PMP Certificate Exam preparation
Lecture Delivered By:
Taher A. Abdel-Aziz,
PMP Certification Exam Preparation Course
Course Outlines
Course Audience: Personnel involved with managing any project in any
sector
Course Duration: 5 days 7H/Day
What will you learn?
You will learn:
Reduce study and preparation time by focusing on
exam topics
Develop a personal study plan and evaluate progress
Utilize useful tips and techniques in answering the
exam questions
Understand the PM terminology which is used by
PMPs
Course Topics:
Project Management Framework
Definitions (Project/ Project Management/
Stakeholders/ Triple constraints)
Project Life Cycle
Forms of Organizations
Project Office
Project Management Processes
Project Management Knowledge Areas
Related Endeavors
Related Management Disciplines
Summary and Review Questions
Project Integration Management
Develop Project Charter
Develop Preliminary Project Scope Statement
Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Integrated Change Control
Project Scope Management
Scope Planning
Scope Definition
Create WBS
Scope Verification
Scope Control
Project Time Management
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Project Cost Management
Cost Estimating
Cost Budgeting
Cost Control
Project Quality Management
Quality Planning
Perform Quality Assurance
Perform Quality Control
Project Human Resources Management
Human Resource Planning
Acquire Project Team
Develop Project Team
Manage Project Team
Project Communication Management
Communications Planning
Project Risk Management
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Project Procurement Management
Plan Purchases and Acquisitions
Plan Contracting
Request Seller Responses
Select Sellers
Contract Administration
Contract Closure
Project Stakeholder Management
Identify Stakeholders
Manage Stakeholders Expectations
Professional Responsibility of the Project Managers
Concept of Professional Responsibility
What does the professional responsibility mean?
Categories of Professional Responsibility
Responsibilities to the Profession
Responsibilities to Customers and the Public
Questions & answers
Studying for Taking the Exam
Nature of the Exam
What to study and how to study it
How to answer the questions
Contact us
VBS MENA
Address: 20 Nasr St., New Maadi, Cairo, Egypt
Telephone: + 20 251 68 068
Fax: +20 251 68 069
Yoursuccesscompass
Info@vbs‐mena.com
Lecture Delivered By:
Taher A. Abdel‐Aziz, PMP, RMP, PMOC, IPMA‐C, PMCE, Arbitrator
Tell
us
about
yourself
•
Who are you?•
What industry do you work in?•
What are your current roles & responsibilities?•
What project(s), if any, are you currently working on?Your success compass
3
PM Standards
• Project Management Institute (PMI®)
• Project Management Body Of Knowledge “PMBOK ® Guide”
– Issued by the PMI®
– The reference to PM practices
• PMI® Certifications:
– Project Management Professional (PMP)®
– Certified Associate Project Manager (CAPM)®
– Program Management Professional (PgMP)®
– PMI® Scheduling Professional (PMI–SP)®
– PMI® Risk Management Professional (PMI–RMP)®
– PMI Agile Certified Practitioner (PMI-ACP)® – OPM3® Professional Certification
PMBOK ® Guide 5
thProject Management Body of Knowledge
A GUIDE to the generally accepted body of knowledge that defines project management
Provides a common language
Serves as a reference resource
Recognized as a standard
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What is a Project?
•
A temporary
endeavor undertaken to produce
a
unique
product, services or result.
•
Its plan is usually
progressively elaborated
.
Rolling wave planning
•
Process groups may overlap and cross phases.
•
If a project is broken down into several phases (e.g.
design, implementation etc.), then the process groups will
occur in each of the phases .
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Projects and Operations
Similarities between Operations and Projects
• Performed by people
• Constrained by limited resources
• Planned executed and controlled
Differences between Operations and Project
• Operations do not have any timelines. Projects are temporary and have finite time duration.
• Objective of Operations is usually to sustain the business. Objective of a project is to attain the objective and close the project.
Project Management Context
• Project management exists in a broader context that
includes:
‒ Program management ‒ Portfolio management ‒ Project management office
• Frequently, there is a hierarchy of:
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[email protected] Portfolio
Project Management Context
Programs
Projects
Projects
Related work Sub-projects
Subprojects
• Projects are divided into more manageable components or subprojects
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Programs
• Group of projects managed in a coordinated way to obtain benefits not available from managing them individually, in order to gain efficiencies on cost, time, technology, etc.
• A combination of related projects and includes associated operational work which is not done as part of the individual projects
• Developing several common components only once and leveraging them across all of the projects that use those components.
Program Management
• Provides a holistic view of several related projects which, if done together, will achieve more substantial results than an individual project
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Portfolio Management
• Portfolio is the collection of projects or programs and associated operational work
• Portfolio Management is the selection and support of projects or program investments.
