PMP Student Guide

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PMP Exam Preparation Course Page 1

Project Management Professional

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Copyrights

This book is produced by Techno Management®, a project management consulting company, registered in Canada. This document may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Techno Management®.

PMBOK and PMP are trademarks registered by the Project Management Institute (PMI) in the United States and other nations.

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1- Introduction

1. Introduction

This book is directed to the project management professionals who are seeking the Project Management Professional certification. It covers al the material that needed to be covered to help passing the PMP exam and covered in the PMBOK®.

The approach taken here to present the material is different than the one taken in the PMBOK® in that the material goes through the project phase rather than the knowledge areas. This will help presenting the knowledge in a better logical flow that will make it more clear and logical to understand.

This book addresses the practical side of the project management by having a case study that will be taken from the very initial project stage to its completion. This will bone through comprehensive group workshops that will facilitate explaining the material in a clear and practical approach.

The book is structured as follow: 1- Project Framework

2- Project Initiation Phase 3- Project Planning Phase 4- Project Executing Phase

5- Project Monitor and Control Phase 6- Appendix-1, Case Study

7- Appendix-2, Exercise Forms 8- Appendix-3, List of Figures 9- Appendix-4, List of Tables 10- Appendix-5, List of Exercises

11- Appendix-6, List of Group Discussions

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1- Introduction

Group Discussion ‎1-1-Student’s‎Expectations

Group Discussion 1.1– Student’s Expectations

Please write down your expectations out of the course. This sheet will be collected, compiled to produce the overall class expectations and will be reviewed by the end of the course.

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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3- Initiation Phase

2. Project Management Framework

This section provides an introduction to the key concepts covered by the PMBOK® Guide. These concepts are valid to manage any project in any size. It will cover the following areas:

1- The purpose of the PMBOK® Guide 2- Project definition

3- Project management definition

4- Relationship among the Project Management, Program management and Portfolio Management

5- Project Management and Operations Management 6- The role of the project manager

7- Project management body of knowledge

2.1 Terms and Definitions

1. Project

A project is a temporary endeavor undertaken to create a unique product or service.

(Source: PMBOK® Guide - Fourth Edition, page 5)

A project is a sequence of unique and connected activities having one goal that must be completed by a specific time, within a budget and according to specification.

2. Program

A program is a group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.

(Source: PMBOK® Guide - Fourth Edition, page 9) 3. Portfolio

A program is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives.

(Source: PMBOK® Guide - Fourth Edition, page 8) 4. Project management

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet projects requirements.

(Source: PMBOK® Guide – Release 4, page 6) 5. Project Portfolio Management

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Project portfolio management refers to the selection and support of projects or program investments, which are guided by the organization's strategic plan and available resources.

6. Standards

It is a document established by consensus and approved by recognized body that provides for common and repeated use rules, guidelines and regulations. They are imposed requirement which specifies product, process or service characteristics.

7. Project Management Office

A project management office (PMO) is an organizational unit to centralize and coordinate the management of projects under its domain.

PMOs can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies, and procedures, to actual direct management and responsibility for achieving the project objectives.

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2.2 Comparative Overview

PROJECT

PROGRAMS PORTFOLIOS

Scope Project have defend

objectives, Scope is progressively elaborated throughout the project life cycle

Programs have a larger scope and provide more significant benefits.

Portfolios have a business scope that change with the strategic goals of the organization.

Change Project managers expect

change and implement processes to keep change managed and controlled.

The program manager must expect change from both inside and outside the program and be prepared to manage it.

Portfolio managers continually monitor changes in the broad environment.

Planning Project mangers

progressively elaborate high-level information into

detailed plans throughout the project life cycle.

Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level.

Portfolio managers create and maintain necessary processes and

communication relative to the aggregate portfolio.

Management Project managers manage

the project team to meet the project objectives

Program managers manage the program staff and the project managers; they provide vision and overall leadership.

Portfolio managers may manage or coordinate portfolio management staff.

Success Success is measured by

product and project quality, timeliness, budget

compliance, and degree of customer satisfaction.

Success is measured by the degree to which the

program satisfies the needs and benefits for which it was undertaken.

Success is measured in terms of aggregate performance of portfolio components.

Monitoring Project managers monitor

and control the work of producing the products, service or results that the project was undertaken to produce.

Program managers monitor the progress of program components to ensure the overall goals, schedules, budget, and benefits of the program will be met.

