PM_fundamentals_Session_2_Final_080715_Satya_g

1

Satyanarayana. G. Manager-SolutionsSatyanarayana. G. Manager-Solutions

Project Management Fundamentals Training ProgramSession 2/4

G. SatyanarayanaEnvision Enterprise SolutionsMail: [email protected]: +91 9963744407

Date: 10/07/2015Time: 16:00 to 18:00

Project Management Fundamentals Training Program Session 2 Agenda

• Plan Scope Management• Collect requirements• Define Scope• Create WBS• Validate Scope• Control Scope• Q & A

Project ScopeManagement

• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule• Q & A

Project TimeManagement

2

Satyanarayana. G. Manager-Solutions

Exam



*16:00 to 16:45*16:00 to 16:45 *16:46 to 17:30*16:46 to 17:30

*17:31 to 18:00*17:31 to 18:00



16:00 to 16:45

3




Plan Scope Management

•Create a plan for scope will be defined,validated and controlled.•Purpose is

•to provide broad description to master plan/projectto stakeholders• To direct the project core team

•Describes the “breadth of project”•The following areas to be covered

•Objectives of the project from the perspective ofthe contractor•Requirements: Both internal and externalstakeholders•Deliverables•Milestones•Limits and exclusions : What project does notinclude

Planningprocess

4


•Create a plan for scope will be defined,validated and controlled.•Purpose is

•to provide broad description to master plan/projectto stakeholders• To direct the project core team

•Describes the “breadth of project”•The following areas to be covered

•Objectives of the project from the perspective ofthe contractor•Requirements: Both internal and externalstakeholders•Deliverables•Milestones•Limits and exclusions : What project does notinclude


PCPC

OPAOPAEnterpriseEnvironmental

Factors

EnterpriseEnvironmental

Factors

INPUTS

PMPPMP

Planningprocess

5


OUTPUT

Tools&

Techniques

OPAEnterpriseEnvironmental

Factors


Factors

1. Scope ManagementPlan

2. Requirementmanagement plan

External SME’sExperts Judgments

Internal SME’sFacilitation Techniques


1. Process for preparing• Project scope management• WBS• How WBS will be maintained and approved• How formal acceptance of the completed deliverables will be obtained

2. Requirement management plan• How requirement activities will be planned, tracked and reported• Requirements prioritization process• Traceability structure to reflect which requirement attributes will be

captured on the traceability matrix




Planningprocess

6








Collect Requirements

•The process of determining, documentingand managing stakeholders needs andrequirements to meet project objectives•Deriving the final requirements from varioussources defined in project charter, SMP andRMP

Planningprocess

7


•The process of determining, documentingand managing stakeholders needs andrequirements to meet project objectives•Deriving the final requirements from varioussources defined in project charter, SMP andRMP

PCPC


SMPSMP

StakeholdersRegister


Stakeholdersmanagement

Plan


Plan

INPUTS

Planningprocess

Group creativity techniques1. Brain storming2. Nominal group techniques3. The Delphi technique4. Idea/Mind mapping5. Affinity diagramGroup decision Making

techniques1. Unanimity2. Majority3. Plurality4. Directorship

8


OUTPUT

Tools&

Techniques



Plan


Plan

•RequirementDocumentation•RTM

Questionnaires and surveysObservationsPrototypesBenchmarkingContext diagramsDocument Analysis

InterviewsFocus groupsWorkshopsGroup creativitytechniques

Group creativity techniques1. Brain storming2. Nominal group techniques3. The Delphi technique4. Idea/Mind mapping5. Affinity diagramGroup decision Making

techniques1. Unanimity2. Majority3. Plurality4. Directorship


•Requirement documentation•Description of project justification•Business and project objectives•Functional requirements•Non functional requirements•Acceptance Criteria•Business Rules•Impact on other organization areas•Support and training requirements•Assumptions and constraints

•Requirement traceability Matrix•Define how requirements are linked to•Track through the life cycle•Linking requirements to their origin

•Business / Project objectives•Product development•Test strategy and test scenarios•Product design•Product scope and deliverables