• Portfolio Management is important because :
–
It satisfies the strategic business objectives–
Helps in selecting of appropriate projects and programs to maximize the value of the portfolioYour success compass
Project Management Office (PMO) 1/3
• An organizational unit to centralize and manage a program
• Called Program Management Office, Project Office or Program Office
• Project team members will report directly to the project manager or, if shared, to the PMO.
• The project manager reports directly to the PMO.
• The PMO directly reports to the CEO.
Project Management Office (PMO) 2/3
• Identification and development of project management methodology, best practices and standards
• Clearing house and management for project policies, procedures, templates and other shared documentation
• Centralized configuration management for all projects administered by the PMO
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Project Management Office (PMO) 3/3
• Central coordination for communication management across projects
• A mentoring platform for project managers
• Central monitoring of all project timelines and budgets, usually at the enterprise level
• Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization
Strategic Planning
• Strategic planning is a practice by which a company looks into the future for products or services it must have, typically three to five years in the future.
• Projects are the tools that the company will use to implement these strategic goals, because the operations of the company typically
encompass the day-to-day (repeatable) activities. Thus, when the strategic goals are complete, they roll into the operations of the company.
• Projects can be initiated as a result of market demand, legal needs, technology updates, and customer or organizational needs.
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2. Project Life Cycle & Organization
Knowledge Areas
1. Integration management (4) 2. Scope management (5) 3. Time management (6) 4. Cost management (7) 5. Quality management (8) 6. HR management (9)
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Process Groups
1. Initiation
2. Planning
3. Execution
4. Monitoring and Control
5. Closing
Process Groups
• Project management processes are mapped onto the lifecycle and organized into groups:
Initiating processes: recognizing that a project or phase should begin and committing to do so.
Planning processes: devising and maintaining a workable scheme. Executing processes: coordinating resources to carry out the plan.
Monitoring and Controlling processes: ensuring that project objectives are met.
Closing processes: formalizing acceptance and bringing it to an orderly end.
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KA’s & Process Group
Process Interactions
ProjectManagement Process Groups are linked by the objectives they produce, with the results or outcomes of one generally becoming an input to another or is a deliverable of the project
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Project Phase
• Project phase: “A collection of logically related project
activities usually culminating in the completion and approval of a major deliverable.”
Multi Phase Project
Life Cycle
Phase Phase Phase Phase
Project Process Group Monitoring & Controlling Processes Planning Processes Executing Processes Closing processes Initiating processes Planning Processes Executing Processes Initiating processe s Initiating processe s Monitoring &
Controlling Processes Controlling ProcessesMonitoring &
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Phase Reviews
Proposal Preparation
Requirements Analysis
General Design
Detailed Design
Code and Debug
Requirements Review
General Design Review
Detailed Design Review
Unit Test
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Project Lifecycle, PM Lifecycle
• Project life cycle: “Collectively the project phases are known
as the project life cycle.” Project life cycle includes all the phases required for a project – defines the beginning and end of a project.
‒ What you need to do to DO the work ‒ It varies by industry and type of project
• Project management life cycle: describes what is required to
manage the project and follows PMI®’s process groups (i.e. Initiating, planning, execution, control and closeout).
More than 20 questions in PMP® exam related to PM life cycle
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Life Cycle Interaction
Project Life Cycle – features 1/5
• Defines the beginning and end of the project
• Includes the transitional activities at beginning and end of the project (provides link with ongoing operations of the performing organization).
• Define technical work and resources involved in each phase.
• When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified and validated?
• How to control and approve each phase ?
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Project Life Cycle – features 2/5
Start of project End of project
Factors that increase with project duration, then decrease sharply when project nears completion:
• Cost of project
• Staffing Levels
Project Duration
Project Life Cycle – features 3/5
Factors increasing with project duration:
• Probability of successfully completing project
• Cost of changes
• Cost of Error Correction
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Project Life Cycle – features 4/5
Project Duration
Factors decreasing with project duration:
• Uncertainty/Risks about the project
• Ability of stakeholders to influence final characteristics of project’s product
• Ability of stakeholders to influence final cost of project’s product
Start of project End of project
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Product Life Cycle
• The cycle of a product’s life from conception to withdrawal.
• The natural grouping of ideas, decisions, and actions into product phases, from product conception to operations to product phase-out.
• Undertaken to launch a new product – a product life cycle may have several projects (and hence multiple project life cycles) e.g. a project undertaken to bring a new desktop computer to market is only one phase in the product life cycle.
Product / Project Life Cycles
INITIAL INTERMEDIATE FINAL
Project Life Cycle Product O pe ra ti o ns D iv es tm en t Upgrade IDE A Business Plan Product Life Cycle
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Project Management System
• The Project Management System is a set of procedures, tools and techniques, processes, and methodologies that an individual Project Manager, PMO, or company can use to manage projects.
