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Project ManagementBased on PMBOK
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Workshop Objectives
1. Knowledge and best practices of project management in particular
based on PM PM!OK
2. "kill set of using PM "oftware# Microsoft Project in supporting the
planning$ e%ecution and controlling process of the overall projectmanagement process including# schedule development$ resources
planning and allocation$ cost estimation and budgeting$ resources
pooling and leveling$ assessing risks$ performance anal&sis$
communications and team collaborations
'. ( comprehensive preparations for the Project ManagementProfessional )PMP* certification e%am from PM as well as the
nternational Project Management certification e%am conducted b&
+ekmetriks ,"( on-line real-time via nternet.
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Participants ole
ela% and enjo& &ourself
Participate activel&
/eel free to ask 0uestions
omplete e%ercises
Please switch &our hand phones tosilent mode
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THE PROJECTMANAGEMENT FRAMEWORK
ntroduction to ProjectManagement
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(dvantages of ,sing /ormalProject Management
!etter control of financial$ ph&sical$ and human resources
mproved customer relations
"horter development times 3ower costs
4igher 0ualit& and increased reliabilit&
4igher profit margins
mproved productivit& !etter internal coordination
4igher worker morale
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What s a Project6
( project is a temporar& endeavor undertakento accomplish a uni0ue purpose
(ttributes of projects uni0ue purpose temporar&
re0uire resources$ often from various areas should have a primar& sponsor and7or customer involve uncertaint&
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93(+9: 9;:9(
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"amples of Projects
;orthwest (irlines developed a new reservations&stem called es;et
Man& organi=ations upgrade hardware$ software$and networks via projects
Organi=ations develop new software or enhancee%isting s&stems to perform man& business
functions 6
6
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+he +riple onstraint
9ver& project is constrained in different wa&s
b& its "cope goals# What is the project tr&ing to
accomplish6
+ime goals# 4ow long should it take to complete6
ost goals# What should it cost6 t is the project manager@s dut& to balance
these three often competing goals
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+he +riple onstraint of ProjectManagement
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What is Project Management6
Project management is Bthe application of
knowledge$ skills$ tools$ and techni0ues to
project activities in order to meet projectre0uirementsC )PMD$ Project Management !od&
of Knowledge )PM!OK Euide*$ 2AAA$ p. 5*
D+he Project Management nstitute )PM* is an international
professional societ&. +heir web site is www.pmi.org.
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Project Management/ramework
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Project "takeholders
"takeholders are the people involved in or affected
b& project activities
"takeholders include the project sponsor and project team
support staff
customers
users suppliers
opponents to the project
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? Project ManagementKnowledge (reas
Knowledge areas describe the ke& competencies
that project managers must develop
F core knowledge areas lead to specific projectobjectives )scope$ time$ cost$ and 0ualit&*
F facilitating knowledge areas are the means through
which the project objectives are achieved )human
resources$ communication$ risk$ and procurement
management
1 knowledge area )project integration management*
affects and is affected b& all of the other knowledge areas
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Project Management +ools and+echni0ues
Project management tools and techni0uesassist project managers and their teams in
various aspects of project management "ome specific ones include
Project harter and W!" )scope* Eantt charts$ network diagrams$ critical path
anal&sis$ critical chain scheduling )time* ost estimates and earned value management
)cost*
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"ample W!" for ntranetProject in hart /orm
C o n c e p t
D e s i g n U s e r I n t e r f a c e
D e s i g n S e r v e r S e t u p
D e v e l o p S e r v e r
S u p p o r t I n f r a s t r u c t u r e
W e b S i t e
D e s i g n
D e v e l o p P a g e s
a n d L i n k s
D e v e l o p
F u n c t i o n a l i t y
C o n t e n t
M i g r a t io n / I n t e g r a t i o n
e s t i n g
W e b S i t e
D e v e l o p ! e n t
" o l l # u t S u p p o r t
I n t r a n e t P r o $ e c t
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"ample Eantt hart
+he W!" is on the left$ and each task@s start and finish date
are shown on the right using a calendar timescale.
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"ample ;etwork :iagram
9ach bo% is a project task from the W!". (rrows show dependencies
between tasks. +he bolded tasks are on the critical path. f an& tasks on thecritical path take longer than planned$ the whole project will slip
unless something is done.
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"ample 9arned
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2A
More (dvantages of ProjectManagement
!osses$ customers$ and other stakeholders do not like
surprises
Eood project management )PM* provides assurance and
reduces risk
PM provides the tools and environment to plan$ monitor$
track$ and manage schedules$ resources$ costs$ and 0ualit&
PM provides a histor& or metrics base for future planning as
well as good documentation
Project members learn and grow b& working in a cross-
functional team environment
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4ow Project Management )PM*elates to Other :isciplines
Much of the knowledge needed to manage projects
is uni0ue to PM
4owever$ project managers must also haveknowledge and e%perience in general management
the application area of the project
Project managers must focus on meeting specific
project objectives
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Project Management and Other:isciplines
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+he Project ManagementProfession
( 1??5 /ortune article called project
management the Bnumber one career choiceC
Professional societies like the ProjectManagement nstitute )PM* have grown
tremendousl&
(verage salaries for project managers are overG>1$AAA
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2F
PM Knowledge ontinues toErow and Mature
PM hosted their first research conference in Hune
2AAA in Paris$ /rance
+he PM!OK Euide I 2AAA 9dition is an (;"standard
PM@s certification department earned "O ?AAA
certification
4undreds of new books$ articles$ and presentations
related to project management have been written
in recent &ears
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Project Managementertification
PM provides certification as a Project ManagementProfessional )PMP*
( PMP has documented sufficient projecte%perience$ agreed to follow a code of ethics$ and
passed the PMP e%am
+he number of people earning PMP certification is
increasing 0uickl& PM and other organi=ations are offering new
certification programs
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Project Management "oftware
!& 2AA1$ there were tens of different products to
assist in performing project management
+hree main categories of tools# 3ow-end tools# 4andle single or smaller projects well$
cost under G2AA per user
Midrange tools# 4andle multiple projects and users$ cost
G2AA-AA per user$ Project 2AAA most popular 4igh-end tools# (lso called enterprise project
management software$ often licensed on a per-user basis
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+he Project Management onte%tand Processes
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Project Phases and the Project3ife &cle
( project life c&cle is a collection of project
phases
Project phases var& b& project or industr&$ but some general phases include concept
development implementation
support
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Phases of the Project 3ife &cle
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:istinguishing Project 3ife&cles and Product 3ife &cles