Planningprocess

IDAssocIDTechnical Assumption(s)and/or Customer Need(s)

Functional Requirement

Status

Architectural/Design Document

Technical Specification

9








Technical Specification

System Component(s)

Software Module(s)

Test Case NumberTested InImplemented In

Verification

AdditionalComments

Define scope

•The process of defining a detaileddescription of the project and product•Product scope: The features and functionsthat characterizes a product, service or result•Project scope: The work the need to beaccomplished to deliver a product, service orresult with the specified features andfunctions

PlanningProcess

10


•The process of defining a detaileddescription of the project and product•Product scope: The features and functionsthat characterizes a product, service or result•Project scope: The work the need to beaccomplished to deliver a product, service orresult with the specified features andfunctions

RequirementsDocumentationRequirements

Documentation

Define scope

SMPSMP

OPAOPA

INPUTS

PCPC

Monitoring& Control

11


OUTPUT

Tools&

Techniques

OPA

•Project scope statement•Project document updates

External SME’sExperts JudgmentsAlternative generation

Internal SME’sProduct analysisFacilitationworkshops(JAD, VOCand QFD)

PC

Define scope

•Project scope statement•Product acceptance criteria•Product scope description•Project deliverables•Project exclusions•Project constraints•Project assumptions

•Project documents updates•Requirements traceability matrix•Requirements documentation•Stakeholders register



PlanningProcess

12






Create WBS

•The process of sub dividing the project deliverables•Making project work into smaller, more manageablecomponents•WBS is the final deliverable•WBS will prevent work from slipping through thecracks•WBS is a complete project scope•WBS can be a phase or deliverable•Generally it is phase wise but leads to deliverables•A deliverable oriented grouping of project componentsthat organizes and defines the total scope of the project•The least item is work package/deliverable in WBS•Work outside the WBS is outside the scope of theproject•WBS is used to communicate with customer onprogress•8/80 rules preferred

PlanningProcess

13


•The process of sub dividing the project deliverables•Making project work into smaller, more manageablecomponents•WBS is the final deliverable•WBS will prevent work from slipping through thecracks•WBS is a complete project scope•WBS can be a phase or deliverable•Generally it is phase wise but leads to deliverables•A deliverable oriented grouping of project componentsthat organizes and defines the total scope of the project•The least item is work package/deliverable in WBS•Work outside the WBS is outside the scope of theproject•WBS is used to communicate with customer onprogress•8/80 rules preferred

RequirementsdocumentationRequirements

documentation

Create WBS

SMPSMP


Factors


Factors

INPUTS

Projectscope

statement

Projectscope

statement

PlanningProcess

14


OUTPUT

Tools&

Techniques


Factors


Factors

•Scope baseline•Project Document update

External SME’sExperts JudgmentsDecomposition

Internal SME’s

Create WBS

•Scope baseline•Components of project management plan•Description of project scope, major deliverables, assumptions and constraints•Deliverable oriented hierarchical decomposing•Control accounts are established for work packages•Code of accounts are assigned to WBS•WBS dictionary is created

•Contact information•Acceptance criteria•Quality requirements•Cost estimates•Resource and skills required•Schedule milestones•Description of work•Code of account

•Project requirements documentation updates




PlanningProcess

15








Validate Scope

•The process of formalizing acceptance of thecompleted deliverables•For internal projects, signoff done by internalsponsor•For external, signoff done by customer•Validate scope is done in all phases of theproject•Deliverables that are completed and checkedfor completeness through control qualityprocess should be sent to validate scopeprocess•Degree of compliance with requirementsmust be mentioned

Monitoring&

Control

16


•The process of formalizing acceptance of thecompleted deliverables•For internal projects, signoff done by internalsponsor•For external, signoff done by customer•Validate scope is done in all phases of theproject•Deliverables that are completed and checkedfor completeness through control qualityprocess should be sent to validate scopeprocess•Degree of compliance with requirementsmust be mentioned

