Pmp 2 Days

(1)

PMP® Certification Course

(17 Contact Hours/PDUs)

Conducted by

PMI Lahore, Pakistan Chapter

Copyright PMI Lahore, Pakistan Chapter 2016

Learning Objectives of the course

• Learning Objectives of the course are as follows:

– Understand PMI methodology and Prepare for PMP® Certification exam.

• Books to consult

– Project Management Professional (PMP®) Handbook (free download from PMI website)

– Project Management Professional (PMP®) Exam Content Outline (free download from PMI website)

– PMBOK® 5th_{Edition (buy or print if you are a PMI member)}

• It is recommended that candidates should have these three

books with them when they come for the course

(2)

Materials in this class are based on Project Management

Institute, A Guide to Project Management Body of

Knowledge (PMBOK® Guide), - Fifth Edition, Project

Management Institute, Inc., 2013

PMBOK is a registered trade mark of Project Management Institute, Inc.

3

PMP® Certification Course Schedule (35 PDUs)

9am – 6:00pm

(1 hour Lunch/Tea breaks)

Day Title Time

1 Day 1 Morning Overview of PMI & Project Management Introduction 2 Hrs 2 Day 1 Morning Chapter 4, Integration Management 2 Hrs

4 Day 1 Afternoon Chapter 5, Scope Management 2 Hrs

6 Day 1 Afternoon Chapter 6, Time Management 2 Hrs

5 Day 2 Morning Chapter 7, Cost Mgt.; Chapter 8, Quality Mgt. 2 Hrs 6 Day 2 Morning Chapter 9, HR Mgt.; Chapter 10, Communication Mgt 2 Hrs

7 Day 2 Afternoon Chapter 11, Risk Management 2 Hrs

8 Day 2 Afternoon Chapter 12, Procurement Management 1 Hrs 9 Day 2 Afternoon Chapter 13, Stakeholders Management 1 Hrs

4

(3)

Project Management Institute

Project Management Institute (PMI®) is a

Worldwide organization which was

established in 1969

“PMI is one of the world's largest not-for-profit

membership associations for the project

management profession, with more than

550,000 members and credential holders in more

than 185 countries”.

(PMI website) pmi.org

5

PMP® Certification

 Education

 Experience

 35 hours of Project Management Education

 Pass the Exam

 Certificate, valid for 3 years

(4)

Application Process

• Apply on-line at

www.pmi.org

• After the application is approved (5 days, if not audited) you

will be provided an authorization number from PMI to make

appointment for exam.

• After authorization you must take the exam within one year.

• Candidates have 3 opportunities to pass the exam in 1 year.

• After that if they do not pass then they have to wait for 1

year from the date of last attempt.

7

INTRODUCTION

Project Management

8

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Introduction

Topic in this section

• Purpose of PMBOK® Guide

• What is a Project

• What is Project Management

• Role of Project Manager

• Project Management Body of Knowledge

Copyright PMI Lahore, Pakistan Chapter

2016 9

Chapter 1 > Introduction

Purpose of PMBOK® Guide - Fifth Edition.

• The book is a standard for Project Management from PMI

• This book is well recognized in the Project Management

industry.

• It describes 47 processes that are used in managing

projects.

• Chapter 1 &2: Introduction and key concepts in Project

Management

• Chapter 3: Project Management processes.

• Chapters 4 – 13: 10 Knowledge Areas

(6)

• The book is a useful guide for project management.

• It provides guidelines that can increase project success

• It uses vocabulary which can be commonly used in Project

Management

• However it is not totally complete as it may not contain

everything that is required in Project Management

• It can be considered as a reference guide.

• The processes given in the book can be used in nearly all

type of projects.

Purpose of PMBOK® Guide - Fifth Edition.

PMBOK 2

11

What is a Project?

12

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What is a Project?

• Project is a temporary endeavour that is taken to produce a unique product, service or result

• Temporary means that project will end (Projects can last from a few days to many years)

• End of the project is reached when

– Project work is completed

– When it is clear that it is not possible to complete the project work. – There is no need for the project to be carried out.

• Unique means that the output of every project is different. • Project go through ‘progressive elaboration’.

PMBOK 3

13

What is a Project deliverable?

• Projects deliverable could be a Product, Service or Result. For

example:

 Product: Product is a deliverable which could be an end item, or it could be a component of another item. (e.g. complete house or just the grey structure)

 Service: Service is a deliverable which has the capability to perform a business function. (e.g. business function to supports production, distribution, design; ERP computer system)

 Result: Result is a deliverable in form of a document. (e.g. research paper, marketing survey result report)

(8)

Chapter 1 > Introduction

Examples of a Project

• Developing a new product

• Developing a new service

• Create a new department in an organization

• Implementing a new computer system

• Construction of a new metro-bus system

• Implementing a new business process

• Constructing a house

• Construction of road

15

Examples

1. Developing a new product or service

2. Running 1122 centre

3. Change in structure, staffing, in an organisation

4. Implementing a new Computer system

5. Maintaining a email system

6. Constructing a building or plant

7. Campaign for a political office

8. Developing and implementing a new procedure

9. Arranging a function or event

10. Operation of a Fertilizer plant

P

O

X X X X X X X X X X 16

(9)

What is a Project

Management?