+he project life c&cle applies to all projects$regardless of the products being produced
Product life c&cle models var& considerabl& based on the nature of the product
Most large products are developed as a seriesof projects
Project management is done in all of the product life c&cle phases
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Wh& 4ave Project Phases andManagement eviews6
( project should successfull& pass through
each of the project phases in order to
continue on to the ne%tManagement reviews )also called phase e%its
or kill points* should occur after each phase
to evaluate the project@s progress$ likel&success$ and continued compatibilit& with
organi=ational goals
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Man& Organi=ations /ocus onthe "tructural /rame
Most people understand what organi=ational charts
are
Man& new managers tr& to change organi=ationalstructure when other changes are needed
' basic organi=ation structures functional
project
matri%
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'F
/unctional Organi=ation
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Weak Matri% Organi=ation
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!alanced Matri% Organi=ation
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"trong Matri% Organi=ation
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omposite Organi=ation
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F2
ecogni=e the mportance ofProject "takeholders
ecall that project stakeholders are the people
involved in or affected b& project activities
Project managers must take time to identif&$
understand$ and manage relationships with all
project stakeholders
"enior e%ecutives are ver& importantstakeholders
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;eed for +op Managementommitment
"everal studies cite top managementcommitment as one of the ke& factors
associated with project success +op management can help project managers
secure ade0uate resources$ get approval foruni0ue project needs in a timel& manner$
receive cooperation from people throughoutthe organi=ation$ and learn how to be betterleaders
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;eed for Organi=ational"tandards
"tandards and guidelines help project managers be
more effective
"enior management can encourage the use of standard forms and software for project
management
the development and use of guidelines for writing project
plans or providing status information the creation of a project management office or center of
e%cellence
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/ifteen Project Management Hob/unctionsD
9valuate project re0uirements
dentif& and evaluate risks
Prepare contingenc& plan
dentif& interdependencies
dentif& and track criticalmilestones
Participate in project phase
review
"ecure needed resources Manage the change control
process
eport project status
:efine scope of project
dentif& stakeholders$
decision-makers$ and
escalation procedures
:evelop detailed task list)work breakdown
structures*
9stimate time re0uirements
:evelop initial projectmanagement flow chart
dentif& re0uired resources
and budget
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F5
"uggested "kills for aProject Manager
• ommunication skills# listening$ persuading
• Organi=ational skills# planning$ goal-setting$ anal&=ing
• +eam !uilding skills# empath&$ motivation$ esprit de corps
• 3eadership skills# sets e%ample$ energetic$ vision )big
picture*$ delegates$ positive
• oping skills# fle%ibilit&$ creativit&$ patience$ persistence
•
+echnological skills# e%perience$ project knowledge
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Project Management ProcessEroups
Project management can be viewed as a number of
interlinked processes
+he project management process groups include initiating processes
planning processes
e%ecuting processes
controlling processes closing processes
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What do &ou need$ to bea good Project Manager6
( communicator
( manager
(n nnovator
+echnicall& competent$ respected$ and aware
(n (dministrator
( 3eader
(ble to work well under pressures
Eoal-oriented
Knowledgeable about the compan&
"enior
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Project Manager esponsibilities
eporting to "enior Manager and the "teeringommittee
ommunication with ,sers
Planning and "cheduling Obtaining and allocating resources ontrolling isk :elivering esults
People Management oordination Jualit& (ssurance !udget ontrol
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Project ntegration Management# project plan development$
project plan e%ecution$ and
overall change control.
Project "cope Management# initiation$
scope planning$ scope definition$
scope verification$ and
scope change control.
PM Knowledge (rea
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PM Knowledge (rea
Project +ime Management# activit& definition$ activit& se0uencing$
activit& duration estimating$ schedule development$ and schedule control.
Project ost Management# resource planning$ cost estimating$ cost budgeting$ and
cost control.
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Project ommunications Management# ommunications planning$ information distribution$
performance reporting$ and administrative closure.
Project isk Management# risk identification$ risk 0uantification$ risk response development$ and risk response control.
PM Knowledge (rea
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Project Procurement Management# procurement planning$
solicitation planning$ solicitation$
source selection$
contract administration$ and
contract close-out.
PM Knowledge (rea
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PO9"" EO,P"
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PO9"" EO,P"
M i PM P t +h P
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Mapping PM Process to +he ProcessEroup and Knowledge (reas )pg '5*
l ti hi
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elationship amongthe PM Process Eroups
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5F
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PO9"" ;+9(+O;"
nputs documents or documentable items that will be
acted upon.
+ools and techni0ues mechanisms applied to the inputs to create the
outputs.
Outputs documents or documentable items that are a
result of the process.
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nput$+ools L +echni0ues$Output
INITIATION PHASE
INITIATION authorizing the project or phase
Input Tools & Techniques Output
Product description Project selection methods Project charterStrategic plan Expert judgement PM identified /assigned
Project selection criteria Constraints
Historical information Assumptions
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PLANNING PHASESCOPE PLANNING developing a written scope statement as the basis for the future project decisions
Input Tools & Techniques Output
Product description Product analysis Scope statement
Project charter Benefit/cost analysis Supporting detail
Constraints Alternative identification Scope management plan
Assumptions Expert judgement
SCOPE DEFINITION subdividing the major project deliverables into smaller, manageable components
Input Tools & Techniques Output
Scope statement or! "rea!do#n structure
templates
or! "rea!do#n structure
Constraints $ecomposition Scope statement updates
Assumptions
%ther planning outputs
Historical information
ACTIVITY DEFINITION identifying the specific activities that must be performed to produce the various project deliverables
Input Tools & Techniques Output
or! "rea!do#n structure $ecomposition Activity list
Scope statement &emplates Supporting detail
Historical information or! "rea!do#n structure updates
Constraints
Assumptions
Expert judgments
nput$+ools L +echni0ues$Output
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AC TIVITY SEQUENC ING identifying and documenting interactivity dependency
Input Tools & Techniques Output
Activity List P recedence diagramming
method (PDM)
P roject network diagrams
P roduct description Arrow diagramming method
(ADM)
Supporting detail
Mandatory dependencies Conditional diagramming
methods
Activity list updates
Discretionary dependencies etwork templates
!"ternal dependencies
Milestones
AC TIVITY DURATION estimating the number of work periods that will be needed to co mplete
ESTIMATING individual activities
Input Tools & Techniques Output