RTMRTM

Validate Scope

PMPPMP

VerifiedDeliverables

VerifiedDeliverablesRequirements

documentationRequirements

documentation

INPUTS

Monitoring&

Control

Workperformance

Data

Workperformance

Data

Severity of nonconformities

Degree ofcompliance

17


OUTPUT

Tools&

Techniques

VerifiedDeliverablesRequirements

documentation

•Accepted deliverables•CR’s

Group decision makingtechniques

Inspection

Validate Scope

•Accepted deliverables which are meeting the acceptance criteria•Receiving change requests with reason for change•Defects identified•Information about the work progress•Updates in the project status•Updates in the product documentation


Monitoring&

Control

18




Control Scope

•The process of monitoring the status of theproject and product scope and managing thechanges to the scope baseline

Monitoring&

Control

19


•The process of monitoring the status of theproject and product scope and managing thechanges to the scope baseline

RTMRTM

Control Scope

PMPPMP

OPAOPARequirementsdocumentationRequirements

documentation

INPUTS

Monitoring&

Control

Workperformance

Data

Workperformance

Data •Compare scopebaseline with actualwork•Analyze if anydifference•Determine themagnitude andcause of variance•Decide acorrection andprevention action

20


OUTPUT

Tools&

Techniques

OPARequirementsdocumentation

•Work performanceInformation•Change requests

Variance AnalysisVariance Analysis

•Compare scopebaseline with actualwork•Analyze if anydifference•Determine themagnitude andcause of variance•Decide acorrection andprevention action

Validate Scope

•Work performance information•Planned vs actual technical performance•Scope performance measurements

•Change requests•Change to scope baselines•Changes to PMP•Preventive and corrective actions

•Defects repair•Scope baseline updates•Cost and schedule baseline update•Project documents updates•OPA updates

•Lessons learned from scope control•Corrective and preventive actions•Cause of variance





Monitoring&

Control

21










Scope management

22




16:46 to 17:30

23




Plan Schedule Management

•The process of establishing the policies,procedures and documentation for planning,developing, managing, executing and controllingthe project schedule

PlanningProcess

24


•The process of establishing the policies,procedures and documentation for planning,developing, managing, executing and controllingthe project schedule

Plan Schedule Management

PMPPMP


Factors


Factors

INPUTS

PCPC

PlanningProcess

•Schedulingmethodology•Scheduling toolsandtechniques(CPM,PERT)•Estimatingapproach•Formats•PMIS

25


OUTPUT

Tools&

Techniques


Factors


Factors

•Schedule management plan

Experts JudgmentsAnalytical techniques

Meetings

•Schedulingmethodology•Scheduling toolsandtechniques(CPM,PERT)•Estimatingapproach•Formats•PMIS

Plan schedule Management

•Process description•Reporting formats•Rules for performance Measurements•Control thresholds•Project schedule Modele maintenance•Organization process links•Unit of measurements•Level of accuracy


PlanningProcess

26




Define activities

•The process of identifying and documenting thespecific actions to be performed to produce theproject deliverables•Subdivides work packages into smaller activities•Form of progressive elaboration•Work in near term is planned in detail•Future work is planned at higher level

PlanningProcess

27


•The process of identifying and documenting thespecific actions to be performed to produce theproject deliverables•Subdivides work packages into smaller activities•Form of progressive elaboration•Work in near term is planned in detail•Future work is planned at higher level

Define activities

SMPSMP


Factors


Factors

INPUTS

Scopebaseline

Scopebaseline

PlanningProcess

28


OUTPUT

Tools&

Techniques


Factors


Factors

•Activities list

Experts JudgmentsDecompositionRolling wave planning

Define activities

•List of all activities on the project•Activities identifies•Activity Attributes with description of activity

•ID,WBSID, Activity name•Description•Predecessors and successor•Relationships, leads and lags•Resource requirements•Constraints dates•Assumptions

•Milestone list with point in the life of the project(significant event). It does nothave duration•Decision points, signoffs, Go-on go, phase exit




