4.1 Develop Project Charter 4.1 Develop Project Charter
4.2 Develop Project Management Plan 4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work 4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work 4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control 4.6 Perform Integrated Change Control
4.7 Close Project or Phase 4.7 Close Project or Phase
Project Management Institute, A Guide to the Project Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)Body of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute, Inc., 2013, FigureFifth Edition, Project Management Institute, Inc., 2013, Figure 4-12, Page 100.
5 1 Pl
5.2 Collect Requirements 5.2 Collect Requirements
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, PMBOK(® Guide)dy of Knowledge, PMBOK(® Guide) – – Fifth Edition, Project Management Institute, Inc.,Fifth Edition, Project Management Institute, Inc., 2013, Figure 5-4, Page 111.
5.3 Define Scope 5.3 Define Scope
5.4 Create WBS 5.4 Create WBS
5.5 Validate Scope 5.5 Validate Scope
5.6 Control Scope 5.6 Control Scope
6.1 Plan Schedule Management 6.1 Plan Schedule Management
6 2 Define Activities 6 2 Define Activities
6 3 Sequence Activities 6 3 Sequence Activities
6 4 Estimate Activity D
6 4 Estimate Activity D
6 4 Estimate Activity D
7.1 Plan Cost Management 7.1 Plan Cost Management
7 2 Estimate Costs 7 2 Estimate Costs
Project Funding
7 3 D
7 3 D
7.4 Control Costs 7.4 Control Costs
Interpretation of EVM Interpretation of EVM Performance Performance Measures Measures Schedule Schedule Cost Cost CV >0 & CV >0 & CPI > 1.0 CPI > 1.0 CV = 0 & CV = 0 & CPI = 1.0 CPI = 1.0 CV < 0 & CV < 0 & CPI < 1.0 CPI < 1.0 Ahead Of Schedule Ahead Of Schedule Under Budget Under Budget Ahead Of Schedule Ahead Of Schedule On Budget On Budget Ahead Of Schedule Ahead Of Schedule Over Budget Over Budget On Schedule Under On Schedule Under Budget Budget On Schedule On On Schedule On Budget Budget On Schedule Over On Schedule Over Budget Budget Behind Schedule Behind Schedule Under Budget Under Budget Behind Schedule On Behind Schedule On Budget Budget Behind Schedule Behind Schedule Over Budget Over Budget S
Project Management Institute, Practice Standard for Earned Value Management , Second
Project Management Institute, Practice Standard for Earned Value Management , Second Edition , Project Management Institute, Inc. 2011,Edition , Project Management Institute, Inc. 2011, Figure 9-2, Page 63.
Cost of Quality :
Cost of Quality :
8 1 Plan Qualit
8.2 Manage Quality 8.2 Manage Quality
Project Management Institute, A Guide to the Project Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)Body of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute,Fifth Edition, Project Management Institute, Inc., 2013, Figure 8-8, Page 243.
8.3 Control Quality 8.3 Control Quality
•
• Prevention & InspectionPrevention & Inspection •
• Accuracy : Within Quality Management systems , an assessment of correctness.Accuracy : Within Quality Management systems , an assessment of correctness. •
• Precision : Within Quality Precision : Within Quality ManagemenManagement systems , a measure of t systems , a measure of exactnessexactness..
•
• Special and Common Cause :Special and Common Cause :
•
• Common causes of variance are the Common causes of variance are the usual quantifiable and historical variations in a system that are usual quantifiable and historical variations in a system that are natural. Though a problem, they arenatural. Though a problem, they are
an inherent part of a process. an inherent part of a process.
•
• Special Cause of VSpecial Cause of Variance, referariance, refers to unexpected glitches to unexpected glitches that affect a process that affect a process. The term Special Cause of Vs. The term Special Cause of Variance was coinedariance was coined byby WW
Edwards Deming and is also known as an ‘Assignable Cause'. These are variations that were not observed previously
Edwards Deming and is also known as an ‘Assignable Cause'. These are variations that were not observed previously and are unusual,and are unusual, non-quantifiable variations.
non-quantifiable variations.
