Presentation
Saad Merie,
PMP
Introduction
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Introduction
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Introduction
PMBOK
Organizations
& Framework
General OrganizationsKnowledge Areas
Integration Human Resources Scope Communication Time Risk Cost Procurement Quality Stakeholder FrameworkProject?
temporary endeavor undertaken to create
a unique product, service, or result.
Considered Finished in three cases:
• Complete all objectives (from Owner Side).
• Terminated when Can't Complete its objectives.
• Terminated when there is no need for it anymore.
1. Introduction: General
•
Temporary: Has Start and End Dates
•
Creates a unique product
•
Progressively Elaborated
•
Over the Product Life Cycle
•
Enhancements with production
•
Enhancements may be small projects
Project
Operation
Project
Operation
Building an Extension on a house
Shelving books at the libraryWatering Plants Twice a Baking a wedding cake week
Running an assembly line in a toy factory
Organizing a large conference
1. Introduction: General
Portfolio
Subportfoli o Programs ProjectsProgram
Subprogram ProjectsProject
Phase 1 Phase 2 1.2. 1Project
Result of
Company’s
Strategic
Consideration
s
Progra
m
Coordination
between
projects to
obtain
benefits not
available by
managing
projects
individually
Portfoli
o
Manage
Programs and
Projects
together to
achieve
Company’s
Strategic
Objectives
1. Introduction: General
Market
Demand
Market
Demand
Business
Need
Business
Need
Social
Needs
Social
Needs
Environment
al Needs
Environment
al Needs
Customer
request
Customer
request
Technological advance Technological advanceLegal
Requirement
Legal
Requirement
Why we make a Project?
1.4. 3
Supportiv
e
Act like Consultant
Templates, best practices, Training
Projects May not follow PMO instructions
Low Control
Controllin
g
Force Projects to follow PMO rules Rules may be management framework and methodologies Moderate Control
Directive
Act like project manager
1. Introduction: General
Project Management Office PMO
Supportiv
e
Controllin
g
Directive
1.4. 3
Provides the process documents and templates
for your project. A centralized group of project managers who are
assigned to manage projects.
this group makes sure that the team has followed all of the initiating processes and have the right approvals to
start working.
When you sit down to do your risk planning for your project, you go to them to find a good example of a risk plan that’s been useful on other projects.
Initiatin
g
What is Project management?
Closin
g
Planning
Executing
Monitorin
g and
Controllin
g
5 Process Groups
47
Processes
2.1 Organizational Influences
2.1Organization
?
Organizations are systematic
arrangements of entities (persons and/or
departments) aimed at accomplishing a
purpose, which may involve undertaking
projects.
Structure
Functional
Matrix
Projectized
Culture and
Style
Values
Reward System
Policies
Communication
s
Distance Efect
Technology
Usage
Organizations Structure Types
Each Employee has one boss (The Functional Manager) Employees are stafed
by department
(Production, Marketing, Finance ..)
Each Department do its part in the project
interdependent from other departments
Coordination on Functional Managers Level
2.1 Organizational Influences
2.1.3 Organizations Structure TypesProject Manager
is assigned as
coordinator
Project
Manager has
some
Authorities
Each Department do its
part in the project in
Coordination with Other
Departments
Coordination
on Lowest
Level
Weak Matrix
Organization
Organizations Structure Types
Balanced Matrix
Organization
Project
Manager
work full
time
Project
Manager has
more
Authorities
Project Manager is
under Functional
Manager
Department
2.1 Organizational Influences
2.1.3 Organizations Structure TypesStrong Matrix
Organization
Project
Manager
work full
time
Project
Manager has
wide but not
full
Authorities
Project Manager
is under
Projects
Management
Department
Organizations Structure Types
Projectized Organization
Project Team
work in
same place
Project
Manager has
full
Authorities
All Company’s
Resources
located in the
projects
2.1 Organizational Influences
2.1.3 Organizational Structure EfectOrganizational Process Assets (OPA)
OPA
The plans, processes, policies, procedures,
and Knowledge bases specific to and used
by the performing organization.
The Project Team can follow OPA when
needed.
2.1 Organizational Influences
2.1.4 Organizational Process Assets (OPA)OPA
• Internal Guidelines and Policies
• Internal Forms and Templates
• Change Procedures
• Financial controls procedures
• Risk control procedures
• Historical information and lessons
learned
Enterprise Environmental Factors (EEF)
EEF
Refer to conditions, not under the control
of the project team, that influence,
2.1 Organizational Influences
2.1.5 Enterprise Environmental Factors (EEF)EEF
• Organizational culture and structure
• Government or industry standards
• Existing human resources
• Personnel administration
• Marketplace conditions
• Political climate
Stakeholders
?