PlanningProcess

29








Sequence activities

•The process of identifying and documentingrelationship among the project activities•Using techniques like PDM/AON for constructing aproject schedule network•Precedence Diagramming Method/Activity onNode•Using produced using software's•Used to display activity dependencies(hard logic,outside and discretionary dependencies•PDM’s like FTS, FTF, STS and STF•FTS : Most commonly used method•STF: least commonly used method

PlanningProcess

30


•The process of identifying and documentingrelationship among the project activities•Using techniques like PDM/AON for constructing aproject schedule network•Precedence Diagramming Method/Activity onNode•Using produced using software's•Used to display activity dependencies(hard logic,outside and discretionary dependencies•PDM’s like FTS, FTF, STS and STF•FTS : Most commonly used method•STF: least commonly used method

Sequence activities

SMPSMP


Factors


Factors

INPUTS

Activity ListActivity List

PlanningProcess

MilestoneList

MilestoneList

Projectscope

Statement

Projectscope

Statement

Leads: accelerationof successoractivityLag: Delay insuccessor activity

31


OUTPUT

Tools&

Techniques


Factors


Factors

•Project scheduling NetworkDiagrams•Project Documents updates

Leads and LagsPDMDependencyDetermination

Leads: accelerationof successoractivityLag: Delay insuccessor activity

Sequence activities

•Displays activity dependencies•This is most done through software•Updates activity list•Updates risk register•Updates activity attributes

•Displays activity dependencies•This is most done through software•Updates activity list•Updates risk register•Updates activity attributes

PlanningProcess

32


Estimate Activity Resources

• The process of estimating the type and quantitiesof materials, human resources, equipments orsupplies to perform each activity•Materials / equipments: Make / Buy/rent/lease•Resources : internal/external•Mostly used bottom-up method•Commonly done using software•Estimating activity duration : number of workperiods

PlanningProcess

33


• The process of estimating the type and quantitiesof materials, human resources, equipments orsupplies to perform each activity•Materials / equipments: Make / Buy/rent/lease•Resources : internal/external•Mostly used bottom-up method•Commonly done using software•Estimating activity duration : number of workperiods


SMPSMP


Factors


Factors

INPUTS

ProjectScope

statement &Activity List

ProjectScope


PlanningProcess

ActivityResource

Requirements

ActivityResource

RequirementsResourceCalendarResourceCalendar

34


OUTPUT

Tools&

Techniques


Factors


Factors

•Activity resourcerequirements

Bottom-up estimatesPMIS

Expert JudgmentAlternative analysisPublished estimateddata


•Activity Resource Requirements•List of resources required for each activity•Type and quantities required for each activity•Resources are then aggregated to work package levels•Documentation on the resource estimation and utilization

•Resource Breakdown Structure•Graphical hierarchy of resource structure•Breakdown by resource category and type•Includes proficiency and grade

•Project document updates




PlanningProcess

35








Estimate Activity Duration

• The process of estimating the number of workperiods needed to complete individual activitieswith estimated resources•Can be calculated based on percentage ofestimated duration•Fixed work period•Quantities Analysis

PlanningProcess

36


• The process of estimating the number of workperiods needed to complete individual activitieswith estimated resources•Can be calculated based on percentage ofestimated duration•Fixed work period•Quantities Analysis


SMPSMP


Factors


Factors

INPUTS

ProjectScope


ProjectScope


PlanningProcess

ActivityResource

Requirements

ActivityResource

RequirementsResourceCalendarResourceCalendar

•Based optimistic,Most likely andpessimistic•Activity ExpectedDuration(P+4M+O)/6•Activity Standardduration (P-O)/6•Activity variance(P-O/6)2

RiskRegister

RiskRegister

Activity List&

Attributes

Activity List&

Attributes

37


OUTPUT

Tools&

Techniques


Factors


Factors

•Activity duration estimate

Three point Estimate(Programevaluation & ReviewTechnique)Group discussion makingtechniqueReserve Analysis

Expert JudgmentAnalogous estimatingParametricestimating(regressionAnalysis and learningcurve)

•Based optimistic,Most likely andpessimistic•Activity ExpectedDuration(P+4M+O)/6•Activity Standardduration (P-O)/6•Activity variance(P-O/6)2