Activity List !"pert judgement Activity duration estimates
Constraints Analogous estimating #asis o$ estimates
Assumptions %uantitatively &ased durations Activity list updates
'esource reuirements 'eserve time (contingency)
'esource capa&ilities
istorical in$ormation
*denti+ed risks
nput$+ools L +echni0ues$Output
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SCHEDUE DEVEO!MENT analyzing activity sequences, activity durations, and resource requirements to create
project schedule
Input Tools & Techniques Output
Project network diagrams Mathematical analysis Project schedule
Activity duration estimates Duration compression Supporting detail
'esource reuirements Simulation Schedule management plan
'esource pool description 'esource levelling heuristics 'esource reuirement updates
Calendars P roject management so$tware
Constraints Coding structure
Assumptions
Leads and lags
'isk management plan
Activity attri&utes
RIS" MANAGEMENT !ANNING deciding how to approach and plan the risk management activities for a project
Input Tools & Techniques Output
P roject charter P lanning meetings ' isk management plan
,rgani-ation.s risk management
policies
De+ned roles and responsi&ilities
Stakeholder risk tolerances
/emplate $or the organi-ation.s
risk
0ork &reakdown structure
nput$+ools L +echni0ues$Output
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RESOURCE !ANNING determining what resources (people, equipment, materials ) and what quantities of
each should be used to perform project activitiesInput Tools & Techniques Output
0ork &reakdown structure !"pert judgment 'esource reuirements
istorical in$ormation Alternatives identi+cation
Scope statement P roject management so$tware
'esource pool description
,rgani-ational policiesActivity duration estimates
COST ESTIMATING developing an approximation (estimate) of the costs of the resources needed
to complete project activities
Input Tools & Techniques Output
0ork &reakdown structure Analogous estimating Cost estimates
'esource reuirements Parametric modelling Supporting detail
'esource rates #ottom1up estimating Cost management plan
Activity duration estimates Computeri-ed tools
!stimating pu&lications ,ther cost estimating methods
istorical in$ormation
Chart o$ accounts
'isks
nput$+ools L +echni0ues$Output
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COST #UDGETING allocating the overall cost estimate to individual work activities
Input Tools & Techniques OutputCost estimates Cost &udgeting tools and
techniues
Cost &aseline
0ork &reakdown structure
P roject schedule
'isk management plan
!RO$ ECT ! AN DEVEO!MENT integrating and coordinating all project plans to create a consistent, coherent docume
Input Tools & Techniques Output
,ther planning outputs Pro ject P lanning
methodology
P roject plan
istorical in$ormation Stakeholder skills and
knowledge
Supporting detail
,rgani-ational policies Project management
in$ormation system (PM*S)
Constraints !arned value management
(!2M)
Assumptions
QUAITY ! ANNING identifying which quality standards are relevant to the project and determining how
to satisfy them
Input Tools & Techniques Output
%uality policy #ene+t3cost analysis %uality management plan
Scope statement #enchmarking ,perational de+nitions
P roduct description 4low1charting Checklists
Standards and regulations Design o$ e"periments
*nputs to o ther processes,ther process outputs C ost o$ uality
nput$+ools L +echni0ues$Output
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ORGANI%ATIONA !ANNING identifying, documenting, and assigning project roles, responsibilities, and
reporting relationships
Input Tools & Techniques Output
P roject inter$aces /emplates 'ole and responsi&ility assignments
Sta5ng reuirements uman 'esource practices Sta5ng management plan
Constraints ,rgani-ational theory ,rgani-ation chart
Stakeholder analysis Supporting detail
STA ACQUISITION getting the needed human resources assigned to and working on the project
Input Tools & Techniques Output
Sta5ng management plan egotiations P roject sta6 assigned
Sta5ng pool description P reassignment P roject team directory
' ecruitment practices P rocurement
COMMUNICA TIONS ! ANNING determining the information and communications needs of the stakeholders:
who needs what information,when they will need it, and how it will be given to them
Input Tools & Techniques OutputCommunications reuirements Stakeholder analysis Communication management plan
Communications technology
Constraints
Assumptions
nput$+ools L +echni0ues$Output
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RIS" IDENTIICATION determining which risks might aect the project and documenting their characteristics
Input Tools & Techniques Output
'isk management plan Documentation reviews 'isks
Project planning outputs *n$ormation1gathering
techniues
/riggers
'isk categories Checklists *nputs to other processes
istorical in$ormation Assumptions analysis
Diagramming techniues
QUAITATIVE RIS" ANAYSIS performing a qualitative analysis of risks and conditions to prioritize their eects
on project objectives
Input Tools & Techniques Output
'isk management plan 'isk pro&a&ility and impact ,verall risk ranking $or the project
*denti+ed risks P ro&a&ility impact risk rating
matri"
List o $ prioriti-ed risks
P roject status Data precision ranking List o$ risks $or additional analysis and
management
P roject type /rends in ualitative risk analysis
results
Data precision
Scales o$ pro&a&ility and impact
Assumptions
nput$+ools L +echni0ues$Output
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QUANTITAT IVE RIS" ANAYSIS measuring the probability and consequences o f risks and estimating their
implication for project objectives
Input Tools & Techniques Output
'isk management plan *nterviewing P rioriti-ed list o$ uanti+ed risks
*denti+ed risks Sensitivity analysis P ro&a&ilistic analysis o$ the project
List o$ prioriti-ed risks
Decision tree analysis P ro&a&ility o$ achieving the cost and
time o&jectives
Llist o$ risks $or additional analysis
Simulation /rends in uantitative risk analysis
results
istorical in$ormation
!"pert judgment
,ther planning ouputs
nput$+ools L +echni0ues$Output
l h i
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RIS" RES!ONSE !ANNING developing procedures and techniques to enhance opportunities and reduce
threats from risks to the project!s objectives
Input Tools & Techniques Output
'isk management plan Avoidance 'isk response plan
List o$ prioriti-ed risks /rans$erence 'esidual risks
'isk ranking o$ the project Mitigation Secondary risks
Prioriti-ed list o$ uanti+ed risks Acceptance Contractual agreements
P ro&a&ilistic analysis o$ the
project
Contigency reserve amounts needed
P ro&a&ility o$ achieving the cost
and time o&jectives
*nputs to o ther processes
List o$ potentital responses *nputs to a revised project plan
'isk thresholds
'isk owners
Common risk causes
/rends in ualitative and
uantitative risk analysis results
!R OCUREMENT !ANNING determining what to procure and when
Input Tools & Techniques Output
Scope statement M ake1or1&uy analysis P rocurement management plan
P roduct description !"pert judgement Statement(s) o$ work
Procurement resources Contract type selection
Market conditions
,ther planning outputs
Constraints
Assumptions
nput$+ools L +echni0ues$Output
l L h i O
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SOICITATION !ANNING documenting product requirements and identifying potential resources
Input Tools & Techniques Output
Procurement management plan Strandard $orms Procurement documents
Statement(s) o$ work !"pert judgement !valuation criteria
,ther planning outputs Statement o$ work updates
nput$+ools L +echni0ues$Output
+ l L + h i O
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E'ECUTING ! HASE
!RO$ ECT ! AN E'ECUTION carrying out the project plan by performing the activities included therein
Input Tools & Techniques OutputP roject plan 7eneral management skills 0ork results
Supporting detail Product skills and knowledge Change reuests
,rgani-ational policies 0ork authori-ation system
P reventive action Status review meetings
Corrective action P roject management
in$ormation system
,rgani-ational procedures
QUAITY ASSURANCE evaluating overall project performance on a regular basis to provide con"dence
that the project will satisfy the relevant quality standards
Input Tools & Techniques Output
%uality management plan %uality planning tools and
techniues
%uality improvement
'esults o$ uality control
measurements
%uality audits