• This system can be formal or informal in nature.
• Typically, it is supported by the Project Management Plan as the work on the project is executed.
Project Methodology
• A methodology is a system of practices, techniques,
procedures, and rules used by those who work in a discipline.
• PMI® does not define what phases you should use on your project.
• The PMBOK ® Guide does not describe a project
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Stakeholders 2/3
Stakeholders 3/3
It is important to
• Indentify all stakeholders
• Determine all of their requirements
• Determine all of their expectations
• Communicate with them
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Types of Organizations
• Functional
• Project Based
• Weak Matrix
• Balanced
• Strong Matrix
• Projectized
• Composite
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Functional Organization
•Potential Advantages
– Clear reporting relationships
– Highly specialized expertise
– Homogeneous group
– Drive for technical excellence
•Potential Disadvantages
– Project boundaries limited to discipline
– Barrier to customer influence and satisfaction
– Employee development opportunities limited
– Project manager dependent on personal influence
– Hierarchical decision and communication processes
– Overwork technical issues versus build to standard
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Projectized Organization
–Strong project manager role
–Full-time administrative staff
–Clear accountability
–Fosters co-location
–Improved focus
–Cost and performance tracking
–Decision-making
–Customer relationships
–Common processes
–Lessening of employee’s “profession” identity
–Reduced focus on technical competence
–Leadership by the non-technically skilled
–Focus on administrative work versus technical
–Devaluing of functional managers
–Process versus deliverable emphasis
Advantages
Disadvantages
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Comparison of Functional vs. Projectized Organization Structures
Functional Projectized
Project Manager's authority Virtually none High to almost total
Ability to get resources for project
Very difficult, because resources work
in specific functional areas Easier to get resources
Reporting hierarchy Resources report to functional manager Resources report to Project Manager
Dedication to the project Low High
Performance Evaluation Done by Functional Manager Done by Project Manager
Home for the resource after project completed
Available, resources go back to
functional Departments No home after project completed
Specialized skills
Well developed, because resources place more emphasis on functional skill set compared to project
Not as well developed, team members need to pay more emphasis to projects and not to develop functional skill sets
Efficiency of resource
allocation Efficient allocation of resources
More inefficient - Duplication of job functions
Career paths Well defined - along functional specialization
Dependent of type of project, no well defined career path
Roles & Responsibilities
• Project Manager
• Project Coordinator
• Project Expediter
• Functional Manager
• Senior Management
• Sponsor
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Roles: Project Manager
• The person ultimately responsible for the outcome of the project – deliverables
• Not required to be a technical expert
• Formally empowered to use organizational resources in control of the project
• Authorized to make decisions and spend the project's budget
• Found in a matrix or projectized organization. If they do exist in a functional organization, they will often be only part-time and will have significantly less authority than project managers in other types of organizations.
PM Key General Management Skills
• Leading
• Communicating
• Negotiating
• Problem Solving
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Roles: Project Coordinator
• In some organizations, project managers do not exist; instead, they use the role of a project coordinator.
• Weaker than a project manager. This person may not be allowed to make budget decisions or overall project decisions, but they may have some authority to reassign resources.
• Acts as the communications link to Senior Management and have some limited decision-making abilities.
• Found in weak matrix or functional organizations
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Roles: Project Expediter
• The weakest of the three project management roles
• Staff assistant who has little or no formal authority
• This person reports to the executive who ultimately has responsibility for the project
• Performs activities such as verifying that some assignment is complete, checking on the status of some undertaking, and communicating the information to senior management
• Usually found in a functional organization - may be only part-time in many organizations
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Roles: Functional Manager
• Departmental manager such as the manager of engineering, director of marketing or information technology manager.
• Usually "owns" the resources that are loaned to the project, and has human resources responsibilities for them.
• May be asked to approve the overall project plan.
• Functional managers can be a rich source of expertise and information available to the project manager and can make a valuable contribution to the project.
• Typically, you see this role conflicting with the Project Manager and direction of the project.
Roles: Senior Management
• Role on the project is to help prioritize projects and make sure the project manager has the proper authority and access to resources.
• Issues strategic plans and goals and makes sure that the company's projects are aligned with them.
• May be called upon to resolve conflicts within the
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Roles: Sponsor
• The person paying for the project.
• May be internal or external to the company. • Called the project champion.
• The sponsor and the customer may be the same person, although the usual distinction is that the sponsor is internal to the performing organization and the customer is external.
• May provide valuable input on the project, such as due dates and other milestones, important product features, and constraints and assumptions. • If a serious conflict arises between the project manager and the customer,
the sponsor may be called in to help work with the customer and resolve the dispute.
