PM Area
Area Process
Important Tools and Techniques
Major Deliverables (Outputs)
Process Group
Other Notes
Project Integration Management – Processes required to ensure that the various elements of the project are properly coordinated
Project Plan Development – taking the results of other planning processes and putting them into a consistent coherent document
¨ Project Planning Methodology
¨ Project Plan
Planning
Project Plan should include Project Charter Scope Statement WBS Budget Schedule Risks and others
Project Plan Execution – carrying out the project plan by performing the activities included therin
¨ General Management Skills
¨ Work Authorization System
¨ PMIS
¨ Work Results
¨ Change Requests
Executing
PM’s role is to integrate all pieces of a project into a cohesive whole It is management’s (eg senior management) responsibility to define the project and protect it from changes
Overall Change Control – Coordinating changes across the entire project
¨ Change Control System
¨ Performance Measurement
¨ PMIS
¨ Project Plan Updates
¨ Corrective Action
¨ Lessons Learned
Controlling
PM must be concerned with the following for overall change control
1 Influencing the factors that affect change
2 Ensuring that change is beneficial
3 Determining that a change has occurred
4 Managing changes as they occur
Project Scope Management – processes required to ensure that the project includes all the work required and only the work required to complete the project successfully
Initiation – committing the organization to begin the next phase of the project
¨ Project Selection Methods
¨ Expert Judgment
¨ Project Charter
¨ Constraints
¨ Assumptions
Initiating
Project Manager should be identified in this phase PMI considers this an output
Scope Planning – developing a written scope statement as the basis for future project decisions
¨ Product Analysis
¨ BenefitCost Analysis
¨ Alternatives Identification
¨ Expert Judgment
¨ Scope Statement
Planning
Scope Statement should include
¨ Project Justification
¨ Project Product
¨ Project Deliverables
¨ Project Objectives
Scope Definition – subdividing the major project deliverables into smaller more manageable components
¨ WBS Templates
¨ Decomposition
¨ Work Breakdown Structure
Planning
WBS is used as a basis for many planning activities and is considered very important by PMI
Scope Verification – formalizing acceptance of the projects scope
¨ Inspection
¨ Formal Acceptance
Executing
Scope Verification deals with the acceptance of the work not the correctness of the work Quality Control deals with the correctness of the work
Scope Change Control – controlling changes to the project scope
¨ Scope Change Control System
¨ Performance Measurement
¨ Scope Changes
¨ Corrective Action
¨ Lessons Learned
Controlling
Corrective Action – Anything done to bring expected future project performance into line with the project plan
Project Time Management Processes required to ensure timely completion of the project
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
¨ Decomposition
¨ Activity List
Planning
Decomposition here generates activities (action steps) whereas decomposition in Scope Definition generates deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
¨ Precedence Diagramming Method (PDM) aka activityonnode
¨ Arrow Diagramming Method (ADM) aka activityonarrow
¨ Conditional Diagramming Techniques (eg GERT)
¨ Project Network Diagram
Planning
PDM has 4 types of dependencies (FS FF SS SF) ADM only uses FS dependencies
ADM uses dummies PDM doesn’t
Activity Duration Estimating – estimating the number of work periods which will be needed to complete individual activities
¨ Expert Judgment
¨ Analogous Estimating (ie Top Down Estimating)
¨ Simulation
¨ Activity Duration Estimates
Planning
PERT and CPM estimating can only be drawn on an AOA diagram
Critical Path is the longest path through a network diagram and shows earliest completion of a project It can be derived using CPM PERT or Monte Carlo
Schedule Development – analyzing activity sequences activity durations and resource requirements to create the project schedule
¨ Mathematical Analysis
¨ Duration Compression
¨ Simulation
¨ Project Schedule
¨ Schedule Management Plan
Planning
CPM technique provides only 1 estimate per task (ie the most likely)
PERT technique provides 3 estimates (Optimistic (O) Pessimistic (P) and Most Likely (M))
PERT Formulas
¨ (P+4M+O)6
¨ Standard Deviation – (PO)6
¨ Variance – ((PO)6) 2
Schedule Control – controlling changes to the project schedule
¨ Schedule Change Control System
¨ Performance Measurement
¨ Schedule Updates
¨ Corrective Action
¨ Lessons Learned
Controlling
