PMP Preparation Worksheet
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(5) V. î. Expert judgmentV. î. . c . V. V. Project CharterV. ÃnitiatingV.
(6) V Sponsor initiates the charter; charter includes. authorizes a project or a. î. Business case. 1) Project purpose or justification. phase and documenting. î. Contract. 2) Measurable project objectives. initial requirement that. î. Enterprise. satisfy the stakeholder¶s need and expectationV. î. and related success criteria. Environment factors. 3) High level requirements. Organizational. 4) High level project description. process assets. 5) High level risks 6) Summary milestone schedule. V. 7) Summary budget 8) Project approval requirements (what constitutes project success, who decides the project is successful, who signs off on the project) 9) Assigned project manager, responsibility and authority level 10) Name and authority of the sponsor or other person(s) authorizing the project charter V V V V V V V.
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(9) V V V V V V VV V VVV V V V V V J c V. V. 4.2 Develop Project. î. Project charterV. Management Plan that. î. Outputs from. documents what is needed to define, prepare,. î. integrate & coordinate all subsidiary plansV î.
(10) V. î. Expert judgementV. î. . c . V. V. Project management planV. PlanningV.
(11) V Plan includes 1) processes selected. planning processesV. 2) level of implementation. Enterprise. 3) tools to be used. environmental. 4) interactions. factorsV. 5) how to execute work. Organizational. 6) how to control changes. process assetsV. 7) how to do configuration mgmt 8) baselines use 9) communication needs. V. 10) project phases 11) key mgmt issues V 4.4 Direct & Manage. î. Project Execution by executing the work. î. defined in the project management plan to meet. î. requirements defined in the scope statementV. î. Project. î. Expert judgmentV. î. DeliverablesV. management planV. î. Project. î. Work performance. 1) perform activities. informationV. 2) spend money. Change requestsV. 3) train staff. Approved change. management. requestsV. information systemV. Enterprise. î. ExecutingV Actions include. Project. 4) manage vendors. Environment factorsV. management plan. 5) implement standards. Organizational. updatesV. 6) create, control & validate. Project document. deliverables. updatesV. 7) manage risk & risk response. process assetsV. î. î. activities 8) adapt scope changes as needed 9) manage communications 10) collect project data including cost & milestones 11) collect & document lessons learned and process improvement actions.
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(16) V Actions include 1) compare actual vs. plan. process of tracking,. î. Performance reportsV. management plan. 2) determine corrective actions needed. reviewing, and regulating. î. Enterprise. updatesV. 3) analyze risks & ensure corrective. Project document. actions taken. updatesV. 4) maintain information base. the progress to meet the performance objectives. environment factorsV î. defined in the project. î. Organizational process assetsV. 5) status reporting. management planV. 6) forecasting V. 4.6 Ãntegrated Change. î. Control is the process of reviewing all change. î. requests, approving. Project. î. Expert judgmentV. management planV. î. Change control. Work performance. status updatesV. ControlV. Change control is needed because projects seldom run according to. informationV. management plan. includes documenting changes and. updatesV. only releasing approved. î. Project document. changes. Defect repair must be. updatesV. validated and quality controlled.V. î. VV. Change requestsV. changes to the. î. Enterprise. deliverables,. environment factorsV. organizational process. Organizational. î. Monitor &. plan. Changes must be managed; also. î. assets, project documents. Change request Project. changes and managing. process assetsV. meetingV. î î. V Configuration management also. and the project. occurs ± identify changes, determine if. management planV. changes have been implemented, and verify changes after complete.V V Every documented change must either be accepted or rejected by some authority. V V V.
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(20) V Updates after project completion. management planV. service, or result. include. Accepted. transitionV. 1) formal acceptance documentation. Organizational. (written). Organizational. process assets. 2) project files updated. process assetsV. updatesV. 3) project closure documents prepared. deliverablesV î.
(21) V. î. (even for projects halted before completion) 4) historical information is used to update the ³lessons learned´ databaseV. V.
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(28) V. 5.1 Collect Requirements is. î. Project charterV. î. ÃnterviewsV. the process of defining and. î. Stakeholder registerV. î. Focus groupsV. î. Facilitated. documenting stakeholders¶ needs to meet the project. î. î. Group creativity. î. î. V. V. Requirements.