17

What is Project Management?

Application of knowledge, skills, tools, and

techniques, to project activities to meet the

project requirements.

THIS IS DONE BY …

(10)

What is Project Management?

By applying

47 project management

processes, which are listed in

5 process groups and

10 knowledge areas

19

What is Project Management?

• The five Process groups are:

1. Initiation

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

PMBOK 5

20

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What is Project Management?

The 10 Knowledge Areas

1. Integration Management

2. Scope Management

3. Time Management

4. Cost Management

5. Quality Management

6. HR Management

7. Communication Management

8. Risk Management

9. Procurement Management

10. Stakeholders Management

All 47 processes are in these 10 knowledge areas

21

What is Project Management?

Work within the 6 project constraints:

1. Scope (Work) 2. Time (Schedule) 3. Cost (Budget) 4. Resources 5. Risks 6. Quality

Change in any ‘one’ will have an effect on the others.

Scope

PMBOK 6

Resources Risks Quality

The Iron Triangle Primary

(12)

The Project Manager’s responsibilities

To be able to get the work done, the Project Manager should have the following:  Knowledge – The project manager should have knowledge about the

project. i.e. what the project is about and what is required to be done. (Scope, Time and Cost) so that he is able to achieve the outcome of the project.

 Performance – to be able to perform work in a manner that results are produced while applying the knowledge he/she has about the project and the deliverables to be produced.

 Personal – Project Manager has to lead the team so that project work can be carried out effectively. To do this, Interpersonal skills or soft skills are required.

23

PMBOK 17

Organizational Process Assets (OPAs)

Organizational Process Assets

These are documental assets that are available in the

organization.

These include documents such as plans, processes, policies,

templates, forms, procedures, work instruction and any type of

knowledge base or data that can be useful in planning and

execution of the project.

OPAs can be grouped in two categories:

1. Processes and Procedures

2. Knowledge base

PMBOK 27

24

(13)

Organizational Process Assets (OPAs)

Examples of Processes and Procedures:

 HR policies; e.g. medical policies, compensation policies  Templates and forms (risk, schedule, WBS, others)  Change control procedures,

 Financial control procedure,

 Issues and defect handling procedures

 Communication procedures, Risk control procedures,

 Work Instructions, evaluation criteria, performance measurement criteria

 Audits, project evaluations, project validations, acceptance criteria

25

PMBOK 27

Corporate Knowledge database examples:

 Historical information of projects handled by the organization earlier  Lessons learnt from previous projects

 Issues and defect management database  Project files from previous projects

 Configuration management knowledge base  Financial database

Organizational Process Assets (OPAs)

(14)

Enterprise Environmental Factors (EEFs)

These are conditions that are not under the control of the

project team what can have an effect on the project. These

conditions can help in the PM while developing the plan

and during the other stages of the project.

Generally EEFs are of two types:

1. Internal, that are within the organization

2. External, that are outside the organization

Enterprise Environmental Factors (EEFs)

PMBOK 29

27

 Organizational culture, structure  Infrastructure facilities inside the

Company.  HR administration

 Company work authorization system

 Stake holders risk tolerances  Project Management

Information Systems used by the company

 Market place conditions  Government / Industry

standards  Political situation

 Human resources availability  Communications systems  Commercial databases availability  General security  Infrastructure Internal EEFs (related to organization)

Enterprise Environmental Factors (EEFs)

External EEFs

(related to the place of project)

28

(15)

Stakeholders

Stakeholder is an individual, group, or organization who

may affect, be affected by, or perceive itself to be

affected by a decision, activity or outcome of a project.

Stakeholders can be directly or indirectly connected to

the project.

Project Stakeholders

PMBOK 30 See figure on PMBOK page 31 29

Stakeholders

30

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Project Life Cycle:

The Project life cycle is divided into 4 stages from

the start to finish.

Project Life Cycle

PMBOK 38

31

Characteristics of Project Life Cycle:

• 1 - Initiating

 Starting phase of the project. I.e. starting the work on the project (initiating)

2 - Planning

 Preparation and planning for the work that is required to be done (planning)

3 - Execution

 Executing the project work as per the plan (Execution) 4 - Closing

 Accepting the deliverables and closing the project (Closing)

Project Life Cycle

PMBOK 39

32

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Characteristics of Project Life Cycle

Initiating Planning Executing Closing 1 2 3 ₄ 33

PMBOK 39 Copyright PMI Lahore, Pakistan Chapter 2016

What are Project Phases ?