Revisions are a special schedule update which are changes to the start and finish dates in approved schedule They are usually revised only in response to scope changes
Project Cost Management processes required to ensure that the project is completed within the approved budget
Resource Planning – determining what resources (people equipment materials) and what quantities of each should be sued to perform project activities
¨ Expert Judgment
¨ Alternatives Identification
¨ Resource Requirements
Planning
Cost Estimating – developing an approximation (estimate) of the costs of the resources needed to complete project activities
¨ Analogous Estimating (ie topdown estimating)
¨ Parametric Modeling (eg regression analysis and learning curve)
¨ BottomUp Estimating
¨ Cost Estimates
¨ Cost Management Plan
Planning
Analogous estimating is generally less costly and less accurate than other techniques
Bottomup estimating accuracy is driven by size of work items being estimated Smaller items increase both cost and accuracy
Formulas to remember
¨ SV BCWPBCWS
¨ CV BCWPACWP
¨ SPI BCWPBCWS
¨ CPI BCWPACWP
Cost Budgeting – allocating the overall cost estimate to individual work items
¨ Cost Estimating Tools and Techniques
¨ Cost Baseline
Planning
Cost baseline is a timephased budget to measure and monitor cost performance
Cost Control – controlling changes to the project budget
¨ Cost Change Control System
¨ Performance Measurement
¨ Revised Cost Estimates
¨ Budget Updates
¨ Corrective Action
¨ Estimate at Completion (EAC)
¨ Lessons Learned
Controlling
Formulas to remember
¨ EAC BACCPI
¨ ETC EACACWP
¨ VAC BAC – EAC
Project Quality Management – processes required to ensure that the project will satisfy the needs for which it was undertaken
Quality Planning – identifying which quality standards are relevant to the project and determining how to satisfy them
¨ BenefitCost Analysis
¨ Benchmarking
¨ Flowcharting
¨ Quality Management Plan
¨ Checklists
¨ Operational Definitions (ie Metrics)
Planning
Quality The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs
Customer Satisfaction Conformance to requirements specifications and fitness for use
Quality is planned in not inspected in
Quality Assurance – evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards
¨ Quality Planning Tools and Techniques
¨ Quality Audits
¨ Quality Improvement
Executing
Kaizen (Continuous Improvement) Small improvements in products or processes to reduce costs and ensure consistency of products or services
ISO 9000 An international standard that describes a recommended quality system Does not include quality procedures or forms
Heuristic is a rule of thumb (eg Rule of Seven)
Quality Control – monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance
¨ Inspection
¨ Control Charts
¨ Pareto Diagrams
¨ Quality Improvement
¨ Acceptance Decisions
¨ Rework
Controlling
¨ + 1 sigma 6826
¨ + 2 sigma 9546
¨ + 3 sigma 9973
¨ + 6 sigma 9999
Variable Characteristic to be measured (eg size shape)
Attribute The measurement (eg inches pounds)
Statistical Independence The probability of 1 event occurring does not affect the probability of another event occurring
Project Human Resource Management – process required to make the most effective use of the people involved with the project
Organizational Planning – identifying documenting and assigning project roles responsibilities and performing relationships
¨ Stakeholder Analysis
¨ Human Resource Practices
¨ Organizational Theory
¨ Role and responsibility assignments
¨ Staffing Mgmt Plan
¨ Organization Chart
Planning
PM Forms of Power
¨ Formal (legitimate) – Based on Position
¨ Reward – Giving Rewards
¨ Penalty (coercive) – Penalizing
¨ Expert – Knowledge and Experience
¨ Referent – Based on referencing someone else’s position and power
PMI says best forms of power are Expert and Reward Formal Reward and Penalty are derived from PM’s position in organization
Staff Acquisition – getting the human resources needed assigned to and working on the project
¨ Negotiations
¨ Preassignment
¨ Procurement
¨ Project Staff Assigned
¨ Project Team Directory
Planning
Conflict Resolution Techniques
¨ Problem Solving (Confronting)
¨ Compromising
¨ Withdrawal
¨ Smoothing
¨ Forcing
PMI recommends Problem Solving as best choice followed by compromising Forcing is last
Team Development – developing individual and group skills to enhance project performance
¨ Team Building Activities
¨ Reward and Recognition Systems
¨ Collocation
¨ Training
¨ Performance Improvements
Executing
Maslow’s Hierarchy of Needs (in order)
¨ Physiological (Lowest)
¨ Safety
¨ Social
¨ Esteem
¨ SelfActualization (Highest)
MacGregor’s Theory X – People need to be watched every minute They are incapable avoid responsibility and avoid work