Roles: Project Team Members (Project Staff)
• The people who actually do the work that goes toward meeting the scope of the project.
• Can be analysts, programmers, technical writers, construction personnel, testers, etc.
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3. Project Management Processes
Process Groups
1. Initiation
2. Planning
3. Execution
4. Monitoring and Control
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Knowledge Areas
1. Integration management (4) 2. Scope management (5) 3. Time management (6) 4. Cost management (7) 5. Quality management (8) 6. HR management (9)
7. Communication management (10) 8. Risk management (11)
9. Procurement management (12) 10.Stakeholder management (13)
PM Processes Groups
Initiating
Processes Processes Planning
Controlling Processes
Executing Processes
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Initiating Process Group
• The Initiating Process Group consists of the processes that facilitate the formal authorization to start a new project or a project phase.
• The Initiating Process Group starts a project or project phase, and the output defines the project’s purpose,
identifies objectives, and authorizes the project manager to start the project.
Involving Stakeholders in
the Initiating Processes
• Initiating processes are often done external to the project’s scope of control by the organization or by program or portfolio processes, which may blur (hazy) the project boundaries for the initial project inputs.
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Planning Process Group
• The project management team uses the Planning Process Group to plan and manage a successful project for the organization.
• The planning processes develop the project management plan.
• These processes also identify, define, and mature the project scope, project cost, and schedule the project activities that occur within the project.
• As new project information is discovered, additional dependencies, requirements, risks, opportunities, assumptions, and constraints will be identified or resolved.
Executing Process Group
• This Group consists of the processes used to complete the work defined in the project management plan to accomplish the project’s requirements.
• It involves coordinating people and resources, as well as integrating and performing the activities of the project
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Monitoring & Controlling Process Group 1/2
• This Group consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project.
• The key benefit of this Process Group is that project
performance is observed and measured regularly to identify variances from the project management plan. It also includes controlling changes and recommending preventive action in anticipation of possible problems.
Monitoring & Controlling Process Group 2/2
• The continuous monitoring provides the project team insight into the health of the project and highlights any areas that require additional attention.
• It should not only monitor and control the work being done within a Process Group, but also monitors and controls the entire project effort. In multi-phase projects,
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Closing Process Group
• This Group includes the processes used to formally terminate all activities of a project or a project phase, hand off the completed product to others or close a cancelled project.
• This Process Group, when completed, verifies that the defined processes are completed within all the Process Groups to close the project or a project phase, as appropriate, and formally establishes that the project or project phase is finished.
ProjectManagement Process Groups are linked by the objectives they produce, with the results or outcomes of one generally becoming an input to another or is a deliverable of the project
A process is “a series of actions bringing about a result”
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Common Inputs:
Enterprise environmental Factors
• Appears as an input into most planning processes.
• Can be anything external to your project that affects your project.
• The things that impact your project that are not part of the project itself, such as:
‒ Company's organizational structure ‒ Organization's values and work ethic
‒ Government standards, laws and regulations where the work is being performed or where the product will be used
‒ The characteristics of project's stakeholders (their expectations and willingness to accept risk)
‒ The overall state of the marketplace for the project ‒ Business infrastructure systems
‒ Personnel policies
‒ PMIS (Project Management Information Systems)
Common Inputs:
Organizational Process Assets 1/2
• Information, tools, documents, or knowledge your organization possess that can help you plan for your project:
‒ The project plan from a previous, similar project performed by your organization
‒ Company policy: adds structure and lets you know the limits your project can safely operate within, so you do not have to waste time or resources discovering these on your own.
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Common Inputs:
Organizational Process Assets 2/2
– Templates for common project documents
– Examples from a previous project plan
– Software tools
– Databases of project information: Project files and records
– Historical information
– Lessons learned
– Process definitions
– Organization communication needs
– Criteria to complete (close)
– Financial infrastructure
– Issue management
– Change control processes
– Risk management
– Work authorization
– The corporate knowledge base
– Process data
– Configuration management
– Organizational policies, procedures, and guidelines for any area (risk, financial, reporting, change control, etc)
Examples
:
Common Inputs:
Project Management Plan 1/2
• The most important document for a project
• The culmination of all the planning processes.
• A single approved document that guides execution, monitoring and control, and closure.