,perational de+nitions
TEAM DEVEO!MENT developing individual and group skills to enhance project performance
Input Tools & Techniques Output
P roject sta6 /eam1&uilding activities P er$ormance improvements
P roject plan 7eneral management skills *nput to per$omance appraisals
Sta5ng management plan 'eward and recognition
systems
P er$ormance reports Collocation
!"ternal $eed&ack /raining
nput$+ools L +echni0ues$Output
+ l L + h i O
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SOICITATION obtaining quotations, bids, oers, o r proposals, as appropriate
Input Tools & Techniques Output
P rocurement documents #idder con$erences P roposals
%uali+ed seller lists Advertising
SOURC E SEECTION choosing from among potential sellers
Input Tools & Techniques Output
P roposals Contract negotiation Contract
!valuation criteria 0eighting system
,rgani-ational policies Screening system
*ndependent estimates
CONTRA CT ADMINISTRAT ION managing the relationship with the seller
Input Tools & Techniques Output
Contract Contract change control
system
Corresponce
0ork results P er$ormance reporting Contract changes
Change reuests Payment system Payment reuests
Seller invoices
INORMATION DISTRI#UTION making needed information available to project stakeholders in a timely manner
Input Tools & Techniques Output
0ork results Communications skills P roject records
Communication management plan *n$ormation retrieveal systems P roject presentations
P roject plan *n$ormation distri&ution
methods
nput$+ools L +echni0ues$Output
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SCO!E C HANGE C ONTRO controlling changes to the project scope
Input Tools & Techniques Output
0ork &reakdown structure Scope change control system Scope changes
Per$ormance reports Per$ormance measurement Corrective action
Change reuests Additional planning Lesson learned
Scope management plan Adjusted &aseline
SCHEDUE C ONTRO controlling changes to the project schedule
Input Tools & Techniques Output
P roject schedule Schedule change control
system
Schedule updates
Per$ormance reports Per$ormance measurement Corrective action
Change reuests Additional planning Lesson learned
Schedule management plan P roject management so$tware
2ariance analysis
COST CONTRO controlling changes to the project budget
Input Tools & Techniques Output
Cost &aseline Cost change control system 'evised cost estimates
Per$ormance reports Per$ormance measurement #udget updates
Change reuests !arned value management Corrective action
C ost management plan A dditional planning !stimate at completion
Computeri-ed tools P roject clo seout
Lesson learned
nput$+ools L +echni0ues$Output
t + l L + h i O t t
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QUAITY CONTR O monitoring speci"c project results to determine if they comply with relevant
quality standard and identifying ways to eliminate causes of unsatisfactory performanc
Input Tools & Techniques Output
0ork results *nspection %uality improvement
%uality management plan Control charts Acceptance decisions
,perational de+nitions P areto diagrams 'ework
Checklists Statistical sampling Completed checklists
4low1charting P rocess adjustments
/rend analysis
RIS" MONITORING AND C ONTRO monitoring residual risks, identifying new risks, executing risk reduction plans,
and evaluating their eectiveness throughout the project life cycle
Input Tools & Techniques Output
'isk management plan Project risk response audits 0orkaround plans
'isk response plan Periodic pro ject risk reviews Corrective action
Pro ject communication !arned value analysis Pro ject change reuests
Additional risk identi+cation andanalysis
/echnical per$ormancemeasurement
8pdates to the risk response plan
Scope changes Additional risk response
planning
'isk data&ase
8pdates to risk identi+cation
checklists
nput$+ools L +echni0ues$Output
t + l L + h i O t t
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COSING !HASE
CONTRAC T COSEOUT co mpletion and settlement of the contract, including resolution of any open items
Input Tools & Techniques Output
Contract documentation P rocurement audits Contract +le
4ormal acceptance and closure
ADMINISTRATIVE C OSURE generating, gathering, and disseminating information to formalize phase or project completion
Input Tools & Techniques Output
P er$ormance measurement
documentation
P er$ormance reporting tools
and techniues
P roject archives
P roduct documentation P roject reports P roject closure
,ther project records P roject presentations Lesson learned
nput$+ools L +echni0ues$Output
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Project "cope Management
What is Project "cope Management6
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What is Project "cope Management6
"cope refers to all the work involved in creatingthe products o t!e project and t!e processes used to create them
Project scope management includes the processesinvolved in defining and controlling what is or isnot included in the project
+he project team and stakeholders must have thesame understanding of what products will be
produces as a result of a project and what processeswill be used in producing them
P j t " M t P
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Project "cope Management Processes
nitiation# beginning a project or continuing to the ne%t
phase
"cope planning# developing documents to provide the
basis for future project decisions
"cope definition# subdividing the major project
deliverables into smaller$ more manageable components
"cope verification# formali=ing acceptance of the projectscope
"cope change control# controlling changes to project
scope
Project "cope Management
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j p g
Project nitiation# "trategic
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j gPlanning and Project "election
+he first step in initiating projects is to look
at the big picture or strategic plan of an
organi=ation "trategic planning involves determining
long-term business objectives
Projects should support strategic andfinancial business objectives
d tif i P t ti l P j t
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dentif&ing Potential Projects
Man& organi=ations follow a planning
process for selecting projects
/irst develop an strategic plan based on theorgani=ation@s overall strategic plan
+hen perform a business area anal&sis
+hen define potential projects +hen select projects and assign resources
M th d f " l ti P j t
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?A
Methods for "electing Projects
+here are usuall& more projects than
available time and resources to implement
them t is important to follow a logical process for
selecting projects to work on
Methods include focusing on broad needs$categori=ing projects$ financial methods$ and
weighted scoring models
/ocusing on !road
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gOrgani=ational ;eeds
t is often difficult to provide strong justification for
man& projects$ but ever&one agrees the& have a
high value
Bt is better to measure gold roughl& than to count
pennies precisel&C
+hree important criteria for projects#
+here is a need for the project +here are funds available
+here@s a strong will to make the project succeed
ategori=ing Projects
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ategori=ing Projects
One categori=ation is whether the projectaddresses a problem an opportunit&$ or a directive
(nother categori=ation is how long it will
take to do and when it is needed (nother is the overall priorit& of the project
/i i l ( l i f P j
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/inancial (nal&sis of Projects
/inancial considerations are often an
important consideration in selecting projects
+hree primar& methods for determining the projected financial value of projects# ;et present value );P
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;et Present
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?
p
t t t
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eturn on nvestment
eturn on investment )O* is income
divided b& investment
O )total discounted benefits - totaldiscounted costs* 7 discounted costs
+he higher the O$ the better
Man& organi=ations have a re0uired rate ofreturn or minimum acceptable rate of return
on investment for projects
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;P
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?>
& &Project 1
;P
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??