(29) V. PlanningV. V. PlanningV. Project Scope statement is critical to. Requirements Management PlanV. î. techniquesV. V. c . DocumentationV. workshopsV. objectives. . Requirements Traceability MatrixV. Group decision making techniquesV. î. p. A V. p. ñV. p. c V. p. ¦
(30) V. Questionnaires and surveysV. î. ObservationsV. î. PrototypesV. V V 5.2 Define Scope by. î. Project charterV. î. Expert judgment V. developing a detailed. î. Requirements. î. Product analysisV. DocumentationV. î. description of the project and productV. î. Organizational process assetsV. Alternatives identificationV. î. î î. Project scope statementV. the project success. Ãncludes. Project document. 1) Product scope description. updatesV. 2) Product acceptance criteria. Facilitated. 3) Project deliverables. workshopsV. 4) Project exclusions 5) Project constraints.
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(37) V. V 5.3 Create Work. î. Breakdown Structure (WBS) is the process of. î. subdividing project deliverables and project. î. work into smaller, more. Project scope. î. WBSV. statementV. î. WBS dictionaryV. smaller elements by. Requirements. î. Scope baselineV. 1) identify deliverables. documentationV. î. Project document. 2) structure and organize WBS. updatesV. 3) decomposing upper WBS into lower. î. DecompositionV. Organizational. PlanningV. process assetsV. Decomposition divides work into. level detailed components. manageable components.. 4) assign ÃD codes to WBS. The WBS is a deliverable-. components. oriented hierarchical. 5) verifying that degree of. decomposition of the work. decomposition is sufficient.V. to be executed by the. V. project team to accomplish. Each component must be assigned,. the project objectives and. and defined in terms of how the project. create the required. will actually be executed and. deliverables, with each. controlled.V. descending level of WBS representing an increasingly detailed definition of the project work V 5.4 Verify scope is the. î. process f formalizing acceptance of the. î î. scope includes reviewing deliverables with the customer or sponsor to. î. ÃnspectionV. î. management planV. completed project deliverables. Verifying. Project. deliverablesV. Requirements. î. Change requestsV. documentationV. î. Project document. Requirements traceability matrixV. î. Accepted. Validated deliverablesV. updatesV. Monitor. Scope verification is primarily. & ControlV concerned with acceptance of the scope by stakeholdersV.
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(44) V. ensure that they are completed satisfactory and obtaining formal acceptance of deliverables by the customer or sponsor V 5.5 Control Scope is the. î. process of monitoring the status of the project and. î. scope baseline. Controlling the project scope ensures. î. all requested changes and recommended corrective or preventative actions are processed through the Perform Ãntegrated Change Control ProcessV V V. . î. Variance analysisV. î. management planV î. product scope and managing changes to the. Project. î. Work performance. Work performance measurementsV. î. Organizational. informationV. process assets. Requirements. updatesV. documentationV. î. Change requestsV. Requirements. î. Project. traceability matrixV. management plan. Organizational. updatesV. process assetsV. î. Project document updatesV. Monitor. Uncontrolled changes called ³scope. & ControlV creep´. Change is inevitable, thus this process is neededV.
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(49) V. . Process. V. GroupV. 6.1 Define Activities is the. î. Scope baselineV. î. DecompositionV. î. Activity listV. process of identifying the. î. Enterprise. î. Rolling wave. î. Activity attributesV. schedule activities that are not. planningV. î. Milestone listV. required as part of the project scope. V. î. Project schedule. specific actions to be. environmental. performed to produce the. factorsV. î. TemplatesV. Organizational. î. Expert judgmentV. î. Precedence. project deliverables.. î. Project work packages. PlanningV.
(50) V The activity list does not include any. process assetsV. are typically decomposed into smaller components called activities that represent the work necessary to complete the work package V 6.2 Sequence Activity is. î. Activity listV. the process of identifying. î. Activity attributesV. diagramming. and documenting. î. Milestone listV. method (PDM)V. relationships among the. î. Project scope. project activities. Activities are sequenced. î. statementV î. Organizational. V. Dependency. 3 types of dependencies - mandatory,. network diagramsV. discretionary (best practices) and. Project document. external.V. updatesV. determinationV î. process assetsV. using logical relationshipV. î. PlanningV. Applying leads and lagsV. î. Schedule network templatesV. 6.3 Estimate Activity. î. Activity listV. î. Expert judgmentV. Resource is the process. î. Activity attributes V. î. Alternative analysisV. of estimating the tye and. î. Resource calendarsV. î. Published. quantities of material,. î. Enterprise. people, equipment or. environmental. î. î. Activity resource requirementsV. î. Resource. estimating dataV. breakdown. Bottom-up. structureV. PlanningV. V.