Portfolio managers monitor aggregate performance and value indicators.

Table ‎2-1- Comparative Overview

Source: PMBOK® Guide - Fourth Edition, page 9

2.3 Project Characteristics

Projects vary in size and complexity. Regardless the project nature, they all share common characteristics that should be maintained throughout the project life cycle. These characteristics are:

 Unique. There is no two identical projects

 One time efforts. No second chance.

 Defined duration

 Defined output

 Defined Budget

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Group Discussion ‎2-1- Which one is not a project

Group Discussion 2.1 – Which one is not a project?

Which one of the following list is not a project? I.e. does not match the project definition criteria? Justify your answers:

1. Building a bridge. 2. Painting the house. 3. Learning Tango dance. 4. Having a Family.

5. Implementing National Social Number. 6. Preparing a morning coffee.

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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2.4 Projects vs. Operational Work:

Projects in nature are one time effort, as opposed to operations, which is a repetitive effort that is systematically repeated on periodical way. Although they are different in their nature, and hence in the way they are managed, yet they share the following characteristics:

 Performed by people

 Constrained by limited resources

 Planned, executed, and controlled. Also, Projects and operations differ in that:

 Operations are ongoing and repetitive, while projects are temporary and unique.

Operational work can be thought of repetitive work that each one is comprised of many related small projects.

2.5 Project Constraints

They are the known factors that limit the project teams’ options. Three main constraints from which, other derivates are produced:

1- Time (Schedule) 2- Budget (Cost)

3- Specifications (Quality)

Project Success Criteria

Projects are said to be successful when the project team manages to complete the project within the agreed upon (contracted) constrains. Generally speaking the project is successful if it is completed:

 Within time (schedule)

 Within cost (budget)

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A project may be sensitive to one of those constraints, but once contract is signed, they are all important and the project manager should adhere to all constraints.

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Group Discussion ‎2-2-Project Constraints

Group Discussion 2.2– Project Constraints

From your perspective, and considering the nature of business of your organization, which of the following constraints is more important?

1. Cost 2. Time 3. Budget Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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2.6 Role of a Project Manager

The project manager is the maestro who orchestrates all the project activities. By doing the analogy with the maestro, the project team will never perform in harmony unless the project manager leads the team and guides each team member to his / her role of the project. The project manager job is a full time job that requires the project manager doing many activities that are not limited to, but include the following:

 Acts as the single point of contact on the project.

 Planning and organizing the work

 Managing the day-to-day activities of a project

 Delivering the project deliverables to the client

 Identifying potential stakeholders

2.7 Project Stakeholders

Projects are done by people, for people to produce products that will be used by other people. The combined people of these three groups (done by, for, to be used) is called “Stakeholders”. Stakeholders are defined as “any one impacts the project positively or negatively”. The stakeholder list includes, but not limited to:

 Project Manager

 Customer

 Performing organization, owners, government agencies

 Project Sponsor

 Developing Team

 Internal external users

 End user

 Society, citizens

 Others: owners, funders, suppliers

It is the project manager’s responsibility to identify the project stakeholders, as he will need to communicate with them throughout the project life cycle. Missing any stakeholders may lead to miscommunication problems that may jeopardize the project success.

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2.8 Project Organization Structure

Organization structure influences the way how projects are managed. The degree of the project management maturity and its project management system also has a high impact on the project success. Organization structure is an organizational environmental factor which affects the resources availability and how they are controlled. It also affects the degree of the authorities of the project manager in the decision making process. Below are the basic organization structures that PMBOK® Guide identifies:

 Functional  Matrix  Weak matrix  Balanced matrix  Strong matrix  Projectized  Composite

The PMBOK® Guide is addressing the “Project” organization structure and not the “Company” organization structure. Most companies are based on Functional organization structure, but a project manager in this company can manage a project(s) based on Functional project organization and at the same time other project(s) based on Matrix organization structure.

2.8.1 Functional Project Organization

This is the classical functional organization. In this structure, each employee has one clear superior. Staff members are grouped by specialty area that is called departments or divisions. These areas may be divided further down to a lower level of hierarchy, but they all share the fact that each employee has one clear superior.