Project 2
Weighted "coring Model
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Weighted "coring Model
( weighted scoring model is a tool that provides a s&stematic
process for selecting projects based on man& criteria
/irst identif& criteria important to the project selection process
+hen assign weights )percentages* to each criterion so the&add up to 1AAN
+hen assign scores to each criterion for each project
Multipl& the scores b& the weights and get the total weighted
scores +he higher the weighted score$ the better
"ample Weighted "coring Model for
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1A1
p g gProject "election
Project harters
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Project harters
(fter deciding what project to work on$ it isimportant to formali=e projects
( project charter is a document that formall&recogni=es the e%istence of a project and providesdirection on the project@s objectives andmanagement
Ke& project stakeholders should sign a projectcharter to acknowledge agreement on the need andintent of the project
"ample Project harter
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"ample Project harter
Project T"t#e$ nformation +echnolog& )+* ,pgrade ProjectProject %tart &ate$ March F$ 2AA Projected F"n"s! &ate$ :ecember F$ 2AA2Project Manager$ Kim ;gu&en$ 5?1-28>F$ kngu&enabc.com Project O'ject"(es$ ,pgrade hardware and software for all emplo&ees )appro%imatel& 2$AAA* within ?months based on new corporate standards. "ee attached sheet describing the new standards. ,pgrades ma&affect servers and midrange computers as well as network hardware and software. !udgeted G1$AAA$AAA forhardware and software costs and GAA$AAA for labor costs.Approac!$
• ,pdate the + inventor& database to determine upgrade needs
• :evelop detailed cost estimate for project and report to O
• ssue a re0uest for 0uotes to obtain hardware and software
•
,se internal staff as much as possible to do the planning$ anal&sis$ and installation
"ample Project harter )continued*
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1AF
p j ) *
Name Ro#e Respons"'"#"t)
Walter "chmidt$ 9O Project "ponsor Monitor project
Mike wack O Monitor project$ providestaff
Kim ;gu&en Project Manager Plan and e%ecute project
Heff Hohnson :irector of + Operations Mentor Kim
;anc& e&nolds
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"cope :efinition and the Work
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1A5
!reakdown "tructure
(fter completing scope planning$ the ne%t step is to
further define the work b& breaking it into
manageable pieces
Eood scope definition helps improve the accurac& of time$ cost$ and resource
estimates
defines a baseline for performance measurement and
project control
aids in communicating clear work responsibilities
+he Work !reakdown "tructure
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1A8
+he Work !reakdown "tructure
( work breakdown structure )W!"* is an
outcome-oriented anal&sis of the work
involved in a project that defines the totalscope of the project
t is a foundation document in project
management because it provides the basis for
planning and managing project schedules$
costs$ and changes
"ample ntranet W!" Organi=ed b&
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1A>
Product
"ample ntranet W!" Organi=ed b&
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Phase
ntranet W!" in +abular /orm
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11A
ntranet W!" in +abular /orm1.A oncept
1.1 9valuate current s&stems1.2 :efine e0uirements
1.2.1 :efine user re0uirements
1.2.2 :efine content re0uirements
1.2.' :efine s&stem re0uirements
1.2.F :efine server owner re0uirements1.' :efine specific functionalit&
1.F :efine risks and risk management approach
1. :evelop project plan
1.5 !rief web development team
2.A Web "ite :esign
'.A Web "ite :evelopment
F.A oll Out
.A "upport
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ntranet W!" and Eantt hart Organi=ed b&Project Management Process Eroups
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Project Management Process Eroups
(pproaches to :eveloping W!"s
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(pproaches to :eveloping W!"s
,sing guidelines# "ome organi=ations$ like the:O:$ provide guidelines for preparing W!"s
+he analog& approach# t often helps to reviewW!"s of similar projects
+he top-down approach# "tart with the largestitems of the project and keep breaking them down
+he bottoms-up approach# "tart with the detailedtasks and roll them up
!asic Principles for reating W!"sD
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11F
s c c p es o e g W "s
+leland$ :avid . Project Management% Strategic $esign and Imp#ementation , 1??F
1. ( unit of work should appear at onl& one place in the W!".
2. +he work content of a W!" item is the sum of the W!" items below it.
'. ( W!" item is the responsibilit& of onl& one individual$ even though man& people ma&
be working on it.
F. +he W!" must be consistent with the wa& in which work is actuall& going to be
performedQ it should serve the project team first and other purposes onl& if practical.
. Project team members should be involved in developing the W!" to ensure consistenc&
and bu&-in.
5. 9ach W!" item must be documented to ensure accurate understanding of the scope of
work included and not included in that item.
8. +he W!" must be a fle%ible tool to accommodate inevitable changes while properl&
maintaining control of the work content in the project according to the scope
statement.
"cope
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11
hange ontrol
t is ver& difficult to create a good scope
statement and W!" for a project
t is even more difficult to verif& project scopeand minimi=e scope changes
"uggestions for educing ncompleted h i i t
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and hanging e0uirements
:evelop and follow a re0uirements management process
9mplo& techni0ues such as protot&ping$ use case modeling$and Hoint (pplication :esign to thoroughl& understand user
re0uirements Put all re0uirements in writing and current
reate a re0uirements management database
Provide ade0uate testing
,se a process for reviewing re0uested changes from as&stems perspective
9mphasi=e completion dates
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Project +ime Management
Project +ime Management
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Processes
Project time management involves the
processes re0uired to ensure timel&
completion of a project. Processes include# (ctivit& definition
(ctivit& se0uencing
(ctivit& duration estimating
"chedule development
"chedule control
Project +ime Management
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11?
Where :o "chedules ome /rom6: fi i ( ti iti
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12A
:efining (ctivities
Project schedules grow out of the basic document
that initiate a project Project charter includes start and end dates and budget
information "cope statement and W!" help define what will be done
(ctivit& definition involves developing a more
detailed W!" and supporting e%planations tounderstand all the work to be done
(ctivit& "e0uencing
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121
nvolves reviewing activities and determiningdependencies Mandator& dependencies# inherent in the nature of the
workQ hard logic :iscretionar& dependencies# defined b& the project
teamQ soft logic 9%ternal dependencies# involve relationships between
project and non-project activities Rou must determine dependencies in order to use
critical path anal&sis
Project ;etwork :iagrams
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122
j g
Project network diagrams are the preferred
techni0ue for showing activit& se0uencing
( project network diagram is a schematic displa& ofthe logical relationships among$ or se0uencing of$
project activities
Precedence :iagrammingM th d )P:M*
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12'
Method )P:M*
(ctivities are represented b& bo%es
(rrows show relationships between activities
More popular than (:M method and used b& project management software
!etter at showing different t&pes of
dependencies
Tas, &ependenc) T)pes
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12F
"ample Precedence :iagramming Method )P:M* ;etwork :iagram for Project S
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12
g j
(ctivit& :uration 9stimating
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125
& g
(fter defining activities and determining
their se0uence$ the ne%t step in time
management is duration estimating :uration includes the actual amount of time
worked on an activit& p#us elapsed time
People doing the work should help createestimates$ and an e%pert should review them
"chedule :evelopment
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128
"chedule development uses results of the other timemanagement processes to determine the start andend date of the project and its activities
,ltimate goal is to create a realistic project schedulethat provides a basis for monitoring project progressfor the time dimension of the project
mportant tools and techni0ues include Eantt charts$
P9+ anal&sis$ critical path anal&sis$ and criticalchain scheduling
Eantt harts
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12>
Eantt charts provide a standard format for displa&ing project schedule information b& listing projectactivities and their corresponding start and finish
dates in a calendar format "&mbols include#
( black diamond# milestones or significant events on a project with =ero duration
+hick black bars# summar& tasks 3ighter hori=ontal bars# tasks (rrows# dependencies between tasks
Eantt hart for "oftware 3aunch Project
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"ample +racking Eantt hart
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white diamond# slipped milestone
two bars# planned and actual times
ritical Path Method )PM*
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) *
PM is a project network anal&sis techni0ue used
to predict total project duration
( critical path for a project is the series of
activities that determines the ear#iest time b&
which the project can be completed
+he critical path is the #ongest path through the
network diagram and has the least amount of slackor float
/inding the ritical Path
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1'2
g
/irst develop a good project network
diagram
(dd the durations for all activities on each path through the project network diagram
+he longest path is the critical path
"imple 9%ample of :eterminingthe ritical Path
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1''
the ritical Path
onsider the following project network diagram.