•
• They usually relate to somThey usually relate to some defect in the syse defect in the system or method.tem or method. HoweverHowever, this failure can be corrected by making ch, this failure can be corrected by making changes in a certainanges in a certain
method, component or process. method, component or process.
•
• Standard deviation and Sigma Values :Standard deviation and Sigma Values : • • 1 Sigma : 68.25%1 Sigma : 68.25% • • 2 sigma : 95.46%2 sigma : 95.46% • • 3 sigma : 99.73%3 sigma : 99.73% • • 6 sigma : 99.99%6 sigma : 99.99% Keywords Keywords
•
• MasMaslowlow's's HieHierarrarchchyy ofof NeeNeedsds
•
• HerHerzbezbergrg's's HyHygiegienene TheTheoryory
•
• ThTheoeoryry XX anandd ThTheoeoryry YY
•
• ExpExpectectancancyy thetheoryory:: YYoouu nneeeedd ttoo ggiivvee ppeeooppllee aann eexxppeeccttaattiioonn ooff aa rreewwaarrdd iinn oorrddeerr ttoo m
moottiivvaattee tthheemm TThhee rreewwaarrddss oorr aawwaarrddss sshhoouulldd bbee aacchhiieevvaabbllee ,, iiff tthheeyy aarree iimmppoossssiibbllee ttoo a
acchhiieevvee ,, tthheeyy wwiillll ddee--mmoottiivvaattee tthheemm PPeeooppllee aarree mmoottiivvaatteedd bbyy aacchhiieevveemmeennttss PPeeooppllee ““exexpecpectt ““ toto bebe rerewawardrdeded foforr acachihievevememenentsts
•
• McMc lelland’s lelland’s AchiAchieveevementment TheoTheory:ry: PePeoploplee neeneedd achiachieveevementment,, powpowererandand affiliationaffiliationttoo bbee m
mototiivvaatteded.. AcAchhieievvememeenntt isis whwhenen sosommeoeonnee peperrfforormmss wwelelll anandd iiss rrececoogngniizzeded fforor itit PPoowwerer m
meeananss hehe oror sshhee hhasas aa lolott ooff cconontrtrolol oror ininffllueuenncece inin ththee ccomomppananyy AfAfffililiaiattioion,n, aa sstrtronongg ffrroomm be
beiningg aa papartrt ofof aa woworkrkiningg teteamam anandd hahavivingng gogoodod rerelalatitiononshshipipss wiwithth cocowoworkrkerers.s.
Organizational Theories Organizational Theories
Motivator Motivator Freedom to take Freedom to take decision decision Interesting work Interesting work Hygiene Hygiene Salary Salary Working Working Condition Condition
Herzberg's Hygiene Theory Herzberg's Hygiene Theory
Having their hygiene factors met does not motivate people ,
Having their hygiene factors met does not motivate people , but the absencebut the absence of it
9 1
9 2 Estimate Activity
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, (PMBOK® Guide)dy of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-7,Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-7, Page 267.
Page 267.
9 3 Ac
Team
Team
Stages
Stages
Forming Forming Storming Storming Norming Norming Performing Performing Adjourning AdjourningTeam Building Stages Team Building Stages
•
•Members areMembers are
uncomfortable with each
uncomfortable with each
Other
Other
•
•Not Expressing their ideasNot Expressing their ideas •
•Management Management brought brought themthem
together
together
•
•Set DirectionSet Direction •
•Establish GroundEstablish Ground
Rules
Rules
•
•Build TrustBuild Trust
•
•Members stars expressingMembers stars expressing
their ideas
their ideas
•
•High ConflictsHigh Conflicts •
•Low TrustLow Trust
Characteristic
Characteristic LeadershipLeadership
•
•Build TrustBuild Trust •
•Manage ConflictsManage Conflicts •
•Enforce Ground RulesEnforce Ground Rules
•
•Trust Starts Building inTrust Starts Building in •
•Sense of CommunitySense of Community •
•Co-operationCo-operation
•
•Remain Involved andRemain Involved and
facilitate interactions
facilitate interactions
•
•Most ProductiveMost Productive •
•Strong Sense ofStrong Sense of
Belongingness
Belongingness
•
•Strong TrustStrong Trust
•
•Disbanding the teamDisbanding the team
•
•Delegate sinceDelegate since
team is self
team is self
managed
managed
•
•Document LessonDocument Lesson
Learned
9.4 Develo
9.4 Develop Tp Teameam
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, (PMBOK® Guide)dy of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-9,Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-9, Page 273.