Figure ‎2-1- Functional Origination

Source: PMBOK® Guide - Fourth Edition, page 29 Staff Chief Executive Officer Staff Functional Manager 3 Functional Manager 2 Staff Staff Staff Staff Functional Manager 1 Staff Staff Staff Project Coordination

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2.8.2 Matrix Organization

Projects that need to be implemented and managed across divisions need an organizational model that allows communication across divisions. The classical functional organizational will not fit here, as communication between the project manager and the team members should be very fast and does not tolerate the bureaucracy of the functional organization. A new organizational structure is applied here. It is called Matrix, as it works across organization in rows and columns like the mathematical matrix structure. There are three types of matrix organizations:

1. Weak 2. Strong 3. Balanced

1- Weak Matrix Organization

In this organizational structure, many of the functional organization features are maintained. The project manager role is more of a coordinator or expeditor. The project manager can work in this model on part time basis.

Figure ‎2-2- Weak Matrix Origination

2- Strong Matrix Organization

This structure requires a full time project manager with considerable authority. Based on the project size, he may be assisted with a full time administrative staff to help in the different project administration functions. This model fits with projects that need high authority project manager. In many cases, the company needs to be structured in a

Staff Chief Executive Officer Staff Functional Manager 3 Functional Manager 2 Staff Staff Staff Staff Functional Manager 1 Staff Staff Staff Project Coordination

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certain way to serve this model. A PMO “Project Management Office” is an example of this implementation.

Figure ‎2-3- Strong Matrix Origination

3- Balanced Matrix Organization

This model does not provide a full authority to the project manager, yet, it gives him/her enough authority to manage the resources. This model fits with projects that require managing projects across divisions and do not need a high authority project manager.

Figure ‎2-4- Balanced Matrix Origination

Staff Staff Staff Staff Staff Staff Project Coordination Project Manager Project Manager Project Manager Staff Chief Executive Officer Staff Functional Manager 3 Functional Manager 2 Staff Functional Manager 1 Manager of Project Managers Staff Chief Executive Officer Staff Functional Manager 3 Functional Manager 2 Staff Project Manager Staff Staff Functional Manager 1 Staff Staff Staff Project Coordination

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2.8.3 Projectized Organization

This is the model that the project manager exercises the highest level of authority. Most of the company employees are co-located and involved in the project work.

Figure ‎2-5- Projectized Origination

2.9 Organizations Characteristics

Functional Matrix Projectized

Weak Balanced Strong

Project Manager’s Authority

Little or None Limited Low to

Moderate Moderate to High High to Almost Total Resource Availability

Little or None Limited Low to

Moderate Moderate to High High to Almost Total Who controls the Budget? Functional Manager Functional Manager Mixed Project Manager Project Manager Project manager’s role

Part-Time Part-Time Full-Time Full-Time Full-Time

PM admin. Staff Part-Time Part-Time Part-Time Full-Time Full-Time

Table ‎2-2- Organizational Influence on Projects

Source: PMBOK® Guide - Fourth Edition, page 28 Staff Chief Executive Officer Staff Project Manager 3 Project Manager 2 Staff Staff Project Manager 1 Staff Staff Staff Project Coordination Staff Staff

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2.10 Life Cycles and Process Groups

Projects are exactly like people. They grow over time. They are created (incepted), grow (managed) and die (close out). This forms a typical life cycle that projects go through. There two interdependent life cycles:

1- Project Life Cycle

2- Project Management Life Cycle

2.10.1 The Project Life Cycle

This is a product based cycle, through which the product of the project goes through. People involved in this are technical people (accountants, engineers,

programmers, architect, lawyers etc.)

They need to have a strong technical knowledge in their expertise area and they do not need to possess strong project

management knowledge,

although having it is a plus.

Figure ‎2-6- Project Life Cycle

2.10.2 The Project Management Life Cycle

This is a project based cycle, through which the project goes through. The project manager will manage the project based on this cycle. Each phase will contain many project

management activities. Project managers need to have a strong knowledge in the different project management knowledge areas, and do not need, although will be a plus, to have a strong business knowledge.

Figure ‎2-7- Management Project Life Cycle

2.11 Process Groups

1- Initiating Process Group. Defines and authorizes the project or a project phase.

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2- Planning Process Group. Defines and refines objectives, and plans the course of action required to attain the objectives and scope that the project was undertaken to address.

3- Executing Process Group. Integrates people and other resources to carry out the project management plan for the project

4- Monitoring and Controlling Process Group. Regularly measures and monitors progress to identify variances from the project management plan so that corrective actions can be taken when necessary to meet project objectives.

5- Closing Process Group. Formalizes acceptance of the product, service or result and brings the project or a project phase to an orderly end.