Project may be divided into many number of phases. A phase

is a collection of logically related project activities that

culminates in the completion of one or ore deliverables.

The end of phase represents a natural point to reassess the

activities underway to change or terminate the project if

necessary.

This point may be referred as stage gate, milestone, phase

review, phase gate or kill point.

Project Life Cycle and Project Phases

(18)

Single Phase Project

PMBOK 42

35

Three Phase Project

Front End Engineering Design Plant detail design Plant construction

PHASE I PHASE II PHASE III

PMBOK 43

36

(19)

Overlapping Phase Project

Factory Design Construction PHASE I PHASE II PMBOK 43 37

Project Management Processes

(20)

Project Management Processes

• Project management is the application of knowledge,

skills, tools and techniques to project activities to

meet project requirements.

 This is done by using the 47 processes which are in

10 knowledge areas and 5 process groups.

Copyright PMI Lahore, Pakistan Chapter

2016 39

PMBOK 47

Chapter 3 >

Project Management Processes

 To succeed, the project team must:

 Select processes that will meet objectives of the project

out of the 47 processes.

 Define the approach to meet the project requirements

 Ensure that they will meet the stakeholders needs

 Balance the demands of scope, cost, time and quality.

PMBOK 47

40

(21)

Project Management 5 Process Groups

Planning

Executing Monitoring _{& control} Closing

Initiating

1 2 3 4 5

Processes performed to define and get authorization of a new

project. (2 processes)

Processes required to establish the scope of the project, and

define the course of action required to attain the objectives

(24 processes)

Processes performed to complete the work defined in the project management plan

(8 processes)

Processes required to track, review, and update the progress of the project

(11 processes)

Processes performed to finalize all activities and formally close

the project or phase

(2 Processes)

47

Processes

PMBOK 49

41

Time 

Planning Executing Monitoring &

Control Closing Initiating

Processes are not discreet, they overlap

13% 24% 30% 8% 25% PMBOK 51

(22)

Monitoring & Control Project Work Perform Integrated

Change Control Plan Scope Management

Collect Requirements Define Scope

Create WBS Plan Schedule Management

Define Activities Sequence Activities Estimate Activity Resources

Estimate Activity Duration Develop Schedule Plan Cost Management

Estimate Costs Determine Budget

8 _ManagementQuality Plan Quality Management Perform Quality _Assurance Control Quality Acquire Project Management Team Develop Project Management Team Manage Project Management Team 10 Communication

Management Plan Communication Management Manage Communication Control Communication Plan Risk Management

Identify Risks Conduct Qualitative Risk Analyses Conduct Quantitative Risk Analyses

Plan Risk Response 12 Procurement

Management Plan Procurement Management Conduct Procurements Control Procurements

Close Procurements 13 Stakeholders

Management Identity Stakeholders Plan Stakeholders Management

Manage Stakeholders Engagement

Control Stakeholders Engagement Risk

Management Control Risks

11 Scope Management Integration Management Validate Scope Control Scope Time

Management Control Schedule

Cost Management

9 HR Management Plan HR Management

Control Costs 4 5 6 7 Develop Project

Charter Develop Project Management Plan

Direct & Manage Project Work Close Project or Phase 47 Processes PMBOK 61 2 24 8 11 2 43

Initiating Planning Executing Monitoring and Control Closing

Estimate Costs Determine Budget 8 Quality

Management Plan Quality Management

Perform Quality

Assurance Control Quality Acquire Project Management Team Develop Project Management Team Manage Project Management Team 10 Communication

Cost Management

Control Costs Process Groups 4 5 6 7 Develop Project

Direct & Manage Project Work Close Project or Phase Knowledge Areas 47 Processes 2 24 8 11 2

While Managing Projects

44

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Cost Management

Direct & Manage Project Work Close Project or Phase 47 Processes 6 6 7 4 3 4 3 6 4 4 45

PMI-Lahore, Pakistan Chapter

PMP® Certification Course

Project Integration Management

Chapter 4

(24)

Cost Management

Direct & Manage Project Work Close Project or Phase 47 Processes 2 24 8 11 2 6 47

Project Integration Management

Why integrate: • Integration helps in:

 Coordinating work between all areas for the success of the project.  To make sure that the stakeholders’ needs regarding the project are

being met.

 Determine how to get resources (HR and others) for the project.  Anticipate future problems that can arise in the project (risk

management).

48

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Project Integration Management 4.0

Develop Project Charter 4.1

Develop Project Management Plan 4.2

Direct and Manage Project Work 4.3

Monitor and Control Project Work 4.4

Perform Integrated Change Control 4.5

Close Project or Phase 5.6

4.0 Project Integration Management

49

Project Integration Management >

4.1 Develop Project Charter

Develop Process Charter is the process of

developing a document that formally authorizes

the existence of a project and provides the project

manager with the authority to apply organizational

resources to project activities.