All interested entities that may afect on
the project in Positive or Negative way.
• Project Team
• Project Manager
• The Owner
• The Consultant
• Competitor
2.2.3 Project Success
2.2.3Scope
Time
Cost
Quality
Resource
s and
Risk
Will be measured in terms
of completing the project
within the constraints of:
A project life cycle is the series of phases
that a project passes through from its
initiation to its closure.
Design Phase
Construction
Phase
Maintenance
Phase
Project
Life
Cycle
2.4 Project Life Cycle
2.4Design Phase
•
Initiating
•
Planning
•
Executing
•
Controlling
•
Closing
Construction
Phase
•
Initiating
•
Planning
•
Executing
•
Controlling
•
Closing
Maintenance
Phase
•
Initiating
•
Planning
•
Executing
•
Controlling
•
Closing
THE PROJECT
Predictiv
e
Plan Driven / Waterfall
Scope, Time and Cost Determined early and everything is planned
Construction Projects
Iterative
Repetitive iterations or phases to develop the
product
Each iteration include activities from process
groups
Design Projects
Adaptive
Change Driven / Agile
Product Concept Submitted in short period and
enhance with next submission
Software Projects
T 3-1
Knowledge Areas
Project Management Process Groups Initiating Process Group Planning Process Group Executin g Process Group Monitoring and 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 Work
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 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management
6.1 Plan Schedule Management 6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule
Process Group
Group Group Process
Group
Group
7. Project Cost Management
7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality 9. Project HR Management
9.1 Plan Human Resource Management
9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communication Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
T 3-1
Knowledge Areas
Project Management Process Groups Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 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 Control Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement
Project Information
Work
Performance
Data
•
Raw Data
•
Activity Progress
•
Quality Measures
•
Start and End
Dates
•
Number of
Defects
Work
Performance
Information
•
Analyzing raw
data
•
Deliverables
Status
•
Change Requests
Status
•
Estimated Finish
Work
Performance
Reports
•
Reports about
Data
•
Dashboards
•
KPI
•
Graphs
•
Suggestions
Common Terms in PMBOK
Process
Series of
activates to
get an
output(s)
Deliverabl
e
Any Unique
and Verifiable
result
required to
be produced
to complete
the project
WBS
Work
Breakdown
Structure
554Baseline
Approved
Version of a
work product
that can be
changed only
through formal
Change
Request
Change
Request
A formal
proposal to
modify any
document,
deliverable, or
baseline.
EEF
Conditions, not
under the
immediate
control of the
team, that
influence,
constrain, or
direct the
project
Common Terms in PMBOK
Expert
Judgment
Judgment
provided
based upon
expertise in an
application
area
Milestone
A significant
point or event
in a project
Product
An artifact
that is
produced, is
quantifiable,
and can be
either an end
item in itself
or a
component
item
554PMIS
Project
Management
Information
System
Requireme
nt
A condition or
capability
that is
required to
be present in
a product, to
satisfy the
contract
Resource
Manpower
Equipment
And Materials
Common Terms in PMBOK
Work Authorization
System
Formal Document define
who is authorized to do
what, and which are the
procedures for the work to
be done
by a project coordinator. Which of the following statements is most
likely to be true?
a) The performing organization is a weak matrix
b) The performing organization is doing "management by projects"
c) The performing organization is a strong matrix
Exam Questions
QWhich of the following is NOT a type of project management
office?
A. Directive
B. Value-driven
C. Supportive
D. Controlling
A. Temporary
B. Strategic
C. Specific result
Exam Questions
QWhich of the following is NOT true about portfolio
management?
A. The portfolio manager judges the success of the portfolio by
combining data from all of its programs and projects.
B. A portfolio can contain projects and programs.
C. A portfolio is organized around a business goal.
D. A portfolio is always a group of programs.
for her project. Every time she asks her boss to give a resource
to the project he says that they are too busy to help out with
her project. Which type of organization is she working in?
A. Functional
B. Weak Matrix
C. Strong Matrix
D. Projectized
Exam Questions
QYou’re a project manager working on a software engineering
project. The programmers have started building the software,
and the testers have started to create the test environment.
Which process group includes these activities?
A. Initiating
B. Planning
C. Executing
D. Closing
A. Each phase is typically done by a separate team.
B. There’s an increased risk of delays when a later phase can’t start
until an earlier one ends.