9 5 Manage Team 9 5 Manage Team
Personality
Personality CCoosstt PPrroocceedduurree TechnicalTechnical
Opinions Opinions Human Human Resources Resources PPrriioorriittiieess SScchheedduulleess 50%+ of project conflicts 50%+ of project conflicts Less common Less common sources of sources of conflict conflict More common More common sources of sources of conflict conflict Sources of Conflict Sources of Conflict
Conflict Resolution Methods Conflict Resolution Methods M
Meetthhooddss WWhheennttooaappppllyy??
W
Wiitthhddrraaw w / / AAvvooiidd YYoou wu waannt t tto o ttaakke e ssoomme e ttiimme e tto o ccoolllleecct t ffaacctts s aanndd build your case/ Don’t care as long as it gets build your case/ Don’t care as long as it gets done.
done. S
Smmooootthh//AAccccoommmmooddaattee FFooccuussees s aat t ssiimmiillaarriittiiees s bbeettwweeeen n tthhe e ppaarrttiiees s ,, rather
rather than than on on their their differences.differences. C
Coommpprroommiissee//RReeccoonncciillee WWhheen n rreellaattiioon n iis is immppoorrttaannt t aannd d mmaatttteer r iis s nnoot t ooff high importance, just a little
high importance, just a little give and take here.give and take here.
F
Foorrccee//DDiirreecctt YYoou u kknnoow w yyoou u aarre e rriigghhtt, , ttiimme e iis s lleessss, r, reellaattiioon n iiss not important, stakes are high
not important, stakes are high
C
Coolllalabboorraattee//PPrroobblelem m SSoolvlvee//CCoonnffrroonntt SSttaakkees s aarre e hhigighh,, aannd d bbooth th ppaarrty ty ttrruusst t eeaacch h ootthheerr,, collabora
9.6 Control Resources
9.6 Control Resources
•
• Halo effect :Halo effect : •
• Beware of theBeware of the
halo e
halo effect! ffect! E.g. Production Assistant E.g. Production Assistant to to SuperviSupervisorsor
•
• That’s when you put someone inThat’s when you put someone in
a position they can’t handle, just because a position they can’t handle, just because they’re good at another job.
they’re good at another job.
•
•
Multicriteria decision analysis :
Multicriteria decision analysis :
means looking at a
means looking at a bunch of factors when
bunch of factors when
deciding on who should be part
deciding on who should be part of your
of your
project team. Sometimes teams will use
project team. Sometimes teams will use
tools that help them weigh factors like cost,
tools that help them weigh factors like cost,
skills, knowledge, and availability when
skills, knowledge, and availability when
deciding on project team needs.
deciding on project team needs.
Few Terms w.r.t. Project Team Few Terms w.r.t. Project Team
•
• Stakeholder communication requirementsStakeholder communication requirements
•
• Information to be communicated, including format, content, and levelInformation to be communicated, including format, content, and level
•
• The person responsible for communicating the informationThe person responsible for communicating the information
•
• The person or group who will receive the informationThe person or group who will receive the information
•
• Methods or technologies used to convey the information, such emails, press releasesMethods or technologies used to convey the information, such emails, press releases
•
• Frequency of the communication, such as weeklyFrequency of the communication, such as weekly
•
• Escalation processEscalation process
•
• Resources allocated for communication activitiesResources allocated for communication activities
•
• Process of Updating Communication Management planProcess of Updating Communication Management plan
•
• Glossary of Communication TerminologyGlossary of Communication Terminology
•
• Flow Charts, Workflows of the information flowFlow Charts, Workflows of the information flow
•
• Constraints derivedConstraints derived
Expected
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, (PMBOK® Guide)dy of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project ManagementFifth Edition, Project Management Institute, Inc., 2013, Figure 10-2, Page 289.
Institute, Inc., 2013, Figure 10-2, Page 289.