Figure ‎2-8- Project Process Groups

2.12 Interaction between Phases

The process groups explained above are not to be performed one time only across the project life cycle, but also will be done within each project phase. From the project management perspective, each phase is treated as a complete project that includes all the project management process groups as illustrated in the following figure.

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Figure ‎2-9- Project Process Groups Interaction

Process groups are not discrete. In other words, they should not be done and completed sequentially. There are some overlaps between them as illustrated in the following figure.

Figure ‎2-10- Process Group Overlapping

2.13 PMI Knowledge Areas

Project Management Institute (PMI) defined the following knowledge areas that are needed to be known by the professional project managers:

1- Project Integration Management 2- Project Scope Management 3- Project Time Management 4- Project Cost Management 5- Project Quality Management

6- Project Human Resources Management 7- Project Communication Management 8- Project Risk Management

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On top of the above areas, the “Professional Responsibility” supplement was added. It is not considered as a tenth area, but will be included in the PMP exam preparation test with a relatively low weight.

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Project Management Process Groups and Knowledge Area Mapping Note: Numbering starts form 4, to match the numbering of the PMBOK® Guide

Knowledge Areas

Project Management Process Groups Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Execution 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 5.4 Verify Scope 5.5 Control Scope 6. Project Time Management 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 7. Project Cost Management 7.1 Estimate Costs 7.2 Determine Budget 7.3 Control Costs 8. Project Quality Management

8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Perform Quality Control 9. Project Human Resource Management 9.1 Develop Human Resource Plan 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10.1 Identify Stakeholders 10.2 Plan Communications 10.3 Distribute Information 10.4 Manage Stakeholder Expectations 10.5 Report Performance 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor and Control Risks 12. Project Procurement Management

12.1 Plan Procurements 12.2 Conduct Procurements

12.3 Administer Procurements

12.4 Close Procurements

Table ‎2-3- Project Management Process Groups and Knowledge Area Mapping

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Initiating Process Group

4.1 Develop Project Charter 10.1 Identify Stakeholders

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Planning Process Group

4.2 Develop Project Management Plan 5.1 Collect Requirements

5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Activities

6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule

7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality

9.1 Develop Human Resource Plan 10.2 Plan Communications

11.1 Plan Risk Management 11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

12.1 Plan Procurements

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Executing Process Group

4.3 Direct and Manage Project Execution 8.2 Perform Quality Assurance

9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10.3 Distribute Information

10.4 Manage Stakeholder Expectations 12.2 Conduct Procurements

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Monitoring & Controlling Process Group 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope

5.5 Control Scope 6.6 Control Schedule 7.3 Control Costs

8.3 Perform Quality Control 10.5 Report Performance 11.6 Monitor and Control Risks 12.3 Administer Procurements

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Closing Process Group

4.6 Close Project or Phase 12.4 Close Procurements

Figure ‎2-15- Closing Process Group

Project Management Process Interaction

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3. Project Initiation Phase

Project initiation phase is the phase in which the project idea is incepted and a decision is made whether the project will be selected by the organization for implementation or will be postponed for a later date or will be rejected. This phase combines the following two processes, within the initiation process group:

4.1 Develop Project Charter 10.1 Identify Stakeholders

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3.1 Develop Project Charter

Figure ‎3-1- Develop Project Charter Process

Source: PMBOK® Guide – Fourth Edition, page 73 Definition

Develop Project Charter is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholders' needs and expectations.

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Process Interaction

Figure ‎3-2 - Develop Project Charter – Process Interaction

3.1.1 Inputs to Develop Project Charter 1. Project statement of work

2. Business case 3. Contract (if available)

4. Enterprise environmental factors 5. Organizational process assets 1. Project statement of work

Statement of work is the document that describes the project work. It contains the following:

 Business needs

 Product scope description

 Strategic plan 2. Business case

It is the document that includes the necessary information from the business perspective. It contains:

 Market demand

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 Customer request

 Technologies advance

 Legal requirement

 Ecological impacts

 Social need 3. Contract (if available)

A contract from the customer’s acquiring organization is an input if the project is being done for an external customer.