MacGregor’s Theory Y – People are willing to work without supervision and want to achieve
Project Communications Management – processes required to ensure timely and appropriate generation collection dissemination storage and ultimate disposition of project information
Communication Planning – determining the information and communications needs of the stakeholders who needs what information when will they need it and who will give it to them
¨ Stakeholder Analysis
¨ Communications Management Plan
Planning
Communications Mgmt Plan may include
¨ What info needs to be collected & when
¨ Who will receive the info
¨ Methods to gather and store info
¨ Who may talk to whom
¨ Reporting relationships
¨ Schedule for distribution of each comm
Information Distribution – making needed information available to project stakeholders in a timely manner
¨ Communication Skills
¨ Information Retrieval Systems
¨ Information Distribution Systems
¨ Project Records
Executing
Communication Methods
¨ Formal Written – Project PlansCharters
¨ Formal Verbal – Presentations Speeches
¨ Informal Written – Memos email
¨ Informal Verbal – Meetings Conversations
Comm Channels N(N1)2 where N is equal to the number of people
Performance
Reporting – collecting and disseminating performance information This includes status reporting progress measurement and forecasting
¨ Earned Value Analysis
¨ Performance Reviews
¨ Variance Analysis
¨ Trend Analysis
¨ Performance Reports
¨ Change Requests
Controlling
Performance Reporting Tools
¨ Status Report
¨ Progress Report
¨ Trend Report
¨ Forecasting Report
¨ Variance Report
¨ Earned Value**
Administrative Closure – generating gathering and disseminating information to formalize phase or project completion
¨ Performance Reporting Tools and Techniques
¨ Project Archives
¨ Formal Acceptance
¨ Lessons Learned
Closing
Admin Closure should be done for each phase of the project
Inputs include
¨ Performance Measurement Documentation
¨ Documentation of the product of the project
¨ Other project records
Project Risk Management – processes concerned with identifying analyzing and responding to project risk
Risk Management Planning – deciding how to approach and plan the risk management activities for a project
¨ Planning Meetings
¨ Risk Management Plan
Planning
The risk management plan does not address the response to specific risks (see risk response plan) Elements include
· Methodology
· Roles & Responsibilities
· Budgeting
· Timing
· Scoring & Interpretation
· Thresholds
· Reporting Formats (for Risk Response plan)
· Tracking
Risk Identification – determining which risks are likely to affect the project and documenting the characteristics of each
¨ Checklists
¨ Flowcharting
¨ Interviewing
¨ Risks
¨ Risk Symptoms (ie Triggers)
Planning
Types of Risk
1 Business – Risk of a gain or loss
2 Pure (Insurable) – Only a risk of loss
Sources of Risk Schedule Cost Quality (ie triple constraints) and Performance or Scope of Work
Qualitative Risk Analysis – assessing the impact & likelihood of identified risks prioritizing them based on their impact to the project’s objectives
¨ Risk Probability and Impact
¨ Probability Impact Risk Rating Matrix
¨ Project Assumptions Testing
¨ Data Precision Ranking
¨ Overall Risk Ranking for the project
¨ List of Prioritized risks
¨ List of risks for additional analysis & mgmt
¨ Trends
Planning
Use of low precision data may lead to an analysis that is not useable Risks are rated against how they impact the projects objectives for Cost Schedule Scope and Quality
Risks calculated as high or moderate would be prime candidates for further analysis
Project Risk Management (Continued) – processes concerned with identifying analyzing and responding to project risk
Quantitative Risk Analysis – analyze numerically the probability of each risk and its consequence on overall project activities as well as the extent of overall project risk
¨ Interviewing
¨ Sensitivity Analysis
¨ Decision Tree Analysis
¨ Simulation
¨ Prioritized list of Quantitative Risks
¨ Probabilistic analysis of the project
¨ Probability of achieving the cost and time objectives
¨ Trends
Planning
Quantitative analysis follows qualitative analysis It requires risk identification Objectives include
· Determine probability of reaching project objectives
· Determine size of contingency needed
· Identify risks requiring most attention based on their priority
· Identify realistic cost and scope targets
Risk Response Planning – developing options and determining actions to enhance opportunities and reduce threats to project objectives
¨ Avoidance
¨ Transference
¨ Mitigation
¨ Acceptance
¨ Risk Response Plan
¨ Residual & Secondary Risks
¨ Contractual Agreements