(ssume all times are in da&s./
s ar n s
a. 4ow man& paths are on this network diagram6
b. 4ow long is each path6
c. Which is the critical path6
d. What is the shortest amount of time needed to completethis project6
:etermining the ritical Path forProject S
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1'F
Project S
More on the ritical Path
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1'
f one of more activities on the critical path takes
longer than planned$ the whole project schedule will
slip un#ess corrective action is taken
Misconceptions# +he critical path is not the one with all the critical
activitiesQ it onl& accounts for time
+here can be more than one critical path if the lengths oftwo or more paths are the same
+he critical path can change as the project progresses
,sing ritical Path (nal&sis toMake "chedule +rade-offs
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1'5
Make "chedule +rade-offs
Knowing the critical path helps &ou make
schedule trade-offs
&ree s#ack or free f#oat is the amount of time an
activit& can be dela&ed without dela&ing the earl&
start of an& immediatel& following activities
"ota# s#ack or tota# f#oat is the amount of time an
activit& ma& be dela&ed from its earl& startwithout dela&ing the planned project finish date
+echni0ues for "hortening aProject "chedule
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1'8
Project "chedule
"hortening durations of critical tasks for
adding more resources or changing their
scope
Crashing tasks b& obtaining the greatest
amount of schedule compression for the least
incremental cost
&ast tracking tasks b& doing them in parallel
or overlapping them
mportance of ,pdatingritical Path :ata
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1'>
ritical Path :ata
t is important to update project schedule
information
+he critical path ma& change as &ou enteractual start and finish dates
f &ou know the project completion date will
slip$ negotiate with the project sponsor
Multitasking 9%ample
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1'?
Program 9valuation and eview+echni0ue )P9+*
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1FA
+echni0ue )P9+*
P9+ is a network anal&sis techni0ue used to
estimate project duration when there is a
high degree of uncertaint& about theindividual activit& duration estimates
P9+ uses probabilistic time estimates based
on using optimistic$ most likel&$ and pessimistic estimates of activit& durations
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ontrolling hanges to theProject "chedule
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1F2
Project "chedule
Perform realit& checks on schedules
(llow for contingencies
:on@t plan for ever&one to work at 1AANcapacit& all the time
4old progress meetings with stakeholders
and be clear and honest in communicatingschedule issues
Working with People ssues
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1F'
"trong leadership helps projects succeed
more than good P9+ charts
Project managers should use empowerment
incentives
discipline
negotiation
,sing "oftware to (ssist in+ime Management
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1FF
+ime Management
"oftware for facilitating communications
helps people e%change schedule-related
information :ecision support models help anal&=e trade-
offs that can be made
Project management software can help invarious time management areas
Project ?> /eatures elated to Project +imeManagement
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1F
g
Reports -"e.s and Ta'#e -"e.s F"#ters
• Overview reports# criticaltasks and milestones
• urrent activities reports#
unstarted tasks$ tasks startingsoon$ tasks in progress$completed tasks$ should havestarted tasks$ and slippingtasks
• (ssignment reports# who
does what when
• Eantt chart$ P9+chart$ +racking Eantt$schedule$ tracking$
variance$ constraintdates$ and dela&
• (ll tasks$completed tasks$critical tasks$
incomplete tasks$and milestonetasks
Words of aution on ,sing ProjectManagement "oftware
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1F5
Management "oftware
Man& people misuse project management software
because the& don@t understand important concepts
and have not had good training
Rou must enter dependencies to have dates adjust
automaticall& and to determine the critical path
Rou must enter actual schedule information to
compare planned and actual progress
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Project ost Management
What is ost and Project ostManagement6
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1F>
Management6
ost is a resource sacrificed or fore-gone toachieve a specific objective or somethinggiven up in e%change
osts are usuall& measured in monetar& unitslike dollars
Project cost management includes the
processes re0uired to ensure that the project iscompleted within an approved budget
Project ost Management Processes
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1F?
esource planning# determining what resourcesand 0uantities of them should be used
ost estimating# developing an estimate of the
costs and resources needed to complete a project ost budgeting# allocating the overall cost estimate
to individual work items to establish a baseline formeasuring performance
ost control# controlling changes to the project budget
Project ost Management
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esource Planning
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+he nature of the project and the organi=ation willaffect resource planning
"ome 0uestions to consider# 4ow difficult will it be to do specific tasks on the project6 s there an&thing uni0ue in this project@s scope statement
that will affect resources6 What is the organi=ation@s histor& in doing similar tasks6 :oes the organi=ation have or can the& ac0uire the people$
e0uipment$ and materials that are capable and availablefor performing the work6
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+&pes of ost 9stimates
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T)pe o Est"mate W!en &one W!) &one Ho. Accurate
Roug! Order o
Magn"tude /ROM0
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1F
' basic tools and techni0ues for costestimates# analogous or top-down# use the actual cost of a
previous$ similar project as the basis for the newestimate
bottom-up# estimate individual work items and
sum them to get a total estimate parametric# use project characteristics in a
mathematical model to estimate costs
+&pical Problems with ost9stimates
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1
9stimates
:eveloping an estimate for a large project is a comple% taskre0uiring a significant amount of effort. emember thatestimates are done at various stages of the project
Man& people doing estimates have little e%perience doingthem. +r& to provide training and mentoring
People have a bias toward underestimation. eviewestimates and ask important 0uestions to make sureestimates are not biased
Management wants a number for a bid$ not a real estimate.Project managers must negotiate with project sponsors tocreate realistic cost estimates
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9arned
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+he p#anned (a#ue /P-01 formerl& called the budgeted cost of
work scheduled )!W"*$ also called the budget$ is that portion
of the approved total cost estimate planned to be spent on an
activit& during a given period
Actua# cost /AC01 formerl& called actual cost of work
performed )(WP*$ is the total of direct and indirect costs
incurred in accomplishing work on an activit& during a given
period
+he earned (a#ue /E-01 formerl& called the budgeted cost of
work performed )!WP*$ is the percentage of work actuall&
completed multiplied b& the planned value
9arned
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15A
+o estimate what it will cost to complete a project or howlong it will take based on performance to date$ divide the
budgeted cost or time b& the appropriate inde%.
!WP7(WP
!WP7!W"
!WP - !W"
!WP - (WP
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ules of +humb for 9
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;egative numbers for cost and schedule
variance indicate problems in those areas.