C. There’s an increased risk to the project due to potential for rework.
D. Every phase must go through all five process groups.
4. Project Integration
Management
4
Integration
?
includes the processes and activities to
identify, define, combine, unify, and
coordinate the various processes and
project management activities within the
Project Management Process Groups
Knowledg e Areas
Project Management Process Groups Initiatin g Process Group Planning Process Group Executing Process Group Monitoring and 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 Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase
Management
4.1
Project
Charter
document that formally authorizes the
existence of a project and provides the
project manager with the authority to
apply organizational resources to project
activities.
4. Project Integration
Management
4.14.1
Project
Charter
•
Formally Authorize the project
•
Define Start and End
•
Create official record for the project
•
Guarantee that the project align with company’s
strategic goals
•
It is not a contract
•
Approved and Changed by the sponsor
•
should be general so we don’t change it
•
Scope Changes subject to what is written in Charter
Management
Inputs
.1 Project statement of work .2 Business case .3 Agreements .4 Enterprise environmental factors .5 Organizational process assetsTools &
Techniques
.1 Expert judgment .2 Facilitation techniquesOutputs
.1 Project charter4. Project Integration
Management
4.1
• Description of the product that the project create
• Part of the Tender or the Contract
• Refer to:
• Business need (same as following business case)
• Company’s Strategic Plan and where the project fit in
it.
4.1 Develop Project Charter
4.1.1 Develop Project Charter: Inputs 4.1.1.1 Project Statement of work
Management
• Describe from business point of view if the project worth
investment.
• Determine Project Boarder
• Business Case define why we created the project (same
reasons mentioned before
here
)
4.1.1 Develop Project Charter: Inputs 4.1.1.2 Business Case
4. Project Integration
Management
4.1
• Can be Contract, Letter of Agreement, Letter of Intent,
Email, or any other formal document
4.1 Develop Project Charter
4.1.1 Develop Project Charter: Inputs 4.1.1.3 Agreements
Management
• Consultants
• Stakeholders
• Technical Advisors
• Industry Experts
• Subject Matter Experts (SME)
• Project Management Office (PMO)
4.1.2 Develop Project Charter: Tools and Techniques4. Project Integration
Management
4.1• Brainstorming
• Conflict Resolution
• Problem Solving
• Meeting Management
4.1 Develop Project Charter4.1.2 Develop Project Charter: Tools and Techniques 4.1.2.2 Facilitation Techniques
Management
4.1.3 Develop Project Charter: Outputs 4.1.3.1 Project Charter
Project
Manager
Authority
Project
Purpose
Objectives
Project
Assumptions
and
Constraints
Customer
Needs
High Level
Requirement
s
High Level
Risks
Summary
Milestone
Schedule
Summary
Budget
Stakeholder
List
Project
Success
Criteria
Who Approve
the Charter
4. Project Integration
Management
4.2
the process of defining, preparing, and
coordinating all subsidiary plans and
integrating them into a comprehensive
project management plan. The key benefit
of this process is a central document that
defines the basis of all project work
4.2 Project Management
Management
4.2 Project Management
Plan
• Define how to Execute, Monitor and Close
Project.
• It is Progressively Elaborated and prepared
over the project life cycle until project close.
• It is controlled and approved through Perform
Integrated Change Control Process.
• When it is baselined, it can be changed Only
with Change Request.
4. Project Integration
Management
4.2
4.2 Develop Project Management Plan
Inputs
.1 Project charter
.2 Outputs from other
processes
.3 Enterprise
environmental
factors
.4 Organizational
process assets
Tools &
Techniques
.1 Expert judgment
.2 Facilitation
techniques
Outputs
.1 Project
management plan
Management
4.2.3 Develop Project Management: Outputs 4.2.3.1 Project Management Plan
•
All other management plans
•
Scope Baseline, Schedule Baseline, Cost baseline
•
Selected Project life cycle
•
Selected processes for this project
•
Description of the Tools and Techniques for those processes
•
Description how we maintain the integrity of the baselines
4. Project Integration
Management
Management
4.3 Direct and Manage Project Work
the process of leading and performing the
work defined in the project management
plan and implementing approved changes
to achieve the project’s objectives.