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(55) V. Project document updatesV. management softwareV. 6.4 Estimate Activity. î. Activity listV. î. Expert judgmentV. Durations is the process. î. Activity attributesV. î. Analogous. of approximating the. î. number of work periods. Activity resource requirementsV. needed to complete. î. Resource calendarsV. individual activities with. î. Project scope. estimated resources.V. estimatingV î. Enterprise. Activity duration. PlanningV. estimatesV î. Parametric. î. Variance = Pessimistic ± Optimistic divided by 6, squared. Project document updatesV. Standard Deviation = Pessimistic ±. estimatingV. statementV î. î. Optimistic divided by 6V. Three point estimatesV. î. Reserve analysisV. î. Schedule network. î. Project scheduleV. analysisV. î. Schedule baselineV. through a network diagram and shows. environmental factorsV î. Organizational process assetsV. 6.5 Develop Schedule is. î. Activity listV. the process of analyzing. î. Activity attributesV. activity sequences,. î. durations, resource requirements and. î. schedule constraints to. Project schedule. î. Critical path methodV. î. Schedule dataV. earliest completion of a project. V. î. Critical chain. î. Project document. V. updatesV. CPM uses the most likely estimate to. Activity resource î. Resource levelingV. calculate the float to determine project. î. What-if scenario. duration and scheduling flexibility.V. analysisV. V. Applying leads and. Critical chain modifies schedule to. lagsV. account for limited resources. Define. Schedule. critical path, then apply resources ±. compressionV. often path changes. V. Resource calendarsV. scheduleV. î. Activity duration estimatesV. î. Project scope statementV. î. Enterprise environmental. î. methodV. requirementsV î. î. Critical Path is the longest path. network diagramsV. create the project. î. PlanningV. î. Scheduling toolV. V. factorsV. Schedule can be showed as a network. Organizational. diagram, bar chart (gantt), or milestone.
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(60) V chart. Schedule compression :1. Crashing ± adding additional resource to shorten the durationV 2. Fast tracking ± Perform sequence activities in parallel etc.V V. 6.6 Control Schedule ± is. î. the process of monitoring. Project. î. management planV. Performance reviewsV. the status of the project to. î. Project scheduleV. î. Variance analysisV. update project progress. î. Work performance. î. and manage changes to the schedule baseline. Schedule control is concern with : î. î. Ã V V V. î. ¦ V V V
(61) V V V VV. î. ñ V V V V V V V. V. Key measures include Schedule. & ControlV Variance (SV) and Schedule. Project. process assets. V. informationV. management. updatesV. Progress reporting includes actual. Organizational. softwareV. î. Change requestsV. start and finished dates, and remaining. î. Resource levelingV. î. Project. durations for unfinished activities..V. î. What-if scenario. management plan. V. analysisV. updatesV. Schedule revisions are a special. Project document. category of schedule updates ±. lagsV. updatesV. generally incorporated in response to. Schedule. V. approved change requests. The. process assetsV. î î. V V V V. measurementsV. Monitor. Performance Ãndex (SPÃ).V. V î. Work performance Organizational. ¦ V V V. V V V
(62) V. î. î. Adjusting leads and. î. î. compressionV. original schedule baseline and model. Scheduling toolV. are saved to prevent loss of data.V.
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(66) V. 7.1 Estimate Cost is the. î. Scope baselineV. î. Expert judgmentV. process of developing an. î. Project scheduleV. î. Analogous. approximation of the. î. Human resource. monetary resources. planV. needed to complete. î. project activitiesV. î. î. Risk registerV Enterprise. î. V. GroupV. Activity cost. PlanningV.