Project Charter will give authority to the project

manager to start project related work by using

resources which have been assigned to the project.

(26)

Input, Tools and Techniques, Outputs

• Every process defined in PMBOK has inputs, tool & techniques

and outputs for the processes to be executed.

• Inputs is the information/data that is required to carry out the

process.

• Tools and techniques are actions required to complete the

process

• Output is the outcome of the process

• There 256 inputs, 209 tools and techniques and 153 outputs

in PMBOK. (total 618)

51

Inputs

5

Tools & Techniques

2 Outputs

1 4.1 Develop Project Charter

52

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1. Project statement of work (SOW)

 The statement of work (SOW) is a written description of product, services, or result to be delivered by the project.

 It describes what is to be produced by the project.

 SOW is initiated within the organization or from outside the company.

 E.g. Finance department asking the IT to develop a computer system for controlling inventory. IT would initiate this as a project and would develop a charter for it.

 In case from outside, the SOW is generated by the customer or client asking a company to carry out work for them.

4.1 Develop Project Charter: Inputs

PMBOK 68

53

2. Business case

 Business case is a cost benefit analyses that is carried out to determine if the project is worth the investment.

 This document becomes part of the Project Charter.

 There are various ways benefit analyses can be carried out such as  Example:

 Return on Investment (ROI),  Present Value (PV),

 Internal rate of return (IRR)…etc.

(28)

3. Agreements

 Any agreements between any two or more parties can generate a project and will require a Project Charter.

 These can be Contracts, Memorandum of Understanding (MOU), Service Levels Agreements (SLA) Letter of Intent (LoI) Verbal agreements, emails or any other written agreements

4.1 Develop Project Charter: Inputs

55

4. Enterprise environmental factors (EEFs)

 EEFs is an input of the Project Charter as these will provide information on the local conditions both inside and outside the company Including:

 Organizational structure  Govt. standards, regulations  Market conditions and others…

5. Organizational Process Assets (OPAs)

 OPAs will help in developing Project Charter by providing:  Standard operating procedures/processes

 Templates/forms

 Historical information from previous projects

4.1 Develop Project Charter: Inputs

56

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1. Expert Judgment

 Expert judgement is used to asses the inputs to develop the project charter, to analyze the technical and others details of the project.  This expertise can be provided by people inside and outside the

company. Paid or free. Such as:  Consultants

• Stakeholders • Customers

• Technical professionals • Subject matter experts • PMO

4.1 Develop Project Charter:

Tool and Techniques

PMBOK 71

57

2. Facilitation Techniques

These techniques are related to managing meeting

sessions for the development of project charter. These

meetings could have:

• Brainstorming sessions to generate ideas

• Conflict resolutions for resolving disagreements amongst the participants

• Problem solving sessions • Decision making sessions

The project manager will facilitate such meetings

4.1 Develop Project Charter:

Tool and Techniques

(30)

1. Project Charter

Project Charter is a written document which is issued by the initiator or the sponsor of the project.

It gives authority to the project manager to start work on the project and also give the PM the authority to start using resources on the project activities.

4.1 Develop Project Charter: Output

59

 Project charter will have:

 Purpose of the project

• Project objectives which are measureable • Assumptions and constraints

• High-level description and boundaries • Summary milestones, budget.

• Stakeholders list • Approval requirements

• Project Manager, authority level • Name and authority of sponsors

4.1 Develop Project Charter >

Output

(31)

61 Charter Page-1 Sample Project Charter Page-2

(32)

4.0 Project Integration Management

63

4.2 Develop Project Management Plan

64

Develop Project Management Plan is the process

of defining, preparing, and coordinating all

subsidiary plans and integrating them into a

comprehensive project management plan

(33)

Inputs

4

Tools & Techniques

2 Outputs

1 4.2 Develop Project Management Plan

65

Develop Project Management Plan

Inputs

1. Project Charter

2. Outputs from Planning processes

All knowledge areas, (minus integration), has one management plan. Scope and Quality has two plans each.