+he project is costing more than planned ortaking longer than planned
P and "P less than 1AAN indicate
problems
9arned
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9arned
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!WP
(WP !W"
,sing "oftware to (ssist in ostManagement
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15
"preadsheets are a common tool for resource
planning$ cost estimating$ cost budgeting$ and
cost control
Man& companies use more sophisticated and
centrali=ed financial applications software for
cost information
Project management software has man& cost-
related features
P j J li M
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Project Jualit& Management
What s Project Jualit&Management6
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158
g
+he nternational Organi=ation for "tandardi=ation
)"O* defines 0ualit& as the totalit& of
characteristics of an entit& that bear on its abilit& to
satisf& stated or implied needs Other e%perts define 0ualit& based on
conformance to re0uirements# meeting written
specifications
fitness for use# ensuring a product can be used as it was
intended
Project Jualit& ManagementProcesses
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Jualit& planning# identif&ing which 0ualit&standards are relevant to the project and how tosatisf& them
Jualit& assurance# evaluating overall project performance to ensure the project will satisf& therelevant 0ualit& standards
Jualit& control# monitoring specific project results
to ensure that the& compl& with the relevant 0ualit&standards while identif&ing wa&s to improve overall0ualit&
Project Jualit& Management
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Jualit& 9%perts
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:eming was famous for his work in rebuilding Hapan and
his 1F points
Huran wrote the Jualit& ontrol 4andbook and 1A steps to
0ualit& improvement
rosb& wrote Jualit& is /ree and suggested that
organi=ations strive for =ero defects
shikawa developed the concept of 0ualit& circles and
using fishbone diagrams
+aguchi developed methods for optimi=ing the process of
engineering e%perimentation
/eigenbaum developed the concept of total 0ualit& control
"ample /ishbone or shikawa:iagram
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182
Malcolm !aldrige (ward and"O ?AAA
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+he Malcolm !aldrige Jualit& (ward was started in
1?>8 to recogni=e companies with world-class
0ualit&
"O ?AAA provides minimum re0uirements for an
organi=ation to meet their 0ualit& certification
standards
Jualit& Planning
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18F
t is important to design in 0ualit& andcommunicate important factors that directl&contribute to meeting the customer@s re0uirements
:esign of e%periments helps identif& whichvariable have the most influence on the overalloutcome of a process
Man& scope aspects of + projects affect 0ualit&
like functionalit&$ features$ s&stem outputs$ performance$ reliabilit&$ and maintainabilit&
Jualit& (ssurance
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18
Jualit& assurance includes all the activities relatedto satisf&ing the relevant 0ualit& standards for a
project
(nother goal of 0ualit& assurance is continuous0ualit& improvement
!enchmarking can be used to generate ideas for0ualit& improvements
Jualit& audits help identif& lessons learned that canimprove performance on current or future projects
Jualit& ontrol
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185
+he main outputs of 0ualit& control are acceptance decisions
rework
process adjustments "ome tools and techni0ues include
pareto anal&sis
statistical sampling
0ualit& control charts
testing
Pareto (nal&sis
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188
Pareto anal&sis involves identif&ing the vital few
contributors that account for the most 0ualit&
problems in a s&stem
(lso called the >A-2A rule$ meaning that >AN of
problems are often due to 2AN of the causes
Pareto diagrams are histograms that help identif&
and prioriti=e problem areas
"ample Pareto :iagram
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"tatistical "ampling and "tandard:eviation
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"tatistical sampling involves choosing part
of a population of interest for inspection
+he si=e of a sample depends on howrepresentative &ou want the sample to be
"ample si=e formula#
"ample si=e .2 S )certaint& /actor7acceptable error*2
ommonl& ,sed ertaint&/actors
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1>A
&es"red Certa"nt) Certa"nt) Factor
?N 1.?5A
?AN 1.5F
>AN 1.2>1
?N certaint "ample si=e A.2 S )1.?5A7.A* 2 '>F
?AN certaint "ample si=e A.2 S )1.5F7.1A*2
5>>AN certaint "ample si=e A.2 S )1.2>17.2A*2 1A
"tandard :eviation
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1>1
"tandard deviation measures how much variation
e%ists in a distribution of data
( small standard deviation means that data cluster
closel& around the middle of a distribution andthere is little variabilit& among the data
( normal distribution is a bell-shaped curve that is
s&mmetrical about the mean or average value of a population
;ormal :istribution and "tandard:eviation
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1>2
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+esting
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1>F
Man& professionals think of testing as a
stage that comes near the end of product
development
+esting should be done during almost ever&
phase of the product development life c&cle
mproving Project Jualit&
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1>
"everal suggestions for improving 0ualit& for
projects include
3eadership that promotes 0ualit&
,nderstanding the cost of 0ualit&
/ocusing on organi=ational influences and
workplace factors that affect 0ualit&
/ollowing maturit& models to improve 0ualit&
3eadership
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1>5
Bt is most important that top management be
0ualit&-minded. n the absence of sincere
manifestation of interest at the top$ little willhappen below.C )Huran$ 1?F*
( large percentage of 0ualit& problems are
associated with management$ not technicalissues
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/ive ost ategories elated to Jualit&
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1>>
Prevention cost# the cost of planning and e%ecuting a project so it is error-free or within an acceptable errorrange
(ppraisal cost# the cost of evaluating processes and their
outputs to ensure 0ualit& nternal failure cost# cost incurred to correct an identified
defect before the customer receives the product
9%ternal failure cost# cost that relates to all errors notdetected and corrected before deliver& to the customer
Measurement and test e0uipment costs# capital cost ofe0uipment used to perform prevention and appraisalactivities
Project Management Maturit& Model
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1>?
1. (d-4oc# +he project management process is described as disorgani=ed$ andoccasionall& even chaotic. +he organi=ation has not defined s&stems and
processes$ and project success depends on individual effort. +here are chronic cost
and schedule problems.
2. (bbreviated# +here are some project management processes and s&stems in place to
track cost$ schedule$ and scope. Project success is largel& unpredictable and cost
and schedule problems are common.
'. Organi=ed# +here are standardi=ed$ documented project management processes and
s&stems that are integrated into the rest of the organi=ation. Project success is more
predictable$ and cost and schedule performance is improved.
F. Managed# Management collects and uses detailed measures of the effectiveness of
project management. Project success is more uniform$ and cost and schedule performance conforms to plan.
. (daptive# /eedback from the project management process and from piloting
innovative ideas and technologies enables continuous improvement. Project
success is the norm$ and cost and schedule performance is continuousl&
improving.
Project 4uman esource
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Management
+he mportance of 4umanesource Management
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1?1
People determine the success and failure of
organi=ations and projects
What is Project 4uman esourceManagement6
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1?2
Project human resource management
includes the processes re0uired to make the
most effective use of the people involved
with a project. Processes include Organi=ational planning
"taff ac0uisition
+eam development
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Ke&s to Managing People
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1?F
Ps&chologists and management theorists have
devoted much research and thought to the
field of managing people at work
mportant areas related to project
management include motivation
influence and power effectiveness
Motivation
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1?
(braham Maslow developed a hierarch& of
needs to illustrate his theor& that people@s
behaviors are guided b& a se0uence of needs
Maslow argued that humans possess uni0ue
0ualities that enable them to make
independent choices$ thus giving them
control of their destin&
Maslow@s 4ierarch& of ;eeds
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1?5
4er=berg@s Motivational and4&giene /actors
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1?8
/rederick 4er=berg wrote several famous books and
articles about worker motivation. 4e distinguished
between
motivational factors# achievement$ recognition$ the workitself$ responsibilit&$ advancement$ and growth$ which
produce job satisfaction
h&giene factors# cause dissatisfaction if not present$ but
do not motivate workers to do more. 9%amples includelarger salaries$ more supervision$ and a more attractive
work environment
McEregor@s +heor& S and R
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1?>
:ouglas McEregor populari=ed the human relations approach
to management in the 1?5As
+heor& S# assumes workers dislike and avoid work$ so
managers must use coercion$ threats and various control
schemes to get workers to meet objectives
+heor& R# assumes individuals consider work as natural as
pla& or rest and enjo& the satisfaction of esteem and self-
actuali=ation needs
+heor& # introduced in 1?>1 b& William Ouchi and is based
on the Hapanese approach to motivating workers$ emphasi=ing
trust$ 0ualit&$ collective decision making$ and cultural values
+hamhain and Wilemon@s Wa&s to4ave nfluence on Projects
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1??