4. Enterprise environmental factors

 Governmental or industry standards

 Organization infrastructure

 Marketplace conditions 5. Organizational process assets

 Organizational standard processes, policies, and standardized process definitions for use in the organization

 Templates (e.g. project charter template)

 Historical information and lessons learned knowledge base

3.1.2 Tools and Techniques for Develop Project Charter 1. Expert judgment

1. Expert judgment

Expert judgment is used to assess the input used to develop the charter. The expertise is obtained from:

 Other units from the organization

 Consultants

 Stakeholders, including customers or sponsors

 Professional and technical associations

 Industry groups

 Subject matter experts

 Project management office (PMO)

3.1.3 Outputs of Develop Project Charter 1. Project charter

1. Project charter

The project charter documents the business needs and the current customer requirements by addressing:

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 Project purpose or justification

 Measurable project objectives and related success criteria

 High-level requirements

 High-level project description

 High-level risks

 Summary milestone schedule

 Summary budget

 Project approval requirements (what constitutes project success, who decides the project is successful and who signs off on the project)

 Assigned project manager, responsibility and authority level

 Name and authority of the sponsor or other person (s) authorizing the project charter.

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Exercise ‎3-1 - Develop Project Charter

Exercise 3.1 – Develop Project Charter

In the provided case study in Appendix 1, develop the project charter.

Note: use the following form. Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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3.2 Identify Stakeholders

Figure ‎3-3- Identify Stakeholders Process

Source: PMBOK® Guide – Fourth Edition, page 246 1.Project charter 2.Procurement documents 3.Enterprise environmental factors 4.Organizational process assets

Inputs

1. Stakeholder analysis 2. Expert judgment Tools & Techniques 1.Stakeholder register 2.Stakeholder management strategy

Outputs

Definition

Identify Stakeholders is the process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interests, involvement, and impact on project success.

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Figure ‎3-4Identify Stakeholders – Process Interaction

Dimensions of Communication Activities

The project manager is the center of the communication hub within the

project. He communicates will all project stakeholders in many different levels, as follows:

 Internal and External

 Formal and Informal

 Vertical and Horizontal

 Official and unofficial

 Written and Oral

 Verbal and Non-Verbal

3.2.1 Inputs to Identify Stakeholders 1. Project charter

2. Procurement documents

3. Enterprise environmental factors 4. Organizational process assets

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3.2.2 Tools and Techniques for Identify Stakeholders 1. Stakeholder analysis

2. Expert judgment 1. Stakeholder analysis

It is the technique of systematically gathering and analyzing qualitative and quantitative information to determine whose interest should be taken into account. It defines the interest, expectations and influence of stakeholders and relate them to the purpose of the project.

Steps of Stakeholders Analysis

Step 1: Identify all potential project stakeholders and relevant information.

Step 2: Identify the potential impact or support each stakeholder could generate:

 Power/interest grid

 Power/influence grid

 Influence/impact grid

 Salience model

Step 3: Assess how key stakeholders are likely to react or respond in various situations.

Power / Interest Grid

Power interest grid is the method of grouping the stakeholders based on their level of authority (power) and their level of concern (interest) regarding the project outcome.

Figure ‎3-5 Power / Interest Grid

2. Expert judgment Keep Satisfied Monitor Keep Informed Manage Closely

Interest

Power

Low High High G F A D H B E C

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Identifying the project stakeholders requires high level of knowledge and expertise in order not to miss any one who could be with an important role in the project and missing him/her may damage the project outcome. Experts include, but not limited to the following:

 Senior management

 Other units within the organization

 Identified key stakeholders

 Project managers who have worked on projects in the same area

 Subject matter experts (SMEs) in business or project area

 Industry groups and consultants, and

 Professional and technical associations 3.2.3 Outputs of Identify Stakeholders 1. Stakeholder register

2. Stakeholder management strategy 1. Stakeholder register

Stakeholder register is the repository that contains all the details about each stakeholder, including the following:

 Identification information

 Assessment information

 Stakeholder classification 2. Stakeholder management strategy

Based in the identified stakeholders, included in eth stakeholders’ register, a strategy will be assigned to each key stakeholder. The strategy will include elements such as:

 Key stakeholders who can significantly impact the project

 Level of participation in the project desired for each identified stakeholder, and

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Exercise ‎3-2 - Stakeholder Analysis

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

Exercise 3.2 – Stakeholder Analysis

In the provided case study, analyze the stakeholder and communication needs by providing the following information:

1. Stakeholder 2. Organization 3. Position

4. Communication Needs

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4- Planning Phase

4. Project Planning Phase

Project planning phase is the phase where all the project plans are created. It is the time where all project activities are identified, assigned and scheduled. During the phase, the following twenty planning processes are executed:

