. Free Float - delay that will not affect the next task in the sequence
6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans
6) Recommend changes, defect repair, preventive and corrective actions
7) Estimate Resource requirements Activity Resource Estimating - Time
7) Update lessons learned knowledge base
8) Document assumptions and
constraints 8) Estimate Time and Cost
Bottom up estimating
Analogous Estimating - something similar Parametric Estimate - lines of code or industry standard
Definitive estimate - -10% to + 15% Cost of Quality
Cost of PMO
Activity Duration Estimating - Time Cost Estimating - Cost
Considerations:
Life Cycle Costing - overall cost of the life of the product
Value Analysis - Finding less costly way to do same work
Cost Risk - who has the most risk for a contract.
8) Approve changes, defect repair, preventive and corrctive actiions
Process Chart
9) Develop project charter 9) Team Building 9) Risk Audits 9) Release resources
10) Give recognition and awards
11) Hold progress meetings 11) Use Issue Log 9) Determine Critical path
Proves how long a project will take Shows where to focus efforts Does issue need immediate attention Shows where schedule compression can take place
Shows affects of float
10) Develop preliminary project
scope statement 10) Develop ScheduleThe schedule baseline is the final schedule.
Schedule Development - Time
Schedule Network Analysis uses one or all of:
PERT - see formulas Critical Path method Schedule compression
What if scenarios - Monte Carlo Analysis, simulate outcomes
Resource Leveling - lets schedule slip and cost increase due to limited resources Critical Chain method - the use of built in buffers, milestones
Schedule compression:
Re-estimating - to reduce/remove risks Fast tracking - running critical path activites in parallel
Crashing - make cost and/or schedule trade offs
10) Manage reserve
Reserve Analysis - accommodate time and cost risks thru the use of reserves
Contingency reserve - for known risks Management reserve - for the unknown
11) Develop Budget Cost Budgeting - Cost
Cost Baseline - includes Contingency Reserve
Cost Budget - includes Management Reserve
Process Chart
13) Determine Roles and Responsibilities 13) Request Seller responses
14) Select Sellers 14) Report on performance
15) Create forecasts
16) Iterations - Go back 16) Administer contracts
17) Determie what to purchase 12) Determine Quality Standards, Processes, and Metrics
Quality = the degree to which the project fulfills requirements, ie scope
Quality Planning - outputs: Quality management plan (p 243) Checklists - items to inspect Process Improvement plan Quality Baseline - measure of what? Defects after implementation
Quality Metrics - how is project going, are there a lot of defects in testing causing rework.
Quality Assurance is determining whether standards are being met, work is
continuously improved, and deficiencies corrected. Done mostly in Executing. Continuous impreovement. Improvements to company standards Tools are: Quality Audits - standards followed, lessons learned
Process Analysis - improve repeated processes
Quality Control = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect diagram (Fishbone or Ishikawa),
Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer specification versus quality control limit.
12) Use Work Authorization
system 12) Facilitate conflict resolution
Confronting (Problem Solving) - confronting the problem to solve the real problem
13) Measure team member performance
14) Determine Communication requirements
55% is Nonverbal communication
15) Risk Identification, qualitative and qunatitative risk analysis and response planning
Delphi technique - anonymous expert participation of risk response planning
Process Chart
18) Prepare procurement documents
20) Create Process Improvement plans
22) Gain formal approval 23) Hold Kickoff meeting
Bribes are never to be paid, ever! If it looks like a bribe, smells like a bribe, then it's a bribe.
19) Determine the "How to Execute and Control aspects of all management plans
21) Developfinal PM plan and performance measurement baselines
Initiating
Initiating
1) Select Project Manager
2) Determine company culture and existing systems - Enterprise Environmental factors
3) Collect processes, procedures, lessons learned, and historical information - Organizational Process Assets
4) Divide large projects into phases 5) Identify stakeholders
6) Document Business Need
What does the business hope to gain from the project? Is it realistically attainable?