1. Scope – Scope Mngt plan & Requirement Mngt Plans 2. Time – Schedule Mngt plan

3. Cost – Cost Mngt plan

4. Quality – Quality Mngt plan & Process Improvement plan 5. HR – HR Mngt plan

6. Communication Communication Mngt plan 7. Risk – Risk Mngt plan

8. Procurement – Procurement Mngt plan

9. Stakeholder – Stakeholder engagement Mngt plan

(34)

Develop Project Management Plan

Inputs

3. Enterprise Environmental factors (EEFs)

EEFs that will help in developing Project Management Plan Internal:

• Project management information systems

• Configuration management system, information collection and distribution

• Organization structure and culture • Personnel administration

External

• Government/Industry standards

• External conditions (Infrastructure, utilities, etc)

67

Develop Project Management Plan

Input

4. Organizational process assets (OPAs)

Processes and procedures

 Standard guidelines, work instructions, proposal evaluation criteria, performance evaluation criteria

 Project management plan templates

• Guidelines and criteria for tailoring standard processes • Project closure guidelines

 Change control procedures

Knowledge base

 Project files from past projects

68

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Develop Project Management Plan

Tools and Techniques

1. Expert Judgment

 For developing project management plan expert judgement is used to:

 Asses which processes are required to meet the needs of the project and to what extent.

 What technical and management expertise is required.  What resources and skills are required

 How much of configuration management is required  How the change control will work

 How the work will be prioritized.

PMBOK 76

69

Develop Project Management Plan

Tools and Techniques

2. Facilitation Techniques

These techniques are related to managing meetings for

the development of project management plan.

Techniques include

• Brainstorming session to generate new ideas

• Conflict resolutions for resolving disagreements amongst the participants

• Problem solving sessions • Decision making sessions

(36)

Develop Project Management Plan

Output

• Project Management Plan

– Project Management Plan is a document that describes how the project will be executed, monitored, and controlled.

– It is used to integrate all the plans from the planning processes of the other knowledge areas:

– It contains 9+4+3 = 16 documents as follows: – 9 management plans from 9 knowledge areas

– 4 other plans (change control, configuration control, requirement management plan, process improvement plan)

– 3 baselines: Scope baseline; Schedule baseline; Cost baseline

PMBOK 77

71

Develop Project Management Plan

Output

3 base-lines

1. Scope base line 2. Schedule base line 3. Cost base line

9 Management plans

1. Scope Management Plan 2. Schedule Management Plan 3. Cost Management Plan 4. Quality Management Plan 5. HR Management Plan

6. Communication Management Plan 7. Risk Management Plan

8. Procurement Management Plan 9. Stakeholder Management Plan

Components of Project Management Plan

See PMBOK 78 for details

4 other plans

1. Requirement Mngt. plan 2. Process improvement plan 3. Change control plan 4. Configuration Mngt. plans

72

(37)

4.0 Project Integration Management

73

4.3 Direct and Manage Project Work

Direct and Manage Project Work is the process of

leading and performing the work defined in the

project management plan and implementing

approved changes to achieve project objectives.

(38)

Inputs

4

Tools & Techniques

2 Outputs

5 4.3 Direct and Manage Project Work

75

Direct and Manage Project Work

Inputs

1. Project management plan

– Contains all the subsidiary plans and the work to be done in the project. It has __ documents

2. Approved Change requests

– Approved change request is an output from the Integrated change control process.

– It is generated if any change is required in the project

– Changes in project could be due to Corrective action, Preventive action, Defect repair or Document change.

– All change requests are approved by the Integrated Change Control Process.

Next page ….

PMBOK 82

76

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4.3 Direct and Manage Project Work

Approved changes to the project will also be done in Direct and Manage Project Execution process. These will include the following:

1. Corrective actions: An intentional activity that realigns the performance of the project work with the project

management plan.

2. Preventive actions: An intentional activity that ensures future performance of the project work is aligned with the project management plan.

3. Defect repair: An intentional activity to modify a non-conforming product or product component.

Direct and Manage Project Work

Inputs

3. Enterprise environmental factors (EEFs)

 Some of the EEFs that would influence Direct and Manage project work would be:

 Culture of the Company

 Infrastructure of the organization  HR administration

 Stakeholders risk tolerance

(40)

Direct and Manage Project Work

Inputs

4. Organizational process assets (OPAs)

 Some OPAs that will have influence on direct and manage project work would include:

 Standards used for executing projects  Communications requirements

 Database for collecting performance data  Management of Defects procedures  Lessons learnt files

 Previous project files

79

Direct and Manage Project Work

Tools and Techniques

1. Expert judgment

 Expert judgment is used to assess the input needed to direct and manage execution of the project management plan. Additional expertise is available from:

 Other unit in the organization  Consultant and subject matter experts  Stakeholders, customers, suppliers, sponsors  Technical associations

PMBOK 83

80

(41)

Direct and Manage Project Work

Tools and Techniques

2. Project Management Information System

 An Information system consisting of the tools and techniques to gather, integrate, and decimate the outputs of project

management processes can be used to manage the project work.  It is used to support all aspects of the project from initiating to

closing, and can include both manual and/or automated systems

81

Direct and Manage Project Work

Tools and Techniques

3. Meetings

 Meetings are held to discuss and resolve problems and issues related to the project.

 Meeting are attended by Project Manager, relevant team members, and stakeholders.