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Differentiation Between the Project
Management Plan and Project Documents
Project Documents Project Management Plan
Project staff assignments Activity attributes
Change management plan
Project statement of work Activity cost estimates
Communications management plan
Quality checklists Activity duration estimates
Configuration management plan
Quality control measurements Activity list
Cost baseline
Quality metrics Activity resource requirements
Cost management plan
Requirements documentation Agreements
Human resource management plan
Requirements traceability matrix Basis of estimates
Process improvement plan
Resource breakdown structure Change log
Procurement management plan
Resource calendars Change requests
Scope baseline:
•Project scope statement
•WBS
•WBS dictionary
Risk register Forecasts
•Cost forecast
•Schedule forecast Quality management plan
Schedule data Issue log
Requirement management plan
Seller proposals Milestone list
Risk management plan
Source selection criteria Procurement documents
Schedule baseline
Stakeholder register Procurement statement of work
Schedule management plan
Team performance assessments Project calendars
Scope management plan
Work performance data Work performance information Work performance reports Project charter
Project funding requirements Project schedule
Project schedule network diagrams Stakeholder management plan
Common Inputs:
Project Management Plan 2/2
•Project scope management plan
•Schedule management plan
•The schedule baseline
•The resource calendar
•Cost management plan
•The cost baseline
•Quality management plan
•The quality baseline
•Process improvement plan
•Staffing management plan
•Communications management plan
•Risk management plan
•The risk register
•Procurement management plan
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Common Inputs:
Approved Change Requests
• These are only requests until they are approved.
• If a change is requested, then the change is processed according to the integrated change control system. This will ensure that the change request is properly understood and considered and that the right individuals or departments are involved before approving or rejecting it.
• Used as an input into many processes to make sure that the change gets executed and is properly managed and controlled.
• Examples: You may receive a change request to add functionality to a computer application, to remove part of a building, or to change materials.
Common Tools:
Expert Judgment
• Can be used whenever the project team and the project manager do not have sufficient expertise.
• Experts come from inside the organization or outside, can be paid consultants or offer free advice.
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Common Tools: Project Management
Methodology 1/2
• The PMBOK ® Guide does not describe a methodology.
• The PMBOK ® Guide describes 47 processes used to manage a project, which are used by an organization's project management methodology, but they are not the methodology.
• Different organizations will employ different project management methodologies, while they will all adhere to the 47 processes.
Common Tools: Project Management
Methodology 2/2
Example:
Consider the analogy of two baseball teams.
The Atlanta Braves and the New York Mets both have the same set of rules when they play, but they have very different strategies of how they will capitalize on those strengths and use those rules to their advantages.
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Common Tools: Project Management
Information System (PMIS)
• The system that helps you produce and keep track of the documents and deliverables.
• Example: a PMIS might help your organization produce the project charter by having you fill in a few fields on a computer screen. It might then generate the project charter and set up a project billing code with accounting.
• While the PMIS usually consists primarily of software, it will often interface with manual systems.
• PMIS will contain the configuration management system, which also contains the change control system
Common Outputs:
Updates (All Categories)
• Updates to just about every kind of plan come out of planning, executing, and monitoring and controlling processes.
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Project Information
• Throughout the life cycle of the project, a significant amount of data and information is collected, analyzed, transformed, and distributed in various formats to project team members and other stakeholders.
• Project data are collected as a result of various Executing processes and are shared within the project team. The collected data are analyzed in context, and aggregated and transformed to become project information during various Controlling processes.
• The information may then be communicated verbally or stored and distributed as reports in various formats.
• The project data are continuously collected and analyzed during the dynamic context of the project execution. As a result, the terms data and information are often used interchangeably in practice.
• The indiscriminate use of these terms can lead to confusion and misunderstandings by the various project stakeholders. The following guidelines help minimize miscommunication and help the project team use appropriate terminology:
Project Information
Work performance data
• Work performance data : the raw observations and
measurements identified during activities performed to carry out the project work.
• Examples include reported percent of work physically
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Project Information
Work performance information
• Work performance information : the performance data
collected from various controlling processes, analyzed in context and integrated based on relationships across areas.
• Examples of performance information are status of
deliverables, implementation status for change requests, and forecasted estimates to complete.
Project Information
Work performance reports
• Work performance reports: the physical or electronic
representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness.
• Examples include status reports, memos, justifications,
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4. Project Integration Management
Integration Management
Initiation Planning Executing Monitoring & Controlling
Closing
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
4.6 CLOSE PROJECT
OR PHASE
4.5 PERFORM INTEGRATED
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4.1 DEVELOP PROJECT CHARTER
INPUTS
Project statement of work
Business case
Agreements
Enterprise environmental factors
Organizational process assets
OUTPUTS
Project charter
TOOLS & TECHNIQUES
Expert judgement Facilitation techniques
• Develop Project Charter is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
• The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
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• The project charter documents the business needs, current understanding of the customer’s needs, and the new product, service, or result that it is intended to satisfy, such as:
– 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, and
– Name and authority of the sponsor or other person(s) authorizing the project charter.
4.1 OUTPUTS - 1. Project Charter
4.1 INPUTS – 1. Project Statement of Work
• The statement of work (SOW) is a narrative description of products or services to be delivered by the project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, SOW can be received from the customer as part of a bid document, for example, request for proposal, request for information, request for bid, or as part of a contract.