In the time frame specified? Part of need is monetary return:
Net Present Value - Benefit less the Costs over several periods. Pick project with biggest NPV Internal Rate of Return IRR - the bigger the better
Payback period - how quickly does project pay for itself Benefit Cost Ratio = Benefit / Cost, bigger better
Opportunity Cost - oppotunity lost by choosing one project over another Working capital = current assets - current liabilities, money available to invest
7) Determine Project Objectives
What is the end result and purpose. How will the end be determined. 8) Document assumptions and constraints
For assumptions document what is the affect if the assumption is not true Normal contraint is pre-determined delivery date
9) Develop project charter
Integration Knowledge area
10) Develop preliminary project scope statement
Planning
Planning
1) Determine how you will do planning - part of management plans
What needs to be done for a project is determined by it's size and complexity but...
When "Tailoring" a project to omit a process the reason for omission needs to be documented
Develop Project Management Plan - Integration KA
2) Create project scope statement Scope Management plan - Scope KA
Scope definition - what is and is not included in the project - Scope KA Product Scope - requirements that relate to the product of the project Project Scope - the work to deliver the product of the project
3 Determine team
Persons to help plan the project: EA, QA, Contracts/Procurement, Risk Mgmt, Regulatory, specialized areas depending on the project.
4) Create WBS and WBS dictionary
- deliverable oriented - ALL deliverables even PM deliverables - is the foundation from which the project knows what to do
- is a heirarchal decompostion of the work, a layer at a time, into Work Packages
(work packages cannot be broken down further, can be completed quickly, without need for more information) WBS is the tool, Decomposition is the process to create the WBS.
There are many benefits of WBS, some are: reduces chance of missing work, helps team see where their piece fits, provides proof of staffing needs, cost and time requirements
The WBS does NOT show dependencies, that is in the Network Diagram.
WBS Dictionary - Identifier, work to be done, person responsible, milestones or due dates. Output:
Scope baseline = Project Scope Statement, the WBS, the WBS dictionary Project Scope Statement is updated
Scope management plan is updated
5) Create Activity List
- is the decomposition of WBS items.
Activity Definition - Time KA
6) Create Network Diagram
Activity Sequencing - Time KA Float = LF - LS or EF - ES
Total Float - time a task can be delayed w/o affecting project completion. Free Float - delay that will not affect the next task in the sequence
Planning
7) Estimate Resource requirements
Activity Resource Estimating - Time KA
8) Estimate Time and Cost Bottom up estimating
Analogous Estimating - something similar
Parametric Estimate - lines of code or industry standard Definitive estimate - -10% to + 15%
Cost of Quality Cost of PMO
Activity Duration Estimating - Time KA Cost Estimating - Cost KA
Considerations:
Life Cycle Costing - overall cost of the life of the product Value Analysis - Finding less costly way to do same work Cost Risk - who has the most risk for a contract.
9) Determine Critical path
Proves how long a project will take Shows where to focus efforts
Shows which issues need immediate attention Shows where schedule compression can take place Shows affects of float
10) Develop Schedule
Schedule Management Plan - The schedule baseline is the final schedule.
Schedule Development - Time KA
Schedule Network Analysis uses one or all of: PERT - see formulas
Critical Path method Schedule compression
What if scenarios - Monte Carlo Analysis, simulate schedule outcomes
Resource Leveling - lets schedule slip and cost increase due to limited resources Critical Chain method - the use of built in buffers, milestones
Schedule compression:
Re-estimating - to reduce/remove risks
Fast tracking - running critical path activites in parallel Crashing - make cost and/or schedule trade offs
Planning
11) Develop Budget
Cost Budgeting - Cost KA
Cost Baseline - includes Contingency Reserve Cost Budget - includes Management Reserve
12) Determine Quality Standards, Processes, and Metrics
Qaulity = the degree to which the project fulfills requirements, ie scope
Quality Planning - outputs:
Quality management plan (p 243) Checklists - items to inspect Process Improvement plan
Quality Baseline - measure of what? Defects after implementation
Quality Metrics - how is project going, are there a lot of defects in testing causing rework.
Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies
corrected. Done mostly in Executing. Continuous improvement. Improvements to company standards Tools are: Quality Audits - standards followed, lessons learned
Process Analysis - improve repeated processes
Quality Control = measure results against standards. Changes to Quality baseline. Defect repair. Done during Monitoring
and Controlling, using tools:
Cause and Effect diagram (Fishbone or Ishikawa), Flowchart,
Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart,
Scatter Diagram,
Control Chart - customer specification versus quality control limit.
13) Determine Roles and Responsibilities
Human Resource KA
Outputs of Human resource planning: 1) Roles and Reponsibilities
2) Org Charts - RACI chart 3) Staffing management plan
See chapter 9 for specific roles of sponsor, team, etc On test assume Matrix orgization if not stated.
For comparisons between organization structures, think Functional Project Expediter - staff assistant, cannot make decisions
Planning
14) Determine Communication requirements 90% of pm time
Communications Planning - Communications KA
What, Why, Between who, Method, Whose responsible, When, How often Escalation process, Management chain to assist in Issue resolution Channels = N(N - 1) / 2
Formal written - complex problems, pm plans, charter, over long distances Formal verbal - presentations, speeches
Informal written - emails, notes
Informal verbal - meetings, conversations Nonverbal communication = 55%
Paralingual = pitch and tone Feedback - make sure understood
15) Risk Identification, qualitative and qunatitative risk analysis and response planning
Risk Management planning - Risk KA
So are the items in the description above
Uncertainty (lack of knowledge) about the eventual conclusion of an event.
Contingency Reserves for Known Risks - is part of the Cost baseline
Management Reserves for Unknown Risks - is part of the overall budget but not part of the Cost baseline Risk review and identification should be primary purpose of Update meetings
Know stakeholders:
Risk Tolerance - whether a risk is acceptable Risk Threshold - how much risk is acceptable
Risk Register - What will occur, the chance it will occur, when it would occur, how frequently occurs, response, response owner, reason for risk going to the watch list
Ways to determine risks:
Sources of Risk / Risk Categories - areas that need to be reviewed for risks (pmp prep 333) Brainstorming
Delphi technique - anonymous expert participation of risk response planning Root Cause Analysis - the cause of the risk could reveal other risks
Planning
15) Risk Identification, qualitative and qunatitative risk analysis and response planning
Qualitative Risk Analysis - subjective feel for the risk events probablity and impact
Risk Matrix - probablity and impact ranking
Risk Quality assessment - how accurate and understood is the risk
Risk Urgency assessment - how quickly will the risk occur OR will it take along time to plan a response Watch List - non-critical, low priority risks to be reviewed later
Quantitative Risk Analysis - a "risk assessment" that is a numerical analysis of probablity and impact
Monte Carlo analysis - using 3 point estimates to simulate project outcomes and overall project risk Sensitivity Analysis - what risks have the most potiential impact to the project
Expected Monetary Value - the probablity of a risk Times the risks monetary impact
Decision Tree - maps out possible choices that are mutually exclusive and their impact to determine best choice. Uses expected monetary value
Risk Response Planning - first, look to get rid of the cause of the risk
Strategies for threats: Avoid (eliminate cause), Mitigate (reduce probability), Transfer (also Deflect, Allocate)
Strategies for opportunities: Exploit (make it happen), Enhance (increase probability), Share (ie partner to enhance) Acceptance (if it happens, it happens) is a strategy
Risk Response Owner - person that owns, inititiates, and oversees the risk response plan for a specific risk
16) Iterations - Go back
17) Determine what to purchase
Plan Purchases and Acquistions
Procurment Management plan Contract Statement of Work Make or Buy decision Contract types:
Fixed Price (FP) - the best for the buyer
Seller may under bid then try to make up with diference with change orders, more work for buyer to write SOW, seller has strong incentive to control costs
Time and Material (T&M) - medium risk to buyer, usually for smaller projects
Requires auditing of invoices, hard to manage requires day to day oversight, no cost control incentive. Good for quick startup and staff augmentation
Cost Reimbursable (CR) - buyer has most risk because costs are unknown
Requires auditing of seller invoices, hard to manage, seller has no incentive to control costs The Contract Manager is the ONLY person that can change the Contract.