4.2 Develop Project Management Plan 5.1 Collect Requirements

5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Activities

6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule

7.1 Estimate Costs 7.2 Determine Budget 8.1 Plan Quality

9.1 Develop Human Resource Plan 10.2 Plan Communications

11.1 Plan Risk Management 11.2 Identify Risks

11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses

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4- Planning Phase

4.1 Develop Project Management plan

Figure ‎4-1 - Develop Project Management plan Process

Source: PMBOK® Guide – Fourth Edition, page 78 1.Project charter 2.Outputs from planning processes 3.Enterprise environmental factors 4.Organizational process assets

Inputs

1. Expert judgment Tools & Techniques 1.Project management plan

Outputs

Definition

Develop Project Management Plan is the process of documenting the actions necessary to define, prepare, integrate and coordinate all subsidiary plans.

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4- Planning Phase

Figure ‎4-2Develop Project Management plan – Process Interaction

4.1.1 Inputs to Develop Project Management plan 1- Project charter

2- Outputs from all planning processes 3- Enterprise environmental factors 4- Organizational process assets

4.1.2 Tools and Techniques for Develop Project Management plan

1- Expert judgment 1. Expert judgment

In this process, expert judgment is utilized to:

 Tailor the process to meet the project needs

 Develop technical and management details

 Determine the requires resources and skill levels

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4- Planning Phase

4.1.3 Outputs of Develop Project Management plan 1- Project management plan

1. Project management plan

The project management plan integrates and consolidates all of the subsidiary management plans and baselines from the planning processes and includes the project baseline and subsidiary plans Project Baseline

Project baselines include, but are not limited to:

 Schedule baseline

 Cost performance baseline, and

 Scope baseline Subsidiary Plans

Subsidiary plans include, but are not limited

 Scope management plan

 Requirements management plan

 Schedule management plan

 Cost management plan

 Quality management plan

 Process improvement plan

 Human resource plan

 Communications management plan

 Risk management plan

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4- Planning Phase

Exercise ‎4-1 - Change Management Process

Exercise 4.1 – Change Management Process

Change management plan is part of the overall project plan, discuss the below change management process and reflect it to your environment.

Initial assessment, appoint assessor Analysis, evaluation, assess Impact Complete chg. req. Impact Study Agree Make changes File Change Request Initial review &

discussion Discuss/ negotiate with Tech.Lead Call Change Mgnt. Meeting Agree Stop Raise Change Request Form START Tech. Lead Assessor Assessor Review assessment Tech. Lead Yes No Impact Dev. Team Stop Initiator Yes No No Yes Change has an Impact

Amend Agreements Update Proj. Plan

Re-baseline Will it affect Cost or timescales No Change Reqest Endorsement by Steering Committee Yes

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4- Planning Phase

4.2 Collect Requirements

Figure ‎4-3- Collect Requirements Process

Source: PMBOK® Guide - Fourth Edition, page 105 4.2.1 Inputs to Collect Requirements

1- Project Charter 2- Stakeholder Register

1- Project Charter: is used to provide the high-level project requirements that can be developed.

2- Stakeholder Register: is used to identify stakeholders that can provide information on detailed project and product requirements. 4.2.2 Tools and Techniques for Collect Requirements

1- Interviews 2- Focus Groups 1.Project charter 2.Stakeholder register

Inputs

1. Interviews 2. Focus groups 3. Facilitated workshops 4. Group creativity techniques 5. Group decision making techniques 6. Questionnaires and surveys 7. Observations 8. Prototypes Tools & Techniques 1.Requirements documentation 2. Requirements management plan 3.Requirements traceability matrix

Outputs

Definition

Collect requirements is the process of defining and documenting stakeholders’ needs to meet the project objectives.

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4- Planning Phase

3- Facilitated Workshops 4- Group Creativity Techniques

1. Interviews

They are formal or informal approach to discover information from stakeholders by talking to them directly. It is typically performed by asking prepared and spontaneous questions and recording the responses. Interviews are often conducted “one-on-one”, but may involve multiple interviewers and/or multiple interviewees. Interviewing experienced project participants, stakeholders and subject matter experts can aid in identifying and defining the features and functions of the desired project deliverables.