¨ Contingency Reserve amounts needed
¨
Planning
Contingency Plan is applied to identified risks that arise during the project A fallback plan is developed if the risk has high impact or if the strategy might not be fully effective Contingency Allowance accounts for known risks
Risks that arise as a result of implementing the contingency plan are called secondary risks
Risk Monitoring and Control – keeping track of identified risks monitoring residual risks and identifying new risks ensuring the execution of risk plans and evaluating their effectiveness in reducing risk
¨ Project Risk Response Audits
¨ Periodic Project Risk Reviews
¨ Earned Value Analysis
¨ Technical Performance Measurement
¨
¨ Workaround plans
¨ Corrective action
¨ Project change requests
¨ Risk database
¨ Updates to risk identification checklists
¨ Updates to risk response plan
Controlling
Purpose of Risk Monitoring is to determine if
· Risk responses implemented as planned
· Risk response actions were as effective as planned
· Project assumptions are still valid
· Risk trigger has occurred
· Risk exposure has changed
Project Procurement Management – processes required to acquire goods and services from outside the performing organization
Procurement Planning – determining what to procure and when
¨ Make or Buy Analysis
¨ Expert Judgment
¨ Contract Type Selection
¨ Procurement Management Plan
¨ Statements of Work
Planning
Main reason to buy (over make) is to decrease risk (cost schedule and performance or scope of work)
Contract Type Selection
1 CR – Cost Reimbursable Buyer bears highest risk for cost
2 FP – Fixed Price Buyer has least cost risk
3 T&M (ie Unit Price) – Time and Materials Buyer has moderate cost risk
Incentives – Help bring seller’s objectives in line with buyer’s objectives
Solicitation Planning – documenting project requirements and identifying potential sources
¨ Standard Forms
¨ Expert Judgment
¨ Procurement Documents
¨ Evaluation Criteria
¨ SOW Updates
Planning
RFP (Request for Proposal) – Requests detailed proposal on how work will be accomplished
IFB (Invitation for Bid) – Requests one price to do all work
RFQ (Request for Quotation) – Requests a price quote per item hour etc
Procurement Documents
¨ Info for sellers
¨ Scope of work
¨ Proposed terms and conditions of contract
Solicitation – obtaining quotations bids offers or proposals as appropriate
¨ Bidders Conferences
¨ Advertising
¨ Proposals
Executing
Things to be aware of in bidders conference
¨ Collusion
¨ Sellers not asking questions in front of competition
¨ All Q&A is put in writing and issued to all potential sellers as an addendum to the procurement docs
Source Selection – choosing from among potential sellers
¨ Contract Negotiation
¨ Weighting System
¨ Screening System
¨ Independent Estimates (ie Should Cost)
¨ Contract
Executing
Objectives of Negotiation
1 Obtain a fair and reasonable price
2 Develop a good relationship with the seller (should be a winwin situation)
Items to negotiate include Responsibilities authority applicable law technical and business mgmt approaches contract financing and price
Project Procurement Management (Continued) – processes required to acquire goods and services from outside the performing organization
Contract Administration – managing the relationship with the seller
¨ Contract Change Control System
¨ Performance Reporting
¨ Payment System
¨ Correspondence
¨ Contract Changes
¨ Payment Requests
Executing
Usually a 3rd party controls the contract and is the only one with authority to change it This can lead to conflict between the project manager and the contracting officer
Contract Closeout – completing and settlement of the contract including resolution of any open items
¨ Procurement Audits
¨ Contract File
¨ Formal Acceptance and Closure
Closing
Centralized Contracting – A separate contracting office handles contracts for all projects
Decentralized Contracting – A contract administrator is assigned to each project
Contract documentation is the only input to Contract Closeout
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Area Process
Important Tools and Techniques
Major Deliverables (Outputs)
Process Group
Other Notes
Project Integration Management – Processes required to ensure that the various elements of the project are properly coordinated
Project Plan Development – taking the results of other planning processes and putting them into a consistent coherent document
¨ Project Planning Methodology
¨ Project Plan
Planning
Project Plan should include Project Charter Scope Statement WBS Budget Schedule Risks and others
Project Plan Execution – carrying out the project plan by performing the activities included therin
¨ General Management Skills