(67) V Top down / analogous estimating is. estimatesV. generally less costly and less accurate. î. Basis of estimatesV. than other techniques.V. Parametric. î. Project document. Bottom-up estimating accuracy is. updatesV. driven by size of work items being. Bottom-up. estimated. Reserve analysis includes. estimatingV. ³known unknowns´.V. Three-point. Project in initiation phase as. estimatesV. rough order of Magnitude (ROM) of ±. î. Reserve analysisV. 50/+100%, later could go to ±. î. Cost of qualityV. 10%/+15%V. î. Project. î î. Organizational process assetsV. Process. estimatingV estimatingV. environmental factorsV. î. . management estimating softwareV î. Vendor bid analysisV V. 7.2 Determine Budget is. î. the process of. Activity cost. î. Cost aggregationV. estimatesV. î. Reserve analysisV. î. Cost performance. PlanningV. Cost baseline is a time-phased budget. baselineV. to measure and monitor cost. Project funding. performance.V. requirementsV. V. Project document. Reserve are budgeted for unplanned,. updatesV. but potentially required, changes to. aggregating the estimated. î. Basis of estimatesV. î. Expert judgmentV. costs of individual. î. Scope baselineV. î. Historical. activities or work. î. Project scheduleV. packages to establish an. î. Resource calendarV. authorized cost baselineV. î. ContractsV. î. Organizational. project cost baseline or earned value.V. process assetsV. V. relationshipsV î. î î. Funding limit reconciliationV. project scope and cost ± not part of the. Project funding requirements are derived from the cost baseline.V 7.3 Control Cost is the process of monitoring the. î. Project management planV. î. Earned value managementV. î. Work performance measurementsV. Monitor & ControlV. î. PV - Planned Value (also Budget at Completion BAC)V.
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(71) V. Earned value. î. Budget forecastsV. î. EV - Earned ValueV. managementV. î. Organizational. î. AC - Actual CostV. Work performance. î. Forecasting V. process assets. î. ETC ± Estimate to CompleteV. informationV. î. To-complete. updatesV. î. EAC ± Estimate at CompletionV. Change requestsV. î. Formulas to remember:V. Organizational process assetsV. î. performance indexV. î. Performance. î. Project. Schedule Variance = EV-PV V. reviewsV. management plan. î. Cost Variance = EV-AC V. î. Variance analysisV. updatesV. î. Schedule Performance Ãndex =. î. Project management. î. Project document updatesV. EV/PV V î. softwareV. Cost Performance Ãndex = EV/AC (<1.0 overrun, 1.0 on budget, > 1.0 underrun)V. î. SPÃ, CPÃ used to forecast completion date and project cost projectionV. î. 3 methods of getting EAC V p EAC forecast for ETC work performed at the budgeted rate, EAC = AC + BAC ± EVV p EAC forecast for ETC work performed at the present CPÃ, EAC = BAC/CPÃV p EAC forecast for ETC work considering both SPÃ & CPÃ factors, EAC=AC + (BACEV)/(CPÃ SPÃ)V. î. a cÃVV V V V
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(119) V V V V VV V V VV. V. V V VV V J c V. V. 8.1 Plan Quality is the. î. Scope baselineV. process of identifying. î. Stakeholder registerV. quality requirements. î. and/or standards for the.
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(128) V. V. updatesV. &)V*+++: An international standard. Project document. that a recommended quality. updatesV. system. Does not include quality procedures or forms.V. Assurance is an. [ is a rule of thumb (e.g. Rule. execution process that. of Seven)V. uses data created during Perform Quality Control. Perform Quality Assurance also provides an umbrella for continous process improvement, which is an iterative means for improving the quality of all processes. Continuous process improvement reduces waste and eliminates activities that do not add value. This allows processes to operate at increased levels of.
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(134) V. efficiency and effectivenessV. 8.3 Perform Quality. î. Control is the process of. Project. î. management planV. Cause and effect. î. diagramsV. Quality control. Monitor &. î. +/- 1 sigma = 68.26%V. measurementV. ControlV. î. +/- 2 sigma = 95.46%V. monitoring and recording. î. Quality metricsV. î. Control chartsV. î. Validated changesV. î. +/- 3 sigma = 99.73%V. results of executing the. î. Quality checklistsV. î. FlowchartingV. î. Validated. î. +/- 6 sigma = 99.99 %V. quality activities to assess. î. Work performance. î. HistogramV. measurementsV. î. Pareto chartV. Approved change. î. Run chartV. process assets. requestsV. î. Scatter diagramV. updatesV. î. DeliverablesV. î. Statistical samplingV. î. Change RequestsV. î. Organizational. î. ÃnspectionV. î. Project. process assetsV. î. Approved change. management plan. requests reviewV. updatesV. performance and recommended necessary. î. changesV. deliverablesV î. î. Organizational. m , % Vto be measured (e.g. size, shape)V $ , The measurement (e.g. inches, pounds)V & V , The probability of 1 event occurring does not affect the probability of another event occurring.V. Project document updatesV. Deming definition of quality is ³continous improvement´ Juran ± for quality to improve, we must resolve ³sporadic´ (short term problems) and ³chronic´ (require scientific breakthrough) problems. Juran suggests that cost of quality includes both conformance and nonconformance costs, whereas Crosby sugges that cost of quality includes the nonconformance costs because he argues that quality is free and conformance cost of prevention and appraisal are cost of doing business Deming. Juran. Crosby. Definition of quality. Continuous improvement. Fitness for use. Conformance to requirements. Application. Manufacturing-driven companies. Technology driven companies. People drive companies. Target audience. Workers. Management. Workers.