The key benefit of this process is that it
provides overall management of the
4. Project Integration
Management
4.3
4.3 Direct and Manage Project Work
Inputs
.1 Project management plan .2 Approved change requests .3 Enterprise environmental factors .4 Organizational process assetsTools &
Techniques
.1 Expert judgment .2 Project management information system .3 MeetingsOutputs
.1 Deliverables.2 Work performance data
.3 Change requests .4 Project management
plan updates
.5 Project documents updates
Management
•
Perform Project Activities
•
Create Deliverables
•
Acquire, Train and manage project team
•
Get and manage resources
•
Apply method of Statements
•
Create and manage communication tunnels
•
Issue Change Requests
•
Manage Risks, Procurement and stakeholders
•
Collect and manage lessons learned
4. Project Integration
Management
4.3
4.3 Direct and Manage Project Work
4.3.1 Direct and Manage Project Work: Inputs
4.3.1.2 Approved Change Requests
•
Outcome from 4.5 Perform Integrated Change Control
•
CRs which approved by CCB (Change Control Board)
• Approve • 4.5 Perform
Integrated
Change Control
CR
•• Implement4.3 Direct and Manage Project Work Approved CR • Follow up • 4.4 Monitor and Control Project Work Validated CRManagement
4.3.2 Direct and Manage Project Work: Tools and Techniques
4.3.2.2 Project Management Information System (PMIS)
Part of EEF that Contain:
•
Scheduling Tool
•
Work Authorization System
•
Configuration Management System
•
Information Collection and Distribution System
•
Interface to Online Automated System
4. Project Integration
Management
4.3
4.3 Direct and Manage Project Work
4.3.2 Direct and Manage Project Work: Tools and Techniques
4.3.2.3 Meetings
• Three Types:
1. Information Exchange.
2. Brainstorming and Options Evaluation.
3. Decision Making.
• The Best Practice is to make each type in separate meeting.
• Each meeting should have specific Agenda, Purpose and Time.
• Should Documented through MOM and Action Items.
• MOM to be saved in PMIS as planned.
• Preferably FACE to FACE meeting.
Management
4.3.3 Direct and Manage Project Work: Outputs
4.3.3.1 Deliverables
Any Unique and Verifiable result required to be produced to
complete the project.
Work
Performance
Data
•
Raw Data
•
Activity Progress
•
Quality Measures
•
Start and End
Dates
•
Number of
Defects
Work
Performance
Information
•
Analyzing raw
data
•
Deliverables
Status
•
Change Requests
Status
•
Estimated Finish
Work
Performance
Reports
•
Reports about
Data
•
Dashboards
•
KPI
•
Graphs
•
Suggestions
4. Project Integration
Management
4.34.3 Direct and Manage Project Work
4.3.3 Direct and Manage Project Work: Outputs
Management
4.3.3 Direct and Manage Project Work: Outputs
4.3.3.3 Change Requests
•
CR: A formal proposal to modify any document, Deliverable, or
baseline.
•
CRs are implemented in this process only.
Corrective
Action
Realign Project Performance with Project Management PlanPreventive
Action
Insure that future performance is aligned with Project Management Plan
Defect Repair
Modify the product or part of it as per requirements and standardsUpdates
Update plans and documents to match new idea
4. Project Integration
Management
4.3
4.3 Direct and Manage Project Work
4.3.3 Direct and Manage Project Work: Outputs
4.3.3.3 Change Requests
Corrective
Action
Preventiv
e Action
Defect
Repair
Updates
Honeycomb at Columns Costs are over
budget
Final Project Cost may exceed
Budget Change Wall
Management
the process of tracking, reviewing, and
reporting the progress to meet the
performance objectives defined in the project
management plan.
The key benefit of this process is that it allows
stakeholders to understand the current state
of the project, the steps taken, and budget,
Schedule, and scope forecasts.
4.4 Monitor
and Control
Project Work
4. Project Integration
Management
4.4
• Compare Actual vs Planned Performance
• Determine if Change Request is needed
• Identify new Risks and follow up current ones
• Monitor Product Status
• Analyze project information
• Prepare Cost and Schedule Estimates
• Follow up Implemented Change Requests
4.4 Monitor
and Control
Project Work
Management
Inputs
.1 Project management plan .2 Schedule forecasts
.3 Cost forecasts .4 Validated changes
.5 Work performance information .6 Enterprise environmental
factors
.7 Organizational process assets
Tools &
Techniques
..1 Expert judgment .2 Analytical techniques .3 Project management information system .4 MeetingsOutputs
.1 Change requests .2 Work performance reports.3 Project management plan updates
4. Project Integration
Management
4.4
4.4 Monitor and Control Project Work
4.4.1 Monitor and Control Project Work: Inputs
4.4.1.2 Schedule Forecasts
Comes from Control Schedule Process
4.4.1.3 Cost Forecasts
Management
4.4.1 Monitor and Control Project Work: Inputs
4.4.1.4 Validated Changes
• Approve
• 4.5 Perform Integrated
Change Control
CR
•• Implement4.3 Direct and Manage Project Work Approved CR • Follow up • 4.4 Monitor and Control Project Work Validated CR4. Project Integration
Management
4.4
4.4 Monitor and Control Project Work
4.4.1 Monitor and Control Project Work: Inputs
4.4.1.5 Work Performance Information
Performance
Data
From
4.3
Performance
Management
4.4.2 Monitor and Control Project Work: tools and Techniques
4.4.2.2 Analytical Techniques
Regression
Analysis
Grouping
Methods
Analysis
Casual
Root Cause
Analysis
Failure Mode
and Efect
Analysis
FMEA
Fault Tree
Analysis FTA
Analysis
Reserve
Analysis
Trend
Earned Value
4. Project Integration
Management
4.4
4.4 Monitor and Control Project Work
4.4.3 Monitor and Control Project Work: Outputs
4.4.3.1 Change Requests
Comparing Performance Results with Plan may require CR
4.4.3.2 Work Performance Reports
• Reports is the way to show information in useful
interface to make it easy for decision makers, or to
highlight problems.