•Activity duration estimation•Estimate for each activity•Indicates a range of possible results

•Project document updates•Activity attributes•Assumptions made during estimates

• Standard deviation tells you how unsure the estimate is




PlanningProcess

38








Develop schedule

•The process of analyzing sequence, duration,resource requirements and schedule constraints tocreate the project schedule model•Used constraints like

•Start no earlier than•Finish no earlier than•Start no later than•Finish no later than•Must start on•Must finish on

•Uses schedule network Analysis•Float of an activity determined Determining theamount of time the activity can be delayed beforeit delays the critical path

PlanningProcess

39


•The process of analyzing sequence, duration,resource requirements and schedule constraints tocreate the project schedule model•Used constraints like

•Start no earlier than•Finish no earlier than•Start no later than•Finish no later than•Must start on•Must finish on

•Uses schedule network Analysis•Float of an activity determined Determining theamount of time the activity can be delayed beforeit delays the critical path

Develop schedule

SMPSMP


Factors


Factors

INPUTS

ProjectScope

statement

ProjectScope

statement

PlanningProcess

Projectschedulenetworkdiagram

Projectschedulenetworkdiagram

Resourcebreakdownstructure

Resourcebreakdownstructure

RiskRegister

RiskRegister

Activity List&

Attributes

Activity List&

AttributesProject

Staffassignments

ProjectStaff

assignments

40


OUTPUT

Tools&

Techniques


Factors


Factors

•Schedule baseline

Schedule network diagramCritical patch chainModeling techniquesSchedule compression(fasttracking/crashing)

Critical Path methodResource OptimizationLeads and lagsScheduling tools

Develop schedule

•Schedule baseline•Baseline can be changed only after the changes are approved•Baseline has start and fish dates•Represents the agreed and approved dates

•Project schedule•Critical path•Project schedule network diagrams•Bar charts displaying activities and start and end dates

•Schedule data•Supporting documentation•Assumption and constraints•Delivery schedule•Cashflow projection•Resource histograms

•Project calendar•PMP updates•Project documents updates





PlanningProcess

41










Control schedule

•The process of monitoring the status of the projectactivities to update project progress and managechanges to the schedule baseline to achieve theplan

Monitoring&

controlling

42


•The process of monitoring the status of the projectactivities to update project progress and managechanges to the schedule baseline to achieve theplan

Control schedule

WorkPerformance

data

WorkPerformance

data

OPAOPA

INPUTS

ScheduleData

ScheduleData

Monitoring&

controlling

ProjectscheduleProject

schedule

ProjectcalendarProject

calendar

PerformanceReview

PerformanceReview

43


OUTPUT

Tools&

Techniques

OPA

•Schedule baseline

Leads and lagsSchedule compressionSchedule tools

Performance reviewPMISResource OptimizationtechniquesModeling techniques

Projectschedule

Control schedule

•Work performance information•SPI•SV

•Schedule forecast: estimates and predictions of conditions and events based onthe information and knowledge available at the time of forecast•Change requests: Change to schedule baseline and PMP•PMP updates:

•Schedule baseline•Schedule management plan•Cost baseline

•Project documents updates•OPA updates





Monitoring&

controlling

44










Time Management

45


PM Fundamentals Session 2/4

NowIts Exam

Time

NowIts Exam

Time

Select

The

Right

Answer

On

Your

Own

Select

The

Right

Answer

On

Your

Own

Keep

Calm

And

Write

Exam

Keep

Calm

And

Write

Exam

30 Questions30 Min

17:31 to 18:00

46


NowIts Exam

Time

NowIts Exam

Time

AllTheBest

AllTheBest

Select

The

Right

Answer

On

Your

Own

Select

The

Right

Answer

On

Your

Own

Keep

Calm

And

Write

Exam

Keep

Calm

And

Write

Exam

PM Fundamentals Session 1/4

47


48


PM_fundamentals_Session_2_Final_080715_Satya_g

Documents

scope management plan

project scope management

agenda plan scope management

scope control scope

breadth of project

project core team

requirement activities

contractor requirements