10
10.2 Manage Communications 10.2 Manage Communications
10 3
11 1 Plan Risk Management 11 1 Plan Risk Management
11 2 Identify Risk 11 2 Identify Risk
11.3 Perform Qualitative Risk Analysis 11.3 Perform Qualitative Risk Analysis
Comparison Of Qualitative and
Comparison Of Qualitative and QuantitaQuantitative Approachestive Approaches
Project Management Institute, Practice Standard for Project Risk Management , Project Management Institute, Inc., 200
Project Management Institute, Practice Standard for Project Risk Management , Project Management Institute, Inc., 200 9, Figure 7-1 Page 38.9, Figure 7-1 Page 38.
Qualitative Risk Analysis Qualitative Risk Analysis
•
•AddresseAddresses s individual risksindividual risks
descriptively descriptively
•
•Assesses the discreet probability ofAssesses the discreet probability of
occurrence and impact on objective occurrence and impact on objective if it does occur
if it does occur
•
•Prioritizes individual risks forPrioritizes individual risks for
subsequent treatment subsequent treatment
•
•Adds to risk registerAdds to risk register
•
•Leads to quantitative risk analysisLeads to quantitative risk analysis
Quantitative Risk Analysis Quantitative Risk Analysis
•
•Predicts likely project outcomes based onPredicts likely project outcomes based on
combined effects of risks combined effects of risks
•
•Uses probability distributions toUses probability distributions to
characteriz
characterize the e the risk’s probability andrisk’s probability and impact
impact
•
•Uses project model (e.g. Uses project model (e.g. Schedule, costSchedule, cost
estimate) estimate)
•
•Uses a Uses a quantitative method, requirequantitative method, require
specialized tools specialized tools
•
•Estimates the likelihood of Estimates the likelihood of meeting targetsmeeting targets
and contingency needed to achieve and contingency needed to achieve desired level of comfort
desired level of comfort
•
•Identifies risks with greatest effects onIdentifies risks with greatest effects on
overall project risk overall project risk
Qualitative Risk analysis is always required, Quantitative May not be and Qualitative Risk analysis is always required, Quantitative May not be and isis performed only on higher risk categories.
11 4
•
• Sensitivity analysisSensitivity analysis •
• SensSensitivitivityity AnalAnalysisysis:: SeSensnsititivivitityy ananalalysysisis isis ususeded ttoo ananalalyzyzee prprojojecectt anandd dedetterermiminene hohoww sesensnsititivivee itit
iiss ttoo ririssk.k. InIn ototheherr wwoorrdsds,, ItIt iiss aananalylyzzeedd whwheeththeerr ththee ooccccururrrenenccee ofof aa papartrticicululaarr neneggaatitivvee ririsskk eevveentnt w
wououldld ruruinin ththee prprojojecect,t, oror memererelyly bebe anan inincoconvnvenenieiencncee
Tornado Diagrams: Tornado Diagrams:
T
Torornanadodo didiagagrramams,s, nanamemedd fforor ththee fufunnnnelel shshapapee ofof ththeieirr babarrs,s, araree ononee wawayy toto ananalalyzyzee prprojojecectt sesensnsititivivitityy ttoo ccoosstt oorr ootthheerr ffaaccttoorrss.. IItt sshohowwss hhooww sseennssiittiivvee eeaacchh aananallyyzzeedd aarree ooff tthehe prproojjeecctt iiss ttoo rriisskk.. IItt rraannkkss tthhee ba
barrss ffrroomm grgreaeattesestt ttoo lilisstt onon ththee prprojojeectct ssoo tthahatt tthehe chchaartrt ttakakeses onon aa ttorornanadodo lilikkee sshahapepe..
•
• ExpExpectecteded momonetnetaryary vavaluelue anaanalylysissis
Ex
Expepectcteded momonenetataryry vavaluluee ananalalysysisis tatakkeses ununcecertrtaiainn evevenentsts anandd asassisigngnss aa momostst lilikkelelyy momonenetataryry vavaluluee (i(i.e.e.. do
dollllarar amamouountnt).). ItIt isis tytypipicacallllyy cacalclcululatateded byby ususiningg dedecicisisionon trtreeeess
•
• DecDecisiisionon trtreeee anaanalyslysisis
De
Decicisisionon trtreeeess araree ususeded ttoo shshowow prprobobababililitityy anandd ararririveve aatt aa dodollllarar amamouountnt asassosociciaatteded wiwithth eaeachch ririsksk..