• It is part of Project Documents
• Contain: Project Status, Memos, Reasons of Delay, Notes,
Recommendations, Updates.
Management
approving changes and managing changes to
deliverables, organizational process assets, project
documents, and the project management plan; and
communicating their disposition.
The key benefit of this process is that it allows for documented
changes within the project to be considered in an integrated fashion
while reducing project risk, which often arises from changes made
without consideration to the overall project objectives or plans.
4.5
Perform
Integrated
Change
Control
4. Project Integration
Management
4.5
• It is Project Manager Responsibility Entirely
• It started from first inspection in the project till close
• CRs may be requested by a stakeholder
• All CRs should be documented officially
• Estimate the impact of CR on time and cost
• Approval through Change Control Board (CCB)
• CCB can be one person and can include the sponsor
• Approved and Rejected CRs to be distributed
• Approved CRs will be implemented through 4.3
4.5
Perform
Integrated
Change
Control
Management
1. Deliverables Specs
2. Processes Specs
4.5
Perform
Integrated
Change
Control
Change Management Control:
1. Manage Changes on Deliverables
2. Manage Changes on Documents
4. Project Integration
Management
4.5Inputs
.1 Project management plan .2 Work performance reports .3 Change requests .4 Enterprise environmental factors .5 Organizational process assetsTools &
Techniques
.1 Expert judgment .2 Meetings.3 Change control tools
Outputs
.1 Approved change requests .2 Change log .3 Project management plan updates .4 Project documents updatesManagement
4.5.1 Perform Integrated Change Control: Inputs
4.5.1.3 Change Requests
• Approve • 4.5 Perform
Integrated
Change Control
CR
•• Implement4.3 Direct and Manage Project Work Approved CR • Follow up • 4.4 Monitor and Control Project Work Validated CRProject Manager Main Priority is to resist unnecessary
changes
4. Project Integration
Management
4.5
4.5 Perform Integrated Change Control
4.5.3 Perform Integrated Change Control: Outputs
4.5.3.2 Change Log
• Approved and Rejected CRs to be documented in Change
Log
• to be updated and distributed Regularly to entities and
stakeholders
Management
the process of finalizing all activities across all
of the Project Management Process Groups to
formally complete the project or phase.
The key benefit of this process is that it
provides lessons learned, the formal ending of
project work, and the release of organization
resources to pursue new endeavors.
4.6 Close
Project or
4. Project Integration
Management
4.6Inputs
.1 Project
management plan
.2 Accepted
deliverables
.3 Organizational
process assets
Tools &
Techniques
.1 Expert
judgment
.2 Analytical
techniques
.3 Meetings
Outputs
.1 Final product,
service, or result
transition
.2 Organizational
process assets
updates
Management
4.6.1 Close Project or Phase: Inputs
4.6.1.2 Accepted Deliverables
Control
Quality
Deliverabl
e
DeliverableVerifiedValidate
Scope
Close
Project /
Phase
Accepted Deliverable
4. Project Integration
Management
4.6
4.6 Close Project or Phase
4.6.3 Close Project or Phase: Outputs
4.6.3.2 Organizational Process Assets Updates
OPA to be update:
• Project file in Company’s Archive
• Lessons learned
If the owner has no more money to pay for the project
Then We have to close it
your schedule down by a month. What is the first thing you
should do?
A. Write up a change request and see if you can get it approved.
B. Make the change; it’s going to save time and nobody will want the
project to take longer than it should.
C. Figure out the impact on the scope of the work and the cost before
you write up the change request.
D. Tell the team member that you’ve already communicated the
deadline for the project, so you can’t make any changes now.
Exam Questions
QBrandi is a project manager on a software project. About
halfway through development, her team found that they had
not estimated enough time for some of the technical work they
needed to do. She requested that the new work be added to
the scope statement and that the time to do the work be
added to the schedule. The change control board approved her
change. What’s her next step?
A. Update the scope and schedule baselines to reflect the approved
change.