(135) Emphasis on. Tools / System. Measurement. Motivation (behavioral). Type of tools. Statistical process control. Analytical, decision-making and. Minimal use. Cost of quality Use of goals and targets. Not used. Used for breakthrough projects. Posted goals for workers. Taguchi¶s concepts :1.. Quality should be designed into the product and not inspected into itV. 2.. Quality is best achieved by minimizing the deviation from the target. The product should be designed that it is immune to uncontrollable environmental factorsV. 3.. The cost of quality should be measured as a function of deviation from the standard and the losses should be measured system-wideV. V &V.
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(174) V Organization charts. î. requirementsV. and position. Enterprise. descriptionsV. project roles,. environmental. î. Networking V. responsibilities, required. factorsV. î. Organizational. skills, reporting. î. relationships as well as. Organizational. î. . Process. V. GroupV. Human Resource. PlanningV. PlanV.
(175) V. Staff management plan includes 1) staff acquisition 2) timetable 3) release criteria 4) training needs 5) recognition & rewards 6) compliance 7) safetyV. theoryV. process assetsV. creating the staffing management planV 9.2 Acquire Project Team. Project. î. Pre-assignmentV. management planV. î. NegotiationV. Enterprise. î. AcquisitionV. resource availability and. environmental. î. Virtual teamsV. obtaining the team. factorsV. V. î. is the process of confirming human. necessary to complete. î. î. project assignments.V. Project staff. î. assignmentsV. ExecutingV Conflict Resolution Techniques:V î. Resource. î. Problem Solving (Address interests)V. calendarsV. î. Compromising (Middle ground)V. Project. î. Forcing (Ãmpose judgement)V. Organizational. management plan. î. Withdrawal (Avoidance)V. process assetsV. updatesV. î. Smoothing (Peace keeping)V. î. PMÃ recommends Problem Solving as best choice followed by compromising. Forcing is last.V 9.3 Develop Project Team. î. is the process of improving the. î. assignmentsV î. competencies, team interaction, and the. Project staff. î. Ãnterpersonal. Team. ExecutingV Maslow¶s Hierarchy of Needs (in. skillsV. performance assessmentsV. î. Physiological (Lowest)V. Enterprise. î. SafetyV. environmental. î. SocialV. Project. î. TrainingV. management planV. î. Team building. Resource. î. activitiesV. î. order):V.
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(178) V. calendarsV. î. Ground rulesV. to enhance project. î. Co-locationV. performance. Project. î. Recognition and. managers should acquire. rewardsV. skills to identify, build,. V. . Process. V. GroupV. factors updatesV.
(179) V. î. EsteemV. î. Self-Actualization (Highest)V. MacGregor¶s Theory X ± People must be constantly watched. They are incapable, avoid responsibility, and. maintain, motivate, lead. avoid work.V. and inspire project teams. MacGregor¶s Theory Y ± People are. to achieve high team. willing to work without supervision and. performance and to meet. want to achieve.V. the project¶s objectives.V. Ouchi's Theory Z - People work effectively when secure, consulted and held collectively responsible.V. 9.4 Manage Project Team. î. is the process of tracking team member. î. assignmentsV î. performance, providing feedback, resolving. Project staff. issues, and managing. î. Enterprise. Lessons learned documentation can. ControlV. include 1) org charts as templates 2). environmental. Project performance. factors updatesV. rules or techniques that were. Organizational. particularly successful 3) virtual teams,. Conflict. process assets. location items that were successful 4). assessmentsV. managementV. updatesV. special skills discovered during the projectV. Project. î. Team performance. appraisalsV î. î. changes to optimize. î. Performance reportsV î. Ãssue logV. î. Change requestsV. project performance.V. î. Organizational. Ãnterpersonal skillsV. î. Project. process assetsV. î. management plan updatesV V. V. Monitor &. conversationV. management planV î. Observation and.