Risk Ana
11.5 Plan Risk Responses 11.5 Plan Risk Responses
11.6 Implement Risk Responses :
11.6 Implement Risk Responses :
11.7 Monitor Risks 11.7 Monitor Risks
Identify Identify Risks Risks List Critical List Critical Risks Risks Keep Keep Noncritical Noncritical Risks Risks on the
on the WatcWatch-Listh-List
Eliminate Risks Eliminate Risks Reduce Reduce Probability / Impact Probability / Impact of the Risks of the Risks Accept Risks
Accept Risks ContingencyContingencyDevelopDevelop
Plans Plans Update Update Project Plan Project Plan Add Additional Add Additional Risks Risks to the
to the WatWatch-Listch-List
Identify Identify Residual Residual Risks Risks Plan for Plan for Risks Risks
Project Risk
1.
1. FiFirm Frm Fixixed Ped Pririce (ce (FFFFP) :P) :
•
• Commonly usedCommonly used •
• The fee is fiThe fee is fixed for the Product or Servicexed for the Product or Service •
• No IncentivesNo Incentives •
• Change increases the costs to the buyerChange increases the costs to the buyer
2.
2. Firm Fixed Incentive Fee (FFIP) :Firm Fixed Incentive Fee (FFIP) :
•
• Incentives and Bonus to the Incentives and Bonus to the sellers based on performance targetssellers based on performance targets •
• Motivates sellers for Motivates sellers for better performancebetter performance •
• It is It is the Firm Fixed Price Contract with Incentive the Firm Fixed Price Contract with Incentive attached.attached.
3.
3. Fixed Price with Economic Price Adjustment (FPFixed Price with Economic Price Adjustment (FP – – EPEPAA) :) :
•
• Price can be adjusted based on Price can be adjusted based on some agreed parameters liksome agreed parameters likee •
• Inflation rateInflation rate •
• Currency rateCurrency rate •
• OilOil •
• Metal IndexMetal Index •
• Best suited for prBest suited for projects where period spans of numojects where period spans of number of ber of years.years.
Types of Fixed Price Contracts : Types of Fixed Price Contracts :
59
•
• Types of contracts to be usedTypes of contracts to be used •
• Risk management issuesRisk management issues •
• When to use independent estimatesWhen to use independent estimates •
• Procurement Related RACI matrixProcurement Related RACI matrix •
• Standardized procurement documentsStandardized procurement documents •
• Recommendations for Scheduling and performance reporting;Recommendations for Scheduling and performance reporting; •
• Level of Details needed in ContractsLevel of Details needed in Contracts •
• When to use performance bonds or insuranceWhen to use performance bonds or insurance •
• List of prequalified sellersList of prequalified sellers •
• Procurement metrics to be used to manage contracts and evaluate sellers.Procurement metrics to be used to manage contracts and evaluate sellers.
Expected Outp
Expected Output -ut - ProcurProcurement Management Management Planement Plan
60
12.1 Plan Procurement Management : 12.1 Plan Procurement Management :
61
12.2 Conduct Procurements 12.2 Conduct Procurements
62
Supplier Project Team Supplier Project Team
Deliverable Deliverable Performance Performance Report Report CChhaanngge Re Reeqquueesstt CCllaaiim / m / IInnvvooiiccee
Buyer Project Team Buyer Project Team
Accepting / Accepting / Rejecting Rejecting deliverable deliverable Performance Performance Report Report Raise Change Raise Change Request
Request PaymentPayment Approve / Approve / Reject Change Reject Change Request Request 63 63 Control
12.3
A A B B D D CC F F G G EE A. Core A. Core B. Dependent B. Dependent C. Dominant C. Dominant D. Dangerous D. Dangerous E. Discretionary E. Discretionary F. Latent F. Latent G. Demanding G. Demanding 65 65 Salience Model Salience Model Power Power
66 66 13 1 Identify Stakeholders
67 67 13
68 68 13 3 Manage Sta
69 69 13 4 Monitor Stakeholder Engagement