¨ Work Authorization System
¨ PMIS
¨ Work Results
¨ Change Requests
Executing
PM’s role is to integrate all pieces of a project into a cohesive whole It is management’s (eg senior management) responsibility to define the project and protect it from changes
Overall Change Control – Coordinating changes across the entire project
¨ Change Control System
¨ Performance Measurement
¨ PMIS
¨ Project Plan Updates
¨ Corrective Action
¨ Lessons Learned
Controlling
PM must be concerned with the following for overall change control
1 Influencing the factors that affect change
2 Ensuring that change is beneficial
3 Determining that a change has occurred
4 Managing changes as they occur
Project Scope Management – processes required to ensure that the project includes all the work required and only the work required to complete the project successfully
Initiation – committing the organization to begin the next phase of the project
¨ Project Selection Methods
¨ Expert Judgment
¨ Project Charter
¨ Constraints
¨ Assumptions
Initiating
Project Manager should be identified in this phase PMI considers this an output
Scope Planning – developing a written scope statement as the basis for future project decisions
¨ Product Analysis
¨ BenefitCost Analysis
¨ Alternatives Identification
¨ Expert Judgment
¨ Scope Statement
Planning
Scope Statement should include
¨ Project Justification
¨ Project Product
¨ Project Deliverables
¨ Project Objectives
Scope Definition – subdividing the major project deliverables into smaller more manageable components
¨ WBS Templates
¨ Decomposition
¨ Work Breakdown Structure
Planning
WBS is used as a basis for many planning activities and is considered very important by PMI
Scope Verification – formalizing acceptance of the projects scope
¨ Inspection
¨ Formal Acceptance
Executing
Scope Verification deals with the acceptance of the work not the correctness of the work Quality Control deals with the correctness of the work
Scope Change Control – controlling changes to the project scope
¨ Scope Change Control System
¨ Performance Measurement
¨ Scope Changes
¨ Corrective Action
¨ Lessons Learned
Controlling
Corrective Action – Anything done to bring expected future project performance into line with the project plan
Project Time Management Processes required to ensure timely completion of the project
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
¨ Decomposition
¨ Activity List
Planning
Decomposition here generates activities (action steps) whereas decomposition in Scope Definition generates deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
¨ Precedence Diagramming Method (PDM) aka activityonnode
¨ Arrow Diagramming Method (ADM) aka activityonarrow
¨ Conditional Diagramming Techniques (eg GERT)
¨ Project Network Diagram
Planning
PDM has 4 types of dependencies (FS FF SS SF) ADM only uses FS dependencies
ADM uses dummies PDM doesn’t
Activity Duration Estimating – estimating the number of work periods which will be needed to complete individual activities
¨ Expert Judgment
¨ Analogous Estimating (ie Top Down Estimating)
¨ Simulation
¨ Activity Duration Estimates
Planning
PERT and CPM estimating can only be drawn on an AOA diagram
Critical Path is the longest path through a network diagram and shows earliest completion of a project It can be derived using CPM PERT or Monte Carlo
Schedule Development – analyzing activity sequences activity durations and resource requirements to create the project schedule
¨ Mathematical Analysis
¨ Duration Compression
¨ Simulation
¨ Project Schedule
¨ Schedule Management Plan
Planning
CPM technique provides only 1 estimate per task (ie the most likely)
PERT technique provides 3 estimates (Optimistic (O) Pessimistic (P) and Most Likely (M))
PERT Formulas
¨ (P+4M+O)6
¨ Standard Deviation – (PO)6
¨ Variance – ((PO)6) 2
Schedule Control – controlling changes to the project schedule
¨ Schedule Change Control System
¨ Performance Measurement
¨ Schedule Updates
¨ Corrective Action
¨ Lessons Learned
Controlling
Revisions are a special schedule update which are changes to the start and finish dates in approved schedule They are usually revised only in response to scope changes
Project Cost Management processes required to ensure that the project is completed within the approved budget
Resource Planning – determining what resources (people equipment materials) and what quantities of each should be sued to perform project activities
¨ Expert Judgment
¨ Alternatives Identification
¨ Resource Requirements
Planning
Cost Estimating – developing an approximation (estimate) of the costs of the resources needed to complete project activities
¨ Analogous Estimating (ie topdown estimating)