 Meetings can be one of these types:

 Information exchange

 Brain storming, open evaluation  Decision making

(42)

1. Deliverables

 A unique and verifiable product, result or capability to

perform a service that must be produced to complete a

process, phase, or project.

 Tangible components can include elements of the project management plan

83

4.3 Direct and Manage Project Work >

Outputs

2. Work performance data

 Work performance data are the raw observations and

measurements identified during the activities being

carried out the project work. This includes:

• Work completed

• Key Performance Indicators • Technical Performance measures • Schedules

• Change requests • Defects

• Actual costs

84

4.3 Direct and Manage Project Work >

Outputs

(43)

3. Change requests

 Change requests is a formal proposal to modify any

document, deliverable, or baseline.

 May modify scope, cost, schedule, quality, etc.

• Corrective actions: An intentional activity that realigns the performance of the project work with the project management plan.

• Preventive actions: An intentional activity that ensures future performance of the project work is aligned with the project management plan.

• Defect repair: An intentional activity to modify a non-conforming product or product component.

• Updates: Changes in documents, plans, etc. to reflect changes

85

4.3 Direct and Manage Project Work >

Outputs

4. Project management plan updates

 Plans that will be updated include

• Scope, Schedule, Cost, Quality, HR, Communication, Risk, Procurement, and project baselines

5. Project document updates

 Documents that will be updated include

• Documents related to project Requirement documentation, issue log, risk register

4.3 Direct and Manage Project Work >

Outputs

(44)

4.0 Project Integration Management

87

4.4 Monitor and Control Project Work

88

Monitoring and Control is the process of tracking,

reviewing, and reporting the progress to meet the

performance objectives as defined in the project

management plan.

(45)

Inputs

7

Tools & Techniques

4 Outputs

4 4.4 Monitor and Control Project Work

89

4.4 Monitor and Control Project Work

Input

1. Project management plan 2. Schedule forecasts

– Derived from progress against the schedule baseline. – Expressed in terms of Schedule variance (SV) and Schedule

performance Indicator (SPI). 3. Cost Forecast

– Derived from progress against the cost baseline.

– Expressed in terms of cost variance (CV) and Cost Performance Indicator (CPI).

[Covered in Cost Management]

(46)

4.4 Monitor and Control Project Work

Inputs

4. Validated Changes

– Changes that have been carried out after approval from the Integrated Change Control Process are verified here. –

5. Work Performance Information

– Data collected and analyzed and converted into information. – Information is used to assess the project progress and make

decisions.

PMBOK 89

91

4.4 Monitor and Control Project Work

Inputs

6. Enterprise environmental factors (EEFs)

– Government/Industry standards in the country – Shareholders risks tolerance

– Project Management Information System

7. Organizational process assets (OPAs)

– Communication procedures and requirements – Financial control procedures

– Risk control procedures – Lessons from previous projects

PMBOK 90

92

(47)

Monitor and Control Project Work

Tools and Techniques

1. Expert Judgment:

 Subject matter Experts in the team shall interpret the information available (raw data converted to information) for monitoring, control and purposes.

2. Analytical Techniques

 Various analytical techniques are used to analyze the information to forecast future outcomes

PMBOK 92

93

4.4 Monitor and Control Project Work >

Tools and Techniques

3. Project Management Information System

 Project Management Information system consists of software that gather, integrate, and decimate the output for the project

management processes.

 It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems

4. Meetings

– Meetings are held to monitor the project activities. These could are face to face, virtual, formal or informal.

– Objective of the these meetings is to review progress and analyze the information related to the project.

(48)

4.4 Monitor and Control Project Work >

Outputs

1. Change Requests

• After comparing planned results to actual results, change requests may be issued to expand, adjust or reduce project scope/product scope/quality requirements/cost baseline. These could result in:

• Corrective actions: An intentional activity that realigns the performance of the project work with the project management plan.

• Preventive actions: An intentional activity that ensures future performance of the project work is aligned with the project management plan.

• Defect repair: An intentional activity to modify a non-conforming product or product component.

95

4.4 Monitor and Control Project Work >

Outputs

2. Work performance reports

– Based on the information available work performance reports can be developed.

– These could be physical or electronic – Intended to generate decisions.

3. Project Management Plan Updates

• Updates will be made to Schedule plan, Cost plan, Quality plan, Scope baseline, Schedule baseline, Cost baseline, etc.

4. Project Document Updates

• Forecasts of the project

• Reports related to the project performance • Issues log

96

(49)

4.0 Project Integration Management

97

4.5 Perform Integrated Change Control

 Perform Integrated Change Control is the process

of reviewing all change requests, approving

changes, and managing changes to the

deliverables, organizational process assets,

project documents, and the project management

plan; and communicating their results.

(50)

4.5 Perform Integrated Change Control

Change Control

 Changes in the project can take place anywhere from the start to the end of the project.