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(184) V. î. Stakeholder. î. c . V. V. Stakeholder. ÃnitiatingV.
(185) V Communication Methods:V. registerV. ¨ Formal Written ± Project. Stakeholder. Plans/ChartersV. Enterprise. management. ¨ Formal Verbal ± Presentations,. impacted by the project,. environmental. strategyV. SpeechesV. and documenting relevant. factorsV. ¨ Ãnformal Written ± Memos, e-mailV. Organizational. ¨ Ãnformal Verbal ± Meetings,. process assetsV. ConversationsV. process of identifying all people or organizations. information regarding. documentsV î. î. their interests,. analysisV. . î. Expert judgmentV. î. involvement, and impact. Comm. Channels: N(N-1)/2 where N. on project successV. is equal to the number of people.. A salience model is a stakeholder classification that ranks stakeholders based on their power, urgency, and legitimacy in the projectV V 10.2 Plan. î. Stakeholder registerV. Communications is the. î. Stakeholder. requirement. process of determining. management. analysisV. the project stakeholder. strategyV. information needs and defining a communication. î. î. î. Enterprise environmental. î. Communication. Communication. î. Communications management planV. î. PlanningV. PM should spend 70 - 90% of their time communicating.V. Project document updatesV. Basic elements of communication:V. technologyV. ¨ Sender (or encoder)V. Communication. ¨ Message.V.
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(190) V. modelsV î. process assetsV. ¨ Receiver (or decoder). Communication methodsV. î. About 55% of all communication is nonverbal. Oral Message account for 7% of the message, The tonality of the message account for 38% of the message.. î. Paralingual ± Pitch and tone of voice also help to convey a messageV. î. Communication methods ± Ãnteractive communication, Push communication, Pull communicationV. î. V V. V 10.3 Distribute. î. information is the process. Project. î. Communication. Organizational. ExecutionV. Performance Reporting Tools:V. management planV. methodsV. process assets. ¨ Status ReportV. updatesV. ¨ Progress ReportV. of making relevant. î. Performance reportsV î. Ãnformation. information available to. î. Organizational. distribution toolsV. project stakeholders as. î. process assetsV. ¨ Trend ReportV ¨ Forecasting ReportV. planned.. ¨ Variance ReportV. The focus here is mainly. ¨ Earned Value V. in the execution process, which includes implementing the communications.
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(195) V. management plan, as well as responding to unexpected requests for information.V 10.4 Manage Stakeholder. î. Stakeholder registerV. Expectations is the. î. Stakeholder. î. Communication. process assets updatesV. management. î. Ãnterpersonal skillsV. communicating and. strategyV. î. Management skillsV. î. to meet their needs and. Project. î. Change requestsV. î. Project. management planV. management plan updatesV. addressing issues as they. î. Ãssue logV. occurV. î. Change logV. î. Organizational. methodsV. process of working with stakeholders. î. î. Organizational. ExecutionV. Project document updatesV. process assetsV 10.5 Report. î. Performance is the process of collecting and. î. distributing performance information, including. Project. î. Variance analysis. management plan. î. Forecasting. Work performance information. î. status reports, progress. measurements î. Budget forecasts. forecasts. î. Organizational process assets. reporting process involves the periodic collection and analysis of. î. Work performance. measurements, and. The performance. methods. î. î. Performance reports. î. Organizational. Communication. process assets. methods. updates. Reporting systems. î. Change requests. Monitoring and Controlling. V.
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(204) V 11.1 Risk Management. -. Planning by deciding how to approach, plan. -. & execute the risk. -. Planning. statementV. Meetings and. Cost. analysisV. GroupV -. Risk Management Plan p. management. management activities for a project. Project scope. p. planV -. Schedule. p. Management VV. -. Management. V. PlanV. Risk Management Methodology. Tolerance of risk :. Risk roles and. Risk averter/avoider,. responsibility. risk neutral,. Risk budget and. risk taker or risk seeker.. p. Tolerances, threshold,. Expected Payoff for a strategy =. and authority. sum of (payoff element X. Risk categories. probability). V. Enterprise. Risk management plan includes. V VV. Environment. methodology, roles,. VV V. FactorsV. responsibilities, budget, timing,. Organizational. scoring / interpretation, thresholds,. Process AssetsV. reporting, tracking, etc.V. VV. V V V V V VVV. -. p. Communication. VV. PlanningV Risk = f(probability, consequence). schedule. PlanV. aVVV.