B. Start doing the work.
C. Gather performance metrics on the team’s work so far.
D. Perform Quality Assurance.
when you get a call that some features they were expecting
are missing. What’s the first thing you should do?
A. Get your team together and reprimand them for building a product
that doesn’t meet user expectations.
B. Tell the client that the product passed all of your internal quality
inspections and scope verification processes, so it must be fine.
C. Tell the team to start building the missing features into the product
right away.
D. Call a meeting with the client to understand exactly what is
unacceptable in the product and try to figure out what went wrong
along the way.
Exam Questions
QWhich of the following BEST describes the main purpose of the
project charter?
A. It authorizes the project manager to work on the project.
B. It identifies the sponsor and describes his or her role on the project.
C. It contains a list of all activities to be performed.
Management plan?
A. Collection of subsidiary plans
B. Formal, written communication
C. A bar chart that shows the order of tasks and their resource
assignments
Exam Questions
QYou are a project manager for a software project. Your team buys a
component for a web page, but they run into defects when they use it.
Those defects slow your progress down considerably. Fixing the bugs in
the component will double your development schedule, and building
your own component will take even longer. You work with your team to
evaluate the cost and impact of all of your options and recommend
hiring developers at the company that built the component to help you
address problems in it. That will cost more, but it will reduce your delay
by a month. What is your next step?
A. Fix the component.
B. Write up the change request and take it to the change control board.
C. Start Plan Procurements so you can get the contract ready for the
vendor.
your project plan.
A. Assumptions
B. Constraints
C. Requirements
5. Project Scope Management
5includes the processes required to ensure
that the project includes all the work
required, and only the work required, to
complete the project successfully.
Knowledg e Areas
Project Management Process Groups Initiatin g Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope Scope Management
Product
Scope
Specs and Properties of
the required Product
Final Product Should be
Compared with Product
Requirements (5.2)
Project Scope
It is the work required
to get the product
Final Result should be
compared with Project
5. Project Scope Management
5Scope Change
Controlled
Uncontrolled
(Gold Plating)
(Scope Creep)
Inputs
.1 Project
management plan
.2 Project charter
.3 Enterprise
environmental
factors
.4 Organizational
process assets
Tools &
Techniques
.1 Expert judgment
.2 Meetings
Outputs
.1 Scope
management plan
.2 Requirements
management plan
5. Project Scope Management
55.1 Plan Scope Management
5.1.3 Plan Scope Management: Outputs
5.1.3.1 Scope Management Plan
A plan to define how the Scope will be defined, Managed,
Controlled and Checked.
5.1.3.2 Requirements Management Plan
A plan to define how the requirements will be analyzed,
documented and managed.
The Process of collect, document and
manage stakeholders requirements to
achieve project objectives.
Project Success Depend on how much
stakeholder involve in collect and
document requirements process
5.2 Collect
Requirement
5. Project Scope Management
55.2 Collect Requirements
Inputs
.1 Scope management plan.2 Requirements management plan
.3 Stakeholder management plan
.4 Project charter .5 Stakeholder register
Tools &
Techniques
.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 .9 Benchmarking .10 Context diagrams .11 Document analysis
Outputs
.1 Requirements documentationBusiness
Requirement
s
Stakeholder
Requirement
s
Solution
Requirement
s
Transition
Requirement
s
(Training)
Project
Requirement
s
Quality
Requirement
s
5. Project Scope Management
55.2 Collect Requirements
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.2 Focus Groups
Arranged meetings between the prequalified stakeholders
and subject matter experts to get their ideas about the
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.3 Facilitated Workshops
•
Workshop between The Key Stakeholders
•
It increases trust between Stakeholders
•
One example is Joint Application Design (JAD) in software field
•
Other example is Quality Function Development QFD in industries
•
QFD Start with collecting customer need which known as Voice of
Customer VOC.
5. Project Scope Management
55.2 Collect Requirements
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.4 Group Creativity Techniques
•
Brainstorming
•
Nominal Group Technique: same as brainstorming but with vote
•
Idea/Mind Mapping: put all the ideas in one map
•
Affinity Diagram: put similar ideas in groups
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.5 Group Decision Making Techniques
• Unanimity (All)
• Majority (More than 50%)
• Plurality (Most of, Less than 50%)
• Dictatorship
5.2.2.6 Questionnaires and Surveys
When trying to get requirements from wild audience, or several
places.
5. Project Scope Management
55.2 Collect Requirements
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.7 Observations
• Known as Job Shadowing
• Check how experts do the work
• Used when it is hard to get the requirements
5.2.2.8 Prototypes
• To get early feedback on requirements and Model of the product.