Planning
18) Prepare procurement documents Protect relationship with seller Outputs:
Plan Contracting
Procurment documents
1) Request for Proposal RFP - price and how work will be done. Cost Reimbursable (CR) contract 2) Invitation for Price IFP, or Request for Bid RFB - one price to do all the work. Fixed Price (FP) contract 3) Request for Quotation RFQ - request price per item, product, etc. Time and Material (T&M) contract A letter of intent is not a contract
Privity is a contractual relationship. If A contracts with B, and B subcontracts with C. C does not have to listen to A. A needs
to talk with B, then B will talk with C.
Evaluation Criteria of sellers - should be in the Procurement docs so Sellers know how they will be judged Single Source - Preferred Supplier
Sole Source - Only one Supplier
19) Determine the "How to Execute and Control aspects of all management plans 20) Create Process Improvement plans
As planning occurs, where are the points where improvements could occur? What are these touch points?
21) Develop final PM plan and performance measurement baselines 22) Gain formal approval
Executing
Executing
6) Implement approved changes, defect repair, preventive, corrective actions, AND contingency plans 1) Acquire final team
Should be according to the Staffing management plan
Human Resource KA
Outputs:
1) Staff assignments 2) Resource Availability
3) Updated Staffing management plan 2) Execute the PM plan
Direct and Manage project execution - Integration KA
Outputs are all the deliverables from all the activities in this process group 3) Complete the Product Scope
- requirements that relate to the product of the project 4) Recommend changes and corrective actions 5) Send and Receive information
Information distribution - Communications KA
Making information available in a timely manner to stakeholders. This includes: Performance reporting against baselines,
Requested changes Forecasts,
Issues,
Lessons Learned
Nonverbal = 55% of communication Paralingual = Pitch and Tone of voice
7) Continuous Improvement
Quality Assurance is determining whether standards are being met, work is continuously improved, and deficiencies corrected. Done mostly in Executing. Continuous improvement. Improvements to company standards Tools are:
Quality Audits - standards followed, lessons learned Process Analysis - improve repeated processes Lessons Learned - gathered throughout project
Executing
9) Team Building
Develop Project Team - Human Resource KA
Output is Team Performance assessment - how effective is the team, how can it be improved PM powers: 1) Expert, 2) Reward, 3) Formal, 4) Referrent 5) Penalty
Project Performance Appraisals - of each employee Team Performance Assessment - team effectiveness 10) Give recognition and awards
Manage Project Team - Human Resource KA
11) Hold progress meetings Agenda should have team input Have meeting ground rules
12) Use Work Authorization system
To help schedule when and by who work is to be performed. 13) Request Seller responses
Protect relationship with seller Bidder Conferences
Keep all questions and answers in writing and issued to all potiential sellers Outputs:
1) Qualified Seller list
2) Procurement Document package 3) Proposals
14) Select Sellers Methods of evaluating: Weighting based on criteria
Independent estimate - reasonableness check
Past Performance, Presentations, Negotiations tactics Some of the outputs:
1) Selected Sellers 2) Contract
An offer with Acceptance, that has a Consideration (ie some form of payment), Legal Capacity, Legal Purpose (cannot have a contract for illegal activity)
3) Contract Management plan - have a summary of milestones, deliverables, reporting, etc 4) Resource Availability
Monitor and Control
Monitoring and Controlling
1) Configuration management
Subset of Project Management System, documents the procedures used to give guidance to the project.
Allows for the documenting of all Requested Changes and that they were reviewed thouroughly. Is a repository of all documents especially the Baselines for all pm plans
2) Use Issue Log
Manage Stakeholders - Communication KA
Is used from the beginning of a project to make sure all stakeholders requirements are addressed.