 These changes could be due to changes in scope, changes in schedule, changes in budget, changes in specifications, corrective actions, preventive actions, defect repairs, etc.

 Changes can be requested by any stakeholder.  Change requests should be given in writing

 All change requests should be logged in the ‘change log’.

 All change requests pass through the ‘Perform Integrated change control procedure’ where they get approved or get rejected.

 The final implemented status of the change is updated in the change log and is audited to ensure that the change is done.

PMBOK 96

99

Inputs

5

Tools & Techniques

3 Outputs

4 4.4 Perform Integrated Change Control

100

(51)

4.5 Perform Integrated Change Control

Inputs

1. Project Management Plan

2. Work performance reports

– Information related to the work being carried out in the project. – How the project is performing

3. Change requests

– Change requests generated from the monitoring and controlling process is an input to this process.

PMBOK 97

101

4.5 Perform Integrated Change Control

Inputs

4. Enterprise environmental factors

– Scheduling software

– Configuration management system – Information distribution system – and other related systems

4. Organization process assets

– Change control procedures – Policies and Standards

(52)

4.5 Perform Integrated Change Control

Tools and Techniques

1. Expert Judgment

 A Change Control Board (CCB) will be formed to review all change requests. The change request will be analyzed by subject matter experts to determine if the change request should be approved or rejected. These experts will be from:

• Stakeholders • Consultants • Industry groups • Technical experts • PMO PMBOK 99 103

4.5 Perform Integrated Change Control

Tools and Techniques

2. Meetings

 Change Control Board (CCB) will review all requests for changes, and will either approve or reject the changes requested

 All decisions taken by CCB will be documented.

 Concerned department/stakeholder will be informed for follow-up

3. Change Control Tools

 Manual or automated tools shall be used to manage change control system to assist CCB members.

104

(53)

4.5 Perform Integrated Change Control

Outputs

1. Change request status updates

 Change requests that have been approved by the CCB will be implemented and the status will be updated

2. Change log

 Change log is used to document all change requests, both approved and also that are not-approved and their implementation status.

PMBOK 99

105

4.5 Perform Integrated Change Control

Outputs

3. Project management plan updates

 Project management plans will be updated including any subsidiary plans and baselines that are subject to change control process

4. Project document updates

 Project documents that are related to changes shall be updated

(54)

4.0 Project Integration Management

107

4.6 Close Project or Phase

Close Project or phase is the process of finalizing

all activities across all of the Project Management

Process Groups to formally complete the project

or phase.

(55)

4.6 Close Project or Phase

The Close Project process will ensure that:

 All actions required for the completion or exit criteria for the phase or project are taken.

 Actions and activities required to transfer the products, services, or results to the next phase or operations are done

 Activities to collect project or phase records, audit project success or failure gather lessons learned are carried out

 Archiving of project information is done.

PMBOK 101

109

Inputs

3

Tools & Techniques

3 Outputs

2 4.6 Close Project or Phase

(56)

4.6 Close Project or Phase >

Inputs

1. Project management plan

2. Accepted deliverables

– These are deliverable that meet the acceptance criteria

and have been approved by the project sponsor or the

customer.

– Acceptance is based on formal documentation.

3. Organizational Process Assets (OPAs)

– Guidelines available in the data base for closing project

or phase. Forms, templates, etc.

PMBOK 102

111

4.6 Close Project or Phase >

Tools and Techniques

1. Expert judgment

 Experts with knowledge of administrative closing will advise in closing of project/phase.

 Subject matter experts will ensure that project/phase closure is done as per the standard procedures

 Experts will be taken from

 Other project managers within the organization  PMO

 Professional and Technical associations

PMBOK 102

112

(57)

4.6 Close Project or Phase >

Tools and Techniques

2. Analytical techniques

Some analytical techniques shall be used to determine the success or failure of the various processes of the project. E.g.

– Regression analyses

An analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship.

– Trend analyses

An analytical technique that uses mathematical models to forecast future outcomes based on historical results.

3. Meetings

– Meetings can be Face to face or virtual. These could be formal or informal. – Meeting are held for lessons learned, closeout, reviews, etc.