2. Focus Groups

Bring together pre-qualified stakeholders and subject matter experts to learn about their expectations about a proposed product. A trained moderator guides the group through an interactive discussion, designed to be more conversational than a one-on-one interview. 3. Facilitated Workshops

Requirements workshops are focused sessions that bring key cross-functional stakeholders together to define product requirements. Workshops are considered as primary techniques for quickly defining cross-functional requirements and reconciling stakeholder differences. These differences can be discovered and resolved more quickly than in individual interviews

4. Group Creativity Techniques

 Brainstorming

 Nominal group technique

 Delphi Technique

 Idea/mind mapping

 Affinity diagram

4.2.3 Outputs of Collect Requirements 1- Requirements documentation

2- Requirements management plan 3- Requirements traceability matrix

1. Requirements documentation

Requirements Documentation describes how individual requirements meet the business need of the project. Requirements may start out at a

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4- Planning Phase

high level and become progressively more detailed as more information is known. Before being baselined, requirements must be unambiguous, traceable, complete, consistent, and acceptable to key stakeholders.

Requirements Documentation Components

There is no standard template to produce the requirements document. But below are its general components:

 Business need or opportunity to be seized.

 Business and project objectives for traceability

 Functional requirements, describing business process, information and interaction with the product as appropriate which can be documented textually in a requirements list

 Non-functional requirements such as level of service, performance, safety,

security, compliance, supportability, retention etc.

 Quality requirements

 Acceptance criteria.

 Business rules stating the guiding principles of the organization

 Impacts to other organizational areas

 Impacts to other entities inside or outside

 Support and training requirements

 Requirements assumptions and constraints

2. Requirements management plan

It documents how requirements will be analyzed, documented and managed throughout the project. It contains the following components:

 How requirements activities will be planned, tracked and reported.

 Configuration management activities such as how changes to the product, service or result requirements will be initiated, how impacts will be analyzed

 Requirements prioritization process

 Product metrics that will be used and the rationale for using them

 Traceability structure that is which requirements attributes will be captured on the traceability matrix and to which other project documentation requirements will be traced.

The Delphi Technique

It is an anonymous way to reach a consensus of experts on a subject. It involves the following:

 Questionnaire to solicit

ideas from the experts

 Responses are

submitted anonymously, compiled, and then circulated to the experts for review

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4- Planning Phase

3. Requirements traceability matrix

It is a table that links requirements to their original business objective. This process includes:

 Requirements to business needs, opportunities, goals, and objectives

 Requirements to project objectives

 Requirements to project scope/WBS deliverables

 Requirements to product design

 Requirements to product development

 Requirements to test strategy and test scenarios, and

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4- Planning Phase

Group Discussion ‎4-1-Requirements Gathering Challenges

Group Discussion 4.1 – Requirements Gathering Challenges

Highlight the most problematic areas in the process of gathering requirements in your organization. Use the following as guidelines:

1. Lacking time to complete the requirement gathering process 2. Customers may not know what they really want

3. Too many changes

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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4- Planning Phase

Exercise ‎4-2-Create Project Charter

Exercise 4.2 – Create Project Charter

Based on the supplied case study, create the Project Charter that will provide a high authority for the project manager. Consider specifying the following:

1. Customer 2. Project Name 3. Project Description

4. Project Manager: Name and Authority Level 5. Business Needs

6. Issued By Manager

Note: Use form 9.1 in Appendix 2

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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4- Planning Phase

4.3 Define Scope

Figure ‎4-4- Define Scope Process

Source: PMBOK® Guide - Fourth Edition, page 112 1.Project charter 2.Requirements documentation 3.Organizational process assets

Inputs

1. Expert judgment 2. Product analysis 3. Alternatives identification 4. Facilitated workshops Tools & Techniques 1.Project scope statement 2.Project document updates

Outputs

Definition

Define Scope is the process of developing a detailed description of the project and product.

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4- Planning Phase

Group Discussion ‎4-2- Scope Creep Indicators

Group Discussion 4.2– Scope Creep Indicators

From your perspective, what do you think of the following three statements?