(205) V. Process. -. Risk Categories:V. VV. ¨ TechnicalV. VV V. ¨ Project managementV. V V. ¨ OrganizationalV. V. ¨ ExternalV. V.
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(208) V 11.2 Risk Ãdentification. -. by determining which risks might affect the. -. planV -. project and documenting their. Risk management. -. characteristicsV. GroupV -. Risk register V. PlanningV Risk Components:V. p. RiskV. ¨ Risk eventV. Ãnformation. p. Risk ownerV. ¨ Risk event probabilityV. estimatesV. gathering. p. Risk categoryV. ¨ Risk event consequenceV. Activity duration. techniquesV. p. Risk causeV. ¨ Risk event statusV. Checklist. p. Potential responseV. analysisV. p. ÃmpactV. Assumptions. p. ProbabilityV. analysisV. p. Symptons/Warning. -. Scope baselineV. -. Stakeholder registerV. -. Cost management planV. -.
(209) V. reviewsV. Activity cost. estimatesV. -. Documentation. Process. -. -. Schedule. Diagramming. signsV. techniquesV. p. Risk scoreV. management planV. -. SWOT analysisV. p. Risk ranking / priorityV. Quality. -. Expert judgementV. p. Risk responseV. p. Risk response. management planV -. Project documentsV. responsibilitiesV. -. Enterprise. p. Secondary risksV. environment factorsV. p. Risk response budgetV. V. p. Risk response scheduleV. V V. p. Contingency planV. V. p. Fallback planV. V V V V V.
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(212) V 11.3 Qualitative Risk. -. Analysis by prioritizing. -. risks for further analysis or action by assessing. -. & combining their probability of occurrence & impact. Risk register V. -. Risk management. and impact. planV. assessmentV. Project scope. -. statementV -. Risk probability. # V. Probability and impact matrixV. -. Risk data quality assessmentV.
(213) . V. V -. Risk categorizationV. -. Risk urgency assessmentV. V. -. Expert judgmentV. -. V. Process.
(214) V. GroupV -. Risk register (updates)V. PlanningV Use of low precision data may lead to faulty analysis.V Risks calculated as high or moderate would be prime candidates for further analysis.V.
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(217) V 11.4 Quantitative Risk. -. Analysis through. -. Risk register. numerically analyzing the effect on overall. -. project objectives of identified risksV. -. Data gathering. GroupV -. Risk register (updates). Risk management. and. including 1) probabilistic. planV. representation. analysis of the project for. Cost management. techniquesV. schedule & cost outcomes 2). Quantitative risk. prioritized list of quantified. Schedule. analysis and. risks 3) trends in quantitative. management plan. modeling. risk results)V. Organizational. techniques. process assets. (sensitivity. plan -. -. -. analysis,. V. expected monetary value analysis, and decision tree analysis, modeling & simulation)V -. Expert judgmentV. V.
(218) V. Process. PlanningV Quantitative analysis follows qualitative analysis. V Objectives include:V ¨ Determine probability of reaching project objectivesV ¨ Determine size of contingency neededV ¨ Ãdentify risks requiring most attention based on their priorityV ¨ Ãdentify realistic cost and scope targetsV.
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(221) V 11.5 Risk Response. -. Planning by developing. -. options & actions to enhance opportunities. Risk register. -. -. Risk management. negative risk or. -. planV. threats (avoid, transfer or. & reduce threats to project objectives. Risk register (updates)V. -. mitigate)V -. Strategies for positive risks or. Response Option for. opportunities. risk include. (exploit, share or. acceptance, avoidance,. enhance)V. mitigation (control) and. GroupV. Strategies for. V. -.
(222) V. Process. -. Risk-related contractual. management plan that identifies. agreementsV. alternative strategies to be used to. Project management plan. ensure project success if specified. (updates)V. risk events occur.V. Project document updatesV V. PlanningV % V is a. Fallback plan is a management plan that identifies alternative project approaches if the risk has high impact, or if the strategy might not be fully effective. V. Strategy for both risks and. Contingency Reserve accounts for. opportunities. known risks that have been. Response Option for. (accept and. accepted.V. opportunity include. contigent)V. Secondary risks arise from. Contingency. implementing the contingency. response. plan. V. transfer. acceptance, enhance,. -. exploit and shareV. strategyV -. Expert judgmentV V V V V V V V.