– Business need. An organization’s business need may be based on a market demand,technological advance, legal requirement, or government regulation.
– Product scope description. This documents the characteristics of the product that the Project will be undertaken to create. The description should also document the relationship between the products or services being created and the business need that the project will address.
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4.1 INPUTS – 2. Business Case 1/2
• The business case or similar document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment.
• Typically business need and cost benefit analysis are contained in the business case to justify the project.
• The requesting organization or customer, in the case of external projects, may write the business case. The business case is created as a result of one or more of the following:
– Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages),
– Organizational need (e.g., a training company authorizing a project to create a new course to increase its revenues),
– Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new industrial park),
– Technological advance (e.g., an electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop after advances in computer memory and electronics technology),
4.1 INPUTS – 2. Business Case 2/2
• Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic materials),
• Ecological impacts (e.g., a company undertakes a project to lessen its environmental impact),
or
• Social need (e.g., a non-governmental organization in a developing country authorizing a project to provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
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4.1 INPUTS – 3. Agreements
• A contract is an input if the project is being done for an external customer.
4.1 INPUTS –
4. Enterprise Environmental Factors
• The enterprise environmental factors that can influence the Develop Project Charter process include, but are not limited to:
– Governmental or industry standards,
– Organization infrastructure, and
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4.1 INPUTS –
5. Organizational Process Assets
• The organizational process assets that can influence the Develop Project Charter process include, but are not limited to:
– Organizational standard processes, policies, and standardized process definitions for use in the organization;
– Templates (e.g., project charter template); and
– Historical information and lessons learned knowledge base.
4.1 TOOLS & TECHNIQUES –
1. Expert Judgment
• Expert judgment is often used to assess the inputs used to develop the project charter. Such judgment and expertise is applied to any technical and management details during this process.
• Such expertise is provided by any group or individual with specialized knowledge or training, and is available from many sources, including:
– Other units within the organization,
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
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4.1 TOOLS & TECHNIQUES –
2. Facilitation Techniques
• Facilitation techniques have broad application within project management processes and guide the development of the project charter.
• Brainstorming, conflict resolution, problem solving, and meeting management are examples of key techniques used by facilitators to help teams and individuals accomplish project activities.
4.2 DEVELOP PROJECT MANAGEMENT PLAN
INPUTS
Project charter
Outputs from other processes
Enterprise environmental factors
Organizational process assets
OUTPUTS
Project management planTOOLS & TECHNIQUES
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4.2 DEVELOP PROJECT MANAGEMENT PLAN
• It is 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.
• The project management plan defines how the project is executed, monitored and controlled, and closed.
• The project management plan’s content varies depending upon the application area and complexity of the project.
• It is developed through a series of integrated processes extending through project closure.
• This process results in a project management plan that is progressively elaborated by updates, and controlled and approved through the Perform Integrated Change Control (Section 4.5) process.
4.2 INPUTS –
1. Outputs From other processes
• Outputs from many of the other processes described in Chapters 5 through 13 are integrated to create the project management plan.
• Any baselines and subsidiary management plans that are an output from other planning processes are inputs to this process.
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4.2 INPUTS –
2. Organizational Process Assets 1/2
• The organizational process assets that can influence the Develop Project Management Plan process include, but are not limited to:
– Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement criteria,
– Project management plan template—Elements of the project management plan that may be updated include, but are not limited to:
• Guidelines and criteria for tailoring the organization’s set of standard processes to satisfy the specific needs of the project, and
• Project closure guidelines or requirements like the product validation and acceptance criteria,
4.2 INPUTS –
2. Organizational Process Assets 2/2
• Change control procedures including the steps by which official company standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and validated,
• Project files from past projects (e.g., scope, cost, schedule and, performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact),
• Historical information and lessons learned knowledge base, and
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4.2 TOOLS & TECHNIQUES –
1. Expert Judgment
• When developing the project management plan, expert judgment is applied utilized to:
– Tailor the process to meet the project needs,
– Develop technical and management details to be included in the project management plan,
– Determine resources and skill levels needed to perform project work,
– Define the level of configuration management to apply on the project, and
– Determine which project documents will be subject to the formal change control process.