• Type of Risk Avoidance
5.2.2 Collect Requirements: Tools and Techniques
5.2.2.9 Benchmarking
• Compare current practice with Best Practice
5.2.2.10 Context Diagrams
• Chart that show the whole process
5.2.2.11 Document Analysis
• We can get requirements by analyzing some documents like
business plans, market conditions, agreements, request for
proposal…
5. Project Scope Management
55.2 Collect Requirements
5.2.3 Collect Requirements: Outputs
5.2.3.1 Requirements Documentation
Requirements Have to be:
1. Unambiguous (measurable and testable)
2. Traceable
3. Complete
4. Consistent
5.2.3 Collect Requirements: Outputs
5.2.3.2 Requirements Traceability Matrix
• It link Requirements with Deliverables, and Reduce Gold plating
• The benefit of it is to insure that each requirement add business
value
5. Project Scope Management
5the process of developing a detailed
description of the project and product.
Not all requirements will be in the scope
of works, here we define which
requirements should be included.
5.3 Define
Scope
Inputs
.1 Scope
management plan
.2 Project charter
.3 Requirements
documentation
.4 Organizational
process assets
Tools &
Techniques
.1 Expert judgment
.2 Product analysis
.3 Alternatives
generation
.4 Facilitated
workshops
Outputs
.1 Project scope
statement
.2 Project
documents updates
5. Project Scope Management
55.3 Define Scope
5.3.2 Define Scope: Tools and Techniques
5.3.2.2 Product Analysis
• It is used when the project is created to make a product only
• To get the product, there are several ways, analyzing the product
help to define them
5.3.2.3 Alternatives Generation
5.3.3 Define Scope: Outputs
5.3.3.1 Project Scope Statement
It is progressively elaborated, and contains:
• Product Scope Description
• Acceptance Criteria
• Deliverables list
• Project Exclusion (what is excluded)
• Constraints
5. Project Scope Management
5the process of subdividing project
deliverables and project work into
smaller, more manageable
components.
The project decomposed into work packages, each one
represent the lowest level that work can be managed,
estimate, and controlled.
5.4 Create
WBS
Inputs
.1 Scope management plan
.2 Project scope statement .3 Requirements documentation .4 Enterprise environmental factors .5 Organizational process assets
Tools &
Techniques
.1 Decomposition .2 Expert judgmentOutputs
.1 Scope baseline .2 Project documents updates5. Project Scope Management
55.4 Create WBS
5.4.2 Create WBS: Tools and Techniques
5.4.2.1 Decomposition
• Subdividing Scope intro smaller components
• It is progressively elaborated, and this known as Rolling
Wave Planning
• Level of decomposition depend on the project complexity
• Decomposition can be by Stage or Deliverable
5.4.3 Create WBS: Outputs 5.4.3.1 Scope Baseline WBS Dictionary
WBS
Scope Statemen t ScopeBaseline
5. Project Scope Management
55.4 Create WBS
5.4.3 Create WBS: Outputs
5.4.3.1 Scope Baseline
WBS Dictionary includes details about each WBS like:
• WBS Accounts Code
• Work Description
• Constraints and Assumptions
• Entity in charge
• Internal Activities
the process of formalizing acceptance
of the completed project deliverables.
5.5
Validate
5. Project Scope Management
5 5.5 Validate ScopeInputs
.1 Project management plan .2 Requirements documentation .3 Requirements traceability matrix .4 Verified deliverables.5 Work performance data
Tools &
Techniques
.1 Inspection .2 Group decision-making techniquesOutputs
.1 Accepted deliverables .2 Change requests .3 Work performance information .4 Project documents updates5.5.3 Validate Scope: Outputs
5.5.3.1 Accepted Deliverables
Control
Quality
Deliverabl
e
DeliverableVerifiedValidate
Scope
Close
Project /
Phase
Accepted Deliverable
5. Project Scope Management
5the process of monitoring the status of
the project and product scope and
managing changes to the scope
baseline.
Scope Creep: the additional work added to scope
without consideration for time or cost or resources.
5.6 Control
Scope
Inputs
.1 Project management plan .2 Requirements documentation .3 Requirements traceability matrix .4 Work performance data.5 Organizational process assets
Tools &
Techniques
.1 Variance analysisOutputs
.1 Work performance information .2 Change requests .3 Project management plan updates .4 Project documents updates .5 Organizational process assets updatesExam Questions
QWhich of the following best describes decomposition?
A. Waiting for a task to expire so that it can break down into smaller
tasks
B. Taking a deliverable and breaking it down into the smaller work
Packages so that it can be organized and planned
C. Categorizing work packages
just finished defining the scope for the project and is creating
the WBS. He goes to his organizational process asset library
and finds a WBS from a past project to use as a jumping-off
point. Which of the following describes the asset that Tom is
using?