1. Exceeding Customer Expectations 2. Delivering State of the art products

3. Providing low cost items, that may not cost anything free of charge

Your Notes

1. Exceeding Customer Expectations

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

2. Delivering State if the art products

_________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

3. Providing low cost items, that may not cost anything free of charge _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

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4- Planning Phase

4.3.1 Inputs of Define Scope 1- Project charter

2- Requirements documentation 3- Organizational process assets:

4- Policies, procedures, and templates for a project scope statements 5- Project files from previous projects, and

6- Lessons learned from previous phases or project

4.3.2 Tools and Techniques for Define Scope 1- Expert judgment

2- Product analysis

3- Alternatives identification 4- Facilitated workshops

1. Expert judgment

This is the tools of getting the opinion of experts who have had previous experience in similar projects. Experts can be obtained from the following categories:

 Other units within the organization

 Consultants

 Stakeholders including customers or sponsors

 Professional and technical associations

 Industry groups and

 Subject matter experts 2. Product analysis

Each application area has one or more generally accepted methods for translating high-level product descriptions into tangible deliverables. Product analysis includes techniques such as:

 Product breakdown  Systems analysis  Requirements analysis  System engineering  Value engineering  Value analysis. 3. Alternatives identification

Identifying alternatives is a technique used to generate different approaches to execute and perform the work of the project. A variety of general management techniques can be used such as brainstorming, lateral thinking, pair wise comparisons, etc.

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4- Planning Phase

4.3.3 Outputs of Define Scope 1- Project scope statement 2- Project document updates

1. Project scope statement

This document describes, in detail, the projects deliverables and the work required to create those deliverables.

It also provides a common understanding of the project scope among project stakeholders. The Project Scope Statement may contain explicit scope exclusions that can assist in managing stakeholder expectations. Below are some of the benefits of the project scope statement:

 Help the project team to perform more detailed planning

 Guides the project team’s work during execution

 Provides the baseline for evaluating whether requests for changes or

additional work are contained within or outside the project’s boundaries

Scope Statement Content

As the details are not always ready from day one of the project, so this document may be compiled progressively over a period of time. The contents of this document include, but not limited to the following:

 Product scope description

 Product acceptance criteria

 Project deliverables

 Work breakdown structure

 Project exclusions  Project constraints  Project assumptions  Project boundaries  Project resources  Project milestones  Project stakeholders  Project Risks Identifying Constraints

Examples of constraints that may be faced during a project:

 Budget

 Schedule

 People

 Facilities and Equipment

Constraints:

Are known factors, which limit the project team’s options.

Assumptions:

Are factors that, for planning purposes, are considered to be true, real, or certain. They need to be validated during the course of project planning

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4- Planning Phase

 Fault tolerant objectives

 Portability requirements

 The real world Identifying Assumptions

Assumptions are identified and documented during the planning process as they affect all aspects of planning. They need to be verified to ensure that they are true. In case if it is proven to be false, then re-planning is needed. They always carry a certain degree of risk

Unquantifiable Expectations

Some expectations “requirements” may be difficult to quantify, they need to be quantified as much as possible, and otherwise they become a risk item of unclear requirements. Examples of these are:

 Customer satisfaction

 Company Image

 Community Perception 2. Project Document Updates

As mentioned earlier, the project management team does not always have answers to all planning questions. Facts come up during different times during the project life cycle. This entails changing the project related documents as and when new facts come up. Changes also come due handling authorized change requests. Examples of the documents that will be changed in this process are:

 Stakeholder register

 Requirements documentation

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4- Planning Phase

Exercise ‎4-3-Create Scope Statement

Exercise 4.3 – Create Scope Statement

Based on the supplied case study, create the Project Scope Statement that will highlight the minimum project information. Consider this as the business case used in your organization. Include the following information:

1. Project Name 2. Project Manager

3. Business Needs (project justification) 4. Summary of Product Description 5. Deliverables

6. Objectives (cost, schedule, quality measures, other) 7. Project Constraints

8. Project Risks (high level) Note: Use form 9.2 in Appendix 2

Your Notes _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________ _________________________________________________________________________

PMP Student Guide

Project Management Professional

Table of Contents

1. Introduction

2. Project Management Framework

2.1 Terms and Definitions

2.2 Comparative Overview

2.3 Project Characteristics

2.4 Projects vs. Operational Work:

2.5 Project Constraints

2.6 Role of a Project Manager

2.7 Project Stakeholders

2.8 Project Organization Structure

2.9 Organizations Characteristics

2.10 Life Cycles and Process Groups

2.11 Process Groups

2.12 Interaction between Phases

2.13 PMI Knowledge Areas

3. Project Initiation Phase

3.1 Develop Project Charter

3.2 Identify Stakeholders

Inputs

Outputs

Interest

Power

4. Project Planning Phase

4.1 Develop Project Management plan

Inputs

Outputs

4.2 Collect Requirements

Inputs

Outputs

4.3 Define Scope

Inputs

Outputs