4.3 DIRECT AND MANAGE PROJECT WORK
INPUTS
Project management plan
Approved change requests
Enterprise environmental factors
OUTPUTS
DeliverablesWork performance data
Change requests
TOOLS & TECHNIQUES
Expert judgement
Project management Information system
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4.3 Direct and Manage Project Work 1/2
• Perform activities to accomplish project requirements,
• Create project deliverables,
• Staff, train, and manage the team members assigned to the project,
• Obtain, manage, and use resources including materials, tools, equipment, and facilities,
• Implement the planned methods and standards,
• Establish and manage project communication channels, both external and internal to the project team,
• Generate project data, such as cost, schedule, technical and quality progress, and status to facilitate forecasting,
• Issue change requests and adapt approved changes into the project’s scope, plans, and environment,
• Manage risks and implement risk response activities,
4.3 Direct and Manage Project Work 2/2
• Manage sellers and suppliers, and
• Collect and document lessons learned, and implement approved process improvement activities.
• Direct and Manage Project Execution also requires implementation of approved changes covering:
– Corrective action. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
– Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
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4.3 OUTPUTS –
1. Deliverables
• An approved deliverable is any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project.
4.3 OUTPUTS –
2. Project Management Plan (updates)
• Requirements management plan,
• Schedule management plan,
• Cost management plan,
• Quality management plan,
• Human resource plan,
• Communications management plan,
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4.3 OUTPUTS –
3. Project Documents (updates)
• Requirements documents,
• Project logs (issue, assumptions, etc.),
• Risk register, and
• Stakeholder register.
4.4 MONITOR AND CONTROL PROJECT WORK
INPUTS
Project management plan
Schedule forecasts
Cost forecasts
Validated changes
Work performance information
Enterprise environmental factors
Organizational process assets
OUTPUTS
Change requestsWork performance reports
Project management plan (updates)
Project documents (updates)
TOOLS & TECHNIQUES
Expert judgment Analytical techniques
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4.4 MONITOR AND CONTROL PROJECT WORK
• Monitor and Control Project Work is 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.
• Monitoring is an aspect of project management performed throughout the project.
• Monitoring includes collecting, measuring, and distributing performance information, and assessing measurements and trends to effect process improvements.
• Continuous monitoring gives the project management team insight into the health of the project and identifies any areas that may require special attention.
• Control includes determining corrective or preventive actions or re-planning and following up on action plans to determine whether the actions taken resolved the performance issue.
4.4 MONITOR AND CONTROL PROJECT WORK
The Monitor & Control Project Work process is concerned with:
• Comparing actual project performance against the project management plan.
• Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary.
• Identifying new risks and analyzing, tracking, and monitoring existing project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed.
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4.4 OUTPUTS - 1. Change Requests
• As a result of comparing planned results to actual results, change requests may be issued which may expand, adjust, or reduce project or product scope.
• Changes can impact the project management plan, project documents, or product deliverables.
• Changes may include, but are not limited to the following:
– Corrective action. A documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
– Preventive action. A documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks.
– Defect repair. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.
4.4 OUTPUTS - 2. Work Performance Reports
• Work performance reports are the physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.
• Project information may be communicated verbally from person to person. However, in order to record, store, and sometimes distribute work performance information, a physical or electronic representation in the form of project documents is required.
• Work performance reports are a subset of project documents.
• Specific work performance metrics may be defined at the start of the project and included in the normal work performance reports provided to key stakeholders.
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4.4 OUTPUTS –
3. Project Management Plan (updates)
• Project management plan elements that may be updated include, but are not limited to:
‒ Schedule management plan,
‒ Cost management plan,
‒ Quality management plan,
‒ Scope baseline,
‒ Schedule baseline, and
‒ Cost performance baseline.
4.4 OUTPUTS –
4. Project Documents (updates)
• Project documents that may be updated include, but are not limited to:
‒ Forecasts,
‒ Performance reports, and
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4.4 INPUTS - 5. Work Performance Information
• Work performance information is the performance data collected fromvarious controlling processes, analyzed in context, and integrated based on relationships across areas.
• Thus work performance data has been transformed into work performance information.
• Data in itself cannot be used in the decision-making process as it has only out-of-context meaning.
• Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.
• Work performance information is circulated through communication processes.
• Examples of performance information are status of deliverables,
implementation status for change requests, and forecasted estimates to complete.
4.4 INPUTS –
6. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Monitor and Control Project Work process include, but are not limited to:
‒ Governmental or industry standards (e.g., regulatory agency regulations, product standards, quality standards and workmanship standards),
‒ Company work authorization system, ‒ Stakeholder risk tolerances, and
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4.4 INPUTS –
7. Organizational Process Assets
The organizational process assets that can influence the Monitor and Control Project Work process include but are not limited to:
‒ Organization communication requirements,
‒ Financial controls procedures (e.g., time reporting, accounting codes, expenditure and disbursement reviews, and standard contract provisions),
‒ Issue and defect management procedures,
‒ Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix,
‒ Process measurement database used to make available measurement data on processes and products, and
‒ Lessons learned database.
4.4 TOOLS & TECHNIQUES –
1. Expert Judgment
• Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes.