1. (uthorit the legitimate hierarchical right to issue orders
2. (ssignment# the project managerVs perceived abilit& to influence aworkerVs later work assignments
'. !udget# the project managerVs perceived abilit& to authori=e othersV useof discretionar& funds
F. Promotion# the abilit& to improve a workerVs position
. Mone the abilit& to increase a workerVs pa& and benefits
5. Penalt the project managerVs abilit& to cause punishment
8. Work challenge# the abilit& to assign work that capitali=es on a workerVsenjo&ment of doing a particular task
>. 9%pertise# the project managerVs perceived special knowledge that othersdeem important
?. /riendship# the abilit& to establish friendl& personal relationships between the project manager and others
Wa&s to nfluence that 4elp and4urt Projects
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2AA
Projects are more likel& to succeed when projectmanagers influence with e%pertise
work challenge Projects are more likel& to fail when project
managers rel& too heavil& on authorit&
mone& penalt&
Power
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2A1
Power is the potential abilit& to influence behavior
to get people to do things the& would not otherwise
do
+&pes of power include oercive
3egitimate
9%pert
eward
eferent
mproving 9ffectiveness - ove&@s8 4abits
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2A2
Project managers can appl& ove&@s 8 habits to
improve effectiveness on projects !e proactive
!egin with the end in mind Put first things first
+hink win7win
"eek first to understand$ then to be understood
"&nergi=e
"harpen the saw
9mpathic 3istening and apport
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2A'
Eood project managers are empathic listenersQthe& listen with the intent to understand
!efore &ou can communicate with others$ &ou
have to have rapport Mirroring is a techni0ue to help establish rapport
Professionals often need to develop empathiclistening and other people skills to improve
relationships with users and other stakeholders
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"ample Organi=ational hart for a3arge + Project
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2A
Work :efinition and (ssignmentProcess
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2A5
"ample esponsibilit& (ssignmentMatri% )(M*
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2A8
(M "howing "takeholder oles
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2A>
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"taff (c0uisition
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21A
"taffing plans and good hiring procedures are importantin staff ac0uisition$ as are incentives for recruiting andretention
"ome companies give their emplo&ees one dollar for
ever& hour a new person the& helped hire works "ome organi=ations allow people to work from home as
an incentive
esearch shows that people leave their jobs because the&
don@t make a difference$ don@t get proper recognition$aren@t learning an&thing new$ don@t like their coworkers$and want to earn more mone&
esource 3oading and 3eveling
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211
esource loading refers to the amount of individual
resources an e%isting project schedule re0uires
during specific time periods
esource histograms show resource loading
Over-allocation means more resources than are
available are assigned to perform work at a given
time
"ample esource 4istogram for a3arge + Project
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"ample 4istogram "howing anOverallocated ndividual
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21'
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esource 3eveling 9%ample
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21
+eam :evelopment
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215
t takes teamwork to successfull& completemost projects
+raining can help people understand
themselves$ each other$ and how to work better in teams
+eam building activities include
ph&sical challenges ps&chological preference indicator tools
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eward and ecognition "&stems
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21>
+eam-based reward and recognition s&stems can
promote teamwork
/ocus on rewarding teams for achieving specific
goals (llow time for team members to mentor and help
each other to meet project goals and develop human
resources
Eeneral (dvice on +eams
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21?
/ocus on meeting project objectives and producing positive results
/i% the problem instead of blaming people
9stablish regular$ effective meetings ;urture team members and encourage them to help
each other
(cknowledge individual and group accomplishments
,sing "oftware to (ssist in 4umanesource Management
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22A
"oftware can help in producing (M" and
resource histograms
Project management software includes several
features related to human resource managementsuch as viewing resource usage information
identif&ing under and over-allocated resources
leveling resources
esource ,sage
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esource ,sage eport fromMicrosoft Project
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Project esource Management nvolvesMuch More +han ,sing "oftware
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22'
Project managers must +reat people with consideration and respect
,nderstand what motivates them
ommunicate carefull& with them
Eoal is to enable project team members to
deliver their best work
Project ommunications
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Management
mportance of Eood ommunications
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22
+he greatest threat to man& projects is a failure tocommunicate
Our culture does not portra& PM professionals as
being good communicators esearch shows that PM professionals must be able
to communicate effectivel& to succeed in their positions
"trong verbal skills are a ke& factor in careeradvancement for PM professionals
Project ommunications ManagementProcesses
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225
ommunications planning# determining theinformation and communications needs of thestakeholders
nformation distribution# making needed informationavailable in a timel& manner
Performance reporting# collecting and disseminating performance information
(dministrative closure# generating$ gathering$ anddisseminating information to formali=e phase or project completion
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ommunications Planning
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22>
9ver& project should include some t&pe of
communications management plan$ a document that
guides project communications
reating a stakeholder anal&sis for projectcommunications also aids in communications
planning
ommunications Management Planontents
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22?
( description of a collection and filing structure forgathering and storing various t&pes of information
( distribution structure describing what information goes to
whom$ when$ and how
( format for communicating ke& project information
( project schedule for producing the information
(ccess methods for obtaining the information
( method for updating the communications management
plans as the project progresses and develops
( stakeholder communications anal&sis
"ample "takeholder (nal&sis for Projectommunications
%ta,e!o#ders &ocument Name &ocument
Format
Contact Person &ue
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2'A
ustomer Management
Monthl& "tatuseport
4ard cop& Eail /eldman$+on& "ilva
/irst of month
ustomer !usiness "taff
Monthl& "tatuseport
4ard cop& Hulie Erant$
Heff Martin
/irst of month
ustomer +echnical "taff
Monthl& "tatuseport
9-mail 9van :odge$
;anc& Michaels
/irst of month
nternalManagement
Monthl& "tatuseport
4ard cop& !ob +homson /irst of month
nternal!usiness and+echnical "taff
Monthl& "tatuseport
ntranet (ngie 3iu /irst of month
+raining"ubcontractor
+raining Plan 4ard op& Honathan Kraus 117171???
"oftware"ubcontractor
"oftwaremplementationPlan
9-mail !arbara Eates 57172AAA
nformation :istribution
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2'1
Eetting the right information to the right people at
the right time and in a useful format is just as
important as developing the information in the first
place mportant considerations include
using technolog& to enhance information distribution
formal and informal methods for distributing
information
Media hoice +able
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2'2
+he mpact of the ;umber of People onommunications hannels
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2''
Performance eporting
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2'F
Performance reporting keeps stakeholders informedabout how resources are being used to achieve
project objectives "tatus reports describe where the project stands at a
specific point in time Progress reports describe what the project team has
accomplished during a certain period of time Project forecasting predicts future project status and
progress based on past information and trends "tatus review meetings often include performance
reporting
(dministrative losure
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2'
( project or phase of a project re0uires
closure
(dministrative closure produces project archives
formal acceptance
l