Assists in keeping stakeholders aware of change requests and corrective actions. Can be used to track team member concerns
3) Facilitate conflict resolution
Confronting (Problem Solving) - Win/Win confronting the problem to solve the real problem Compromising - Lose/Lose - some degree of satisfaction but not totally happy
Withdrawal (Avoidance)
Smoothing - focus on agreements rather than differences of opinion Forcing - push one point of view
Top 4 causes of conflict: 1) Schedules, 2) Priorities, 3) Resources, 4) Technical opinions. Not personality issues.
Manage Project Team - Human Resource KA
4) Risk Audits
Risk Monitoring and Controlling - Risk KA
Risk review and identification should be primary purpose of Update meetings Are assumptions of risks still valid.
Respond to Risk Triggers
5) Recommend changes, defect repair, preventive and corrective actions 6) Integrated change control - Integration KA
Every change request must go thru the Change Control process to seek approval Stakeholders may need to approve changes that affect them.
For every change request the affects to scope, schedule, budget, quality, risk, and customer satisfaction must be considered.
Monitor and Control
8) Measure against the performance measurement baselines:
Monitor and Control Project Work - Integration KA
Monitor and Controlling oversees all of the other process groups
Scope Control - changes will occur but they must be managed Schedule Control
Cost Control
Quality Control - Quality audits = measure results against standards. Changes to Quality
baseline. Defect repair. Done during Monitoring and Controlling, using tools: Cause and Effect diagram (Fishbone or Ishikawa), Flowchart, Histogram, Pareto Chart (80/20 rule) fix 80% of problems from 20% of causes, Run Chart, Scatter Diagram, Control Chart - customer specification versus quality control limit.
Risk Control below
Use of Earned Value Analysis (EVA) for CPI and SPI
9) Measure according to the management plans
10) Determine variances and if they warrant corrective action or a change 11) Scope verification
Tool: Inspect a deliverable Output:
Get formal (written) acceptance of a deliverable from the customer else Request changes, Defect repair, Corrective actions
Scope Verification is concerned with acceptance of deliverables While Quality Control is concerned with meeting Quality requirements
12) Manage reserves - Time and Cost
Reserve Analysis - accommodate time and cost risks thru the use of reserves Contingency Reserves - Known Risks - is part of the Cost baseline
Management Reserves - Unknown Risks - is part of the overall budget but not part of the Cost
baseline
13) Measure team member performance
Manage Project Team - Human Resource KA
Project Performance Appraisals - of each employee TeamPerformance Assessment - team effectiveness
Monitor and Control
14) Report on performance
Performance reporting - Communication KA
Motivation theories: McGregor's theory X and Y
Maslow's Heirarchy - Self actualization, Esteem, Social, Safety, Physical needs
Herzbergs Theory - Hygiene factors (things surrounding work) vs Motivating agents (things within work)
15) Create forecasts
Performance reporting - Communication KA
16) Administer contracts Protect relationship with seller
The PM is responsible for assuring that all things in the contract are done, however small, and that the PM must uphold all parts of the contract.
Outputs:
Contract Documentation
PM Plan updates - Procurement plan, Contract Mgmt plan Force Majeure - act of God
Closing
Closing - not in any scpecific order EXCEPT that Release Resources is always
last.
1) Develop Closure procedures
Projects are always need to be formally closed regardless of what causes the project to end. Adminstrative Closer - done at end of project or project phases. Documents the approval all changes. Documents that all deliverables have been formally accepted. Documents the acceptance of all exit criteria. Uses term "Lessons Learned".
Contract Closure - Closes a contract that is part of the project. Occurs before adminstrative closure. Addresses all terms and conditions of the contract. Documents the acceptance of all exit criteria for contract closure. Uses term "Procurement audit"
2) Complete Contract Closure
Make final payments, complete cost records.
Complete Contract Closure - Product verification, Finacial closure, Final Contract Performance reporting
3) Confirm work is to requirements
Do project deliverables meet completion or exit criteria set at the beginning during planning
4) Gain formal acceptance of the product
Formal, written signoff of acceptance from customer 5) Final performance reporting
Update team information, new skills acquired, overall performance, etc 6) Index and archive records
7) Update lessons learned knowledge base 8) Hand off completed product
Turn over to the Maintenance/Run teams, Operations, etc. 9) Release resources