A. Decomposition
B. Delphi technique
C. Brainstorming
Exam Questions
QWhich of the following is the correct order of the Monitoring
and Controlling processes for Scope Management?
A. First Validate Scope, then Control Scope.
B. First Control Scope, then Validate Scope.
C. Both happen simultaneously.
newly implemented functionality, your team shows you a new
feature that they have added to help make the workflow in the
product easier for your client. The client didn’t ask for the
feature, but it does look like it will make the product easier to
use. The team developed it on their own time because they
wanted to make the client happy. You know this change would
never have made it through change control. What is this an
example of?
A. Gold plating
B. Scope creep
C. Alternatives analysis
D. Schedule variance
Exam Questions
QYou are developing the project scope statement for a new
project. Which of the following is NOT part of creating a
project scope statement?
A. Validate Scope
B. Using the project charter
C. Alternatives identification
D. Obtaining plan approval
A. The Scope Management plan, the project scope statement, and the
WBS
B. The Scope Management plan, requirements documents, and the
WBS
C. The Scope Management plan, the WBS, and the WBS dictionary
D. The project scope statement, the WBS, and the WBS dictionary
Exam Questions
QYou are the project manager on a construction project. As
you’re planning out the work your team will do, you divide up
all of the work into work packages and create a WBS that
shows how they fit into categories. For each one of the work
packages, you write down details such as initial estimates and
information about what account it should be billed against.
Where do you store all of that information?
A. Scope Management plan
B. WBS
C. WBS dictionary
includes the processes required to
manage the timely completion of the
project.
Knowledg e Areas
Project Management Process Groups Initiati ng Process Group Planning Process Group Executin g Process Group Monitoring and Controlling Process Group Closing Process Group 6. Project Time Management
6.1 Plan Schedule Management 6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule
6.7 Control Schedule
Time Management
6. Project Time Management
66.1 Plan Schedule Management
Inputs
.1 Project
management plan
.2 Project charter
.3 Enterprise
environmental
factors
.4 Organizational
process assets
Tools &
Techniques
.1 Expert judgment
.2 Analytical
techniques
.3 Meetings
Outputs
.1 Schedule
management plan
6.1.3 Plan Schedule Management: Outputs
6.1.3.1 Schedule Management Plan
• Methodology and tool of developing project schedule
• Accuracy level of estimating
• Units (days, months?) and Calendars
• Updating Schedule procedures
• Control Thresholds
• Performance measurement rules (like EVM)
• Reports samples
6. Project Time Management
6 6.2 Define ActivitiesInputs
.1 Schedule
management plan
.2 Scope baseline
.3 Enterprise
environmental
factors
.4 Organizational
process assets
Tools &
Techniques
.1 Decomposition
.2 Rolling wave
planning
.3 Expert judgment
Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
6.2.2 Define Activities: Tools and Techniques
6.2.2.2 Rolling Wave Planning
Iterative planning technique in which the work to be
accomplished in the near term is planned in detail, while
the work in the future is planned at a higher level.
6. Project Time Management
66.2 Define Activities
6.2.3 Define Activities: Outputs
6.2.3.2 Activity Attributes
Other attributes to be added to activity list like:
•
Activity ID
•
WBS ID
•
Activity Start and End Dates
•
Successor and Predecessor
•
Resources requirements
Inputs
.1 Schedule management plan .2 Activity list
.3 Activity attributes .4 Milestone list
.5 Project scope statement .6 Enterprise environmental
factors
.7 Organizational process assets
Tools &
Techniques
.1 Precedence diagramming method (PDM)
.2 Dependency determination
.3 Leads and lags
Outputs
.1 Project schedule network diagrams
6. Project Time Management
66.3 Sequence Activities
6.3.2 Sequence Activities: Tools and Techniques
6.3.2.1 Precedence Diagramming Method (PDM)
One way to show it is AON (Activity on Node)
The Activity on node, and the relationship on Arrow
It has 4 types of relationships:
FS,FF,SS,SF
6.3.2 Sequence Activities: Tools and Techniques 6.3.2.2 Dependency Determination
Mandatory
Dependencies
Hard Logic Contractually or legally requiredInherent in the nature of work
Has Physical limits It is not Constraints
Discretionary
Dependencies
Soft Logic Best Practice DocumentedExternal
Dependencies
Out of Project team control
Internal
Dependencies
Under project team control
6. Project Time Management
66.3 Sequence Activities
6.3.2 Sequence Activities: Tools and Techniques
6.3.3 Sequence Activities: Outputs
6.3.3.1 Project Schedule Network Diagrams