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4.4 TOOLS & TECHNIQUES –
2. Analytical Techniques
• Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or
environmental variables and their relationships with other variables.
• Examples of analytical techniques used in projects are:
‒ Regression analysis, ‒ Grouping methods, ‒ Causal analysis, ‒ Root cause analysis,
‒ Forecasting methods (e.g., time series, scenario building, simulation, etc.), ‒ Failure mode and effect analysis (FMEA),
‒ Fault tree analysis (FTA), ‒ Reserve analysis, ‒ Trend analysis,
‒ Earned value management, and ‒ Variance analysis.
4.5 PERFORM INTEGRATED CHANGE CONTROL
INPUTS
Project management plan
Work performance reports
Change requests
Enterprise environmental factors
Organizational process assets
OUTPUTS
Approved Change requests
Change log
Project management plan (updates)
Project documents (updates)
TOOLS & TECHNIQUES
Expert judgement Meetings
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Integrated Change Control 1/6
The Perform Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the progress of project execution:
• Influencing the factors that circumvent integrated change control so that only approved changes are implemented;
• Reviewing, analyzing and approving change requests promptly, which is essential, as a slow decision may negatively affect time, cost, or the feasibility of a change;
• Managing the approved changes;
• Maintaining the integrity of baselines by releasing only approved changes for incorporation into the project management plan and project documents;
Integrated Change Control 2/6
• Reviewing, approving or denying all recommended corrective and preventive actions;
• Coordinating changes across the entire project (e.g., a proposed schedule change will often affect cost, risk, quality, and staffing); and
• Documenting the complete impact of change requests.
• Changes may be requested by any stakeholder involved with the project.
• Although they maybe initiated verbally, they should always be recorded in written form and entered into the change management and/or configuration management system.
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Integrated Change Control 3/6
• Every documented change request must be either approved or rejected by some authority within the project management team or an external organization.
• On many projects the project manager is given authority to approve certain types of change requests as defined in the project’s roles and responsibilities documentation.
• Whenever required, the Perform Integrated Change Control process includes a change control board (CCB) responsible for approving or rejecting change requests.
• The roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures, and are agreed upon by appropriate stakeholders.
Integrated Change Control 4/6
• Many large organizations provide for a multi-tiered board structure, separating responsibilities among the boards.
• If the project is being provided under a contract, then some proposed changes may need to be approved by the customer as per the contract.
• Approved change requests can require new or revised cost estimates, activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives.
• These changes can require adjustments to the project management plan or other project management plans/documents.
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Integrated Change Control 5/6
• A configuration management system with integrated change control provides a standardized, effective, and efficient way to centrally manage approved changes and baselines within a project.
• Configuration control is focused on the specification of both the deliverables and the processes while change control is focused on identifying, documenting and controlling changes to the project and the product baselines.
• Project-wide application of the configuration management system, including change control processes, accomplishes three main objectives:
– Establishes an evolutionary (developmental )method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes,
– Provides opportunities to continuously validate and improve the project by considering the impact of each change, and
– Provides the mechanism for the project management team to consistently communicate all approved and rejected changes to the stakeholders.
Integrated Change Control 6/6
Some of the configuration management activities included in the integrated change control process are as follows:
• Configuration identification. Selection and identification of a configuration item provides the basis for which product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
• Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
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4.5 OUTPUTS -
1- Approved Change requests
• Change requests are processed according to the change control system by the project manager or by an assigned team member.
• Approved change requests will be implemented by the Direct and Manage Project Execution process.
• The status of all changes, approved or not, will be updated in the change request log as part of the project document updates.
4.5 OUTPUTS –
2. Project Management Plan (updates)
• Elements of the project management plan that may be updated include
– Any subsidiary management plans, and
– Baselines that are subject to the formal change control process.
• Changes to baselines should only show the changes from the current time forward. Past performance may not be changed.
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4.5 OUTPUTS –
3. Project Documents (updates)
• Project documents that may be updated as a result of the Perform Integrated Change Control process include the change request log and any documents that are subject to the formal change control process.
4.5 TOOLS & TECHNIQUES –
1. Expert Judgment
• In addition to the project management team’s expert judgment, stakeholders may be asked to provide their expertise and may be asked to sit on the change control board. Such judgment and expertise is applied to any technical and management details during this process and may be provided by various sources, for example:
– Consultants,
– Stakeholders, including customers or sponsors,
– Professional and technical associations,
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4.5 TOOLS & TECHNIQUES –
2. Meetings
• A change control board is responsible for meeting and reviewing the change requests and approving or rejecting those change requests.
• The roles and responsibilities of these boards are clearly defined and are agreed upon by appropriate stakeholders.
• All change control board decisions are documented and communicated to the stakeholders for information and follow-up actions.