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(225) V 11.6 Risk Monitoring. -. and Control by keeping. -. track of identified risks, monitoring residual. -. risks and identifying new risks, executing risk response plans and. Risk registerV. -. Project. GroupV. Risk. -. reassessmentV. -. Risk register (updates)V Organizational process assets. &. Purpose of Risk Monitoring is to determine if:V. -. Risk auditsV. Work performance. -. Variance and. -. Change request V. as plannedV. trend analysisV. -. Project management plan. ¨ Risk response actions were as. (updates)V. effective as plannedV. Project document updatesV. ¨ Project assumptions are still. Performance. -. reports. Technical performance. evaluating their. updatesV. Monitor. management plan information -.
(226) V. Process. -. ControlV. ¨ Risk responses implemented. measurementV. validV. effectiveness. -. Reserve analysisV. ¨ Risk trigger has occurredV. throughout the project. -. Status meetingsV. ¨ Risk exposure has changedV. life cycleV. Hurwicz criterion ± optimistic and go by maximize profit by go-for-broke strategy ± maximax criterion Wald criterion ± maximin criterion ± how much can afford to lose Savage ± minimize the maximum regret ± minimax criterion ± minimize the maximum regret Laplace ± attempt to transform decision making under uncertainty to decision making under risk. Expected monetary value (EMV) is the cost or benefit of an uncertain event EMV =. Reserve ± Contingency reserve (known unknowns) and management reserve (unknown). V.
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(231) V VV VV V V V V V V V VV V V V V V V J c V. V. 12.1 Plan Procurements. î. Scope baselineV. is the process of. î. Requirements. documenting project purchasing decisions,. î. specifying the approach, î. sellers. Ãt identifies those. î. project needs which can best be, or must be, met. î. Make-or-buy. î. analysisV. documentV. î. Expert judgmentV. Teaming. î. Contract typesV. requirementsV. and identifying potential.
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(233) V Contract Type:V î. î î. requirementsV. FP ± Fixed Price or Lump. Procurement. sum. (Simplest form is PO) ±. statement of workV. risk on sellerV. Make-or-buy. p *V*$ Vc V V**cV. decisionsV. decisionsV î. c . management planV. Risk registerV Risk-related contract. . p *$ Vc VÃ V* V. Procurement. V*cÃ*V. documentsV. p *$ Vc V V Vc V. Source selection. V V*ccV. criteriaV. î. CR ± Cost Reimbursable (cost. services, or results. î. Project scheduleV. outside of the project. î. Activity cost. cost plus incentive fee, cost plus. estimatesV. award fee contracts) ± place risk. Cost performance. on buyerV. organization, versus those project needs. î. which can be accomplished by the. î. Change requestsV. plus fee, cost plus fixed fee or. baselineV. î. T&M ± Time and Materials. Enterprise. (aspects of FP and CR. project team. environmental. contracts) - Moderate cost risk. V. factorsV. to buyer.)V. î. î. Organizational process assetsV. V. V.
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(238) V. techniquesV î. Source selection. Ãndependent. contract awardV î. estimatesV. Resource calendarsV. criteriaV. î. Expert judgmentV. î. Change requestsV. î. Project. this process, the team will. î. Qualified seller listV. î. AdvertisingV. receive bids or proposals. î. Seller proposalsV. î. Ãnternet searchV. management planV. and will apply previously. î. Project documentsV. î. Procurement.
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(241) V. Teaming. All bidders conference Q&A should be. agreementsV. put in writing and issued to all potential. Organizational. sellers as an addendum to the. process assetsV. procurement docs.. V V 12.3Administer. î. Procurements is the process of managing. Procurement. î. documentsV î. procurement relationship,. Project. Contract change. î. control systemV î. management planV. Procurement. Procurement documentationV. î. performance. Organizational process assets. monitoring contract. î. ContractV. reviewsV. performance, and making. î. Performance reportsV î. Ãnspection and. î. Change requestsV. changes and corrections. î. Approved change. auditsV. î. Project. as needed. Both the buyer and seller will administer the procurement contract for similar purposes. requestsV î. î. Work performance informationV. updatesV. Performance. management plan. reportingV. updatesV. î. Payment systemsV. î. Claims administrationV. ExecutingV V.
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