113

FLOW OF DELIVERABLE AFTER IT IS

COMPLETED IN EXECUTION PROCESS

(58)

Flow of Deliverable

8.3 Control Quality

->

5.5 Validate Scope ->

4.6 Close project or phase

Direct and Manage Project Work (Execution)

Deliverables Verified Deliverables Verified Deliverables Accepted Deliverables Accepted Deliverables Transitioned Deliverables Deliverables

8.3 Control Quality 5.5 Validate Scope

4.6 Close project or phase

Input Input Input

Output Output Output

Output

Quality Checks Verify Scope Acceptance

Deliverables are completed in the Execution Phase of the

project

115

Flow of Deliverable

8.3 Control Quality

->

5.5 Validate Scope ->

4.6 Close project or phase

Direct and Manage Project Work

Input Input Input

Output

Quality Checks Verify Scope Acceptance Completed deliverable then goes to the Control Quality process (8.3) to see if it has been made as per

the quality requirements

116

(59)

Flow of Deliverable

8.3 Control Quality

->

5.5 Validate Scope ->

4.6 Close project or phase

Input Input Input

Output

After being verified that the deliverable is as per specification it is sent to Validate Scope process (5.5)

to verify that it has been made as described in the

scope

117

Flow of Deliverable

8.3 Control Quality

->

5.5 Validate Scope ->

4.6 Close project or phase

Input Input Input

Output

Quality Checks Verify Scope Acceptance If the deliverable is verified

that it is as per the scope, then it is passed on to Close

project or phase process (4.6) as an input where is

goes through the acceptance process and goes out as an output as transitioned deliverable

(60)

Flow of Deliverable

8.3 Control Quality

->

5.5 Validate Scope ->

4.6 Close project or phase

Input Input Input

Output

119

Initiating Planning Executing Monitoring and Control Closing

Estimate Costs Determine Budget 8 Quality

Management Plan Quality Management

Perform Quality

Assurance Control Quality Acquire Project Management Team Develop Project Management Team Manage Project Management Team 10 Communication

Cost Management

Control Costs Process Groups 4 5 6 7 Develop Project

Direct & Manage Project Work Close Project or Phase Knowledge Areas 47 Processes 2 24 8 11 2 120

(61)

4.6 Close Project or Phase >

Outputs

1. Final Product, Services, or Result transition

– This is the handing over of the final deliverable(s) to the customer or sponsor or the transition to the next phase.

– This is done with a signed acceptance documentation from the Customer.

2. Organizational process assets (OPA) updates

Some of the documents that will be updated will include  Project files

 Project or phase closure documents  Historical information

PMBOK 104

121

PMI Lahore, Pakistan Chapter

PMP® Certification Course

Project Scope Management

Chapter 5

(62)

Cost Management

Direct & Manage Project Work Close Project or Phase 47 Processes 2 24 8 11 2 6 123

Project Scope Management 5.0

Plan Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Validate Scope 5.5 Control Scope 5.6

5.0 Project Scope Management

124

(63)

Product Scope Vs. Project Scope

Product scope describes the

characteristics of the

product, service, or result

to be delivered.

Project scope describes the

work required to deliver

the product, service, or result.

Product Project

5.1 Plan Scope Management

Planning Initiating Executing Monitoring & Controlling Closing PMBOK 105

The process of creating a Scope Management

Plan that documents how the scope will be

defined, validated and controlled

(64)

Inputs

4

Tools & Techniques

2 Outputs

2 5.1 Plan Scope Management

127

1. Project Management Plan

– Contains all subsidiary plans from other knowledge areas. (16 documents) 2. Project Charter

– Describes high level scope, schedule and budget 3. Enterprise Environmental Factors (EEFs)

• Structure and culture of the company • HR administration and policies • Outside market conditions 4. Organizational Process Assets (OPAs)

• Policies & Procedures

• Historical information & Lessons learnt from other projects

5.1 Collect Requirements

Plan Scope Management

Inputs

PMBOK 108

128

(65)

1. Expert Judgment

– Project manager can use subject matter experts to develop the scope management plan.

2. Meetings

– Meeting attended by the Project Manager may include – Project sponsor

– Selected team members – Selected Stakeholders

Plan Scope Management

Tools and Techniques

PMBOK 109

129

1. Scope Management Plan

– It provides guidance on how project scope will be defined, developed, monitored, controlled and verified.

– It is a major input for

• Develop Project Management Plan process • Other process of Scope Management

– Components of the scope management plan include:

• Processes for developing scope statement, WBS, acceptance of deliverables, changes requests and their implementation.

Plan Scope Management

Outputs

(66)

2. Requirements Management Plan

This is the second management plan from this process.

– It describes how the requirement activities will be planned tracked and reported.

– How requirement will be developed.

– How changes in requirements will be managed

– Traceability structure which will be used for managing requirements

Plan Scope Management

Outputs

131

Project Scope Management 5.0

Plan Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Validate Scope 5.5 Control Scope 5.6 132

(67)

Planning

Initiating Executing Monitoring &

Controlling

Closing

Collect Requirements

PMBOK 110

133

The process of determining, documenting and

managing stakeholders’ needs and requirements

to meet the project objectives.

What are requirements:

• Requirements are conditions and capabilities that are

required to be met by the project with relation to the product,

service or result.

• Some of the requirement that have to be met are related to:

a) Business Requirements b) Stakeholder Requirements c) Functional requirements d) Project Requirements e) Quality Requirements