¨ Parametric Modeling (eg regression analysis and learning curve)
¨ BottomUp Estimating
¨ Cost Estimates
¨ Cost Management Plan
Planning
Analogous estimating is generally less costly and less accurate than other techniques
Bottomup estimating accuracy is driven by size of work items being estimated Smaller items increase both cost and accuracy
Formulas to remember
¨ SV BCWPBCWS
¨ CV BCWPACWP
¨ SPI BCWPBCWS
¨ CPI BCWPACWP
Cost Budgeting – allocating the overall cost estimate to individual work items
¨ Cost Estimating Tools and Techniques
¨ Cost Baseline
Planning
Cost baseline is a timephased budget to measure and monitor cost performance
Cost Control – controlling changes to the project budget
¨ Cost Change Control System
¨ Performance Measurement
¨ Revised Cost Estimates
¨ Budget Updates
¨ Corrective Action
¨ Estimate at Completion (EAC)
¨ Lessons Learned
Controlling
Formulas to remember
¨ EAC BACCPI
¨ ETC EACACWP
¨ VAC BAC – EAC
Project Quality Management – processes required to ensure that the project will satisfy the needs for which it was undertaken
Quality Planning – identifying which quality standards are relevant to the project and determining how to satisfy them
¨ BenefitCost Analysis
¨ Benchmarking
¨ Flowcharting
¨ Quality Management Plan
¨ Checklists
¨ Operational Definitions (ie Metrics)
Planning
Quality The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs
Customer Satisfaction Conformance to requirements specifications and fitness for use
Quality is planned in not inspected in
Quality Assurance – evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards
¨ Quality Planning Tools and Techniques
¨ Quality Audits
¨ Quality Improvement
Executing
Kaizen (Continuous Improvement) Small improvements in products or processes to reduce costs and ensure consistency of products or services
ISO 9000 An international standard that describes a recommended quality system Does not include quality procedures or forms
Heuristic is a rule of thumb (eg Rule of Seven)
Quality Control – monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance
¨ Inspection
¨ Control Charts
¨ Pareto Diagrams
¨ Quality Improvement
¨ Acceptance Decisions
¨ Rework
Controlling
¨ + 1 sigma 6826
¨ + 2 sigma 9546
¨ + 3 sigma 9973
¨ + 6 sigma 9999
Variable Characteristic to be measured (eg size shape)
Attribute The measurement (eg inches pounds)
Statistical Independence The probability of 1 event occurring does not affect the probability of another event occurring
Project Human Resource Management – process required to make the most effective use of the people involved with the project
Organizational Planning – identifying documenting and assigning project roles responsibilities and performing relationships
¨ Stakeholder Analysis
¨ Human Resource Practices
¨ Organizational Theory
¨ Role and responsibility assignments
¨ Staffing Mgmt Plan
¨ Organization Chart
Planning
PM Forms of Power
¨ Formal (legitimate) – Based on Position
¨ Reward – Giving Rewards
¨ Penalty (coercive) – Penalizing
¨ Expert – Knowledge and Experience
¨ Referent – Based on referencing someone else’s position and power
PMI says best forms of power are Expert and Reward Formal Reward and Penalty are derived from PM’s position in organization
Staff Acquisition – getting the human resources needed assigned to and working on the project
¨ Negotiations
¨ Preassignment
¨ Procurement
¨ Project Staff Assigned
¨ Project Team Directory
Planning
Conflict Resolution Techniques
¨ Problem Solving (Confronting)
¨ Compromising
¨ Withdrawal
¨ Smoothing
¨ Forcing
PMI recommends Problem Solving as best choice followed by compromising Forcing is last
Team Development – developing individual and group skills to enhance project performance
¨ Team Building Activities
¨ Reward and Recognition Systems
¨ Collocation
¨ Training
¨ Performance Improvements
Executing
Maslow’s Hierarchy of Needs (in order)
¨ Physiological (Lowest)
¨ Safety
¨ Social
¨ Esteem
¨ SelfActualization (Highest)
MacGregor’s Theory X – People need to be watched every minute They are incapable avoid responsibility and avoid work
MacGregor’s Theory Y – People are willing to work without supervision and want to achieve
Project Communications Management – processes required to ensure timely and appropriate generation collection dissemination storage and ultimate disposition of project information
Communication Planning – determining the information and communications needs of the stakeholders who needs what information when will they need it and who will give it to them
¨ Stakeholder Analysis
¨ Communications Management Plan
Planning
Communications Mgmt Plan may include
¨ What info needs to be collected & when
¨ Who will receive the info
¨ Methods to gather and store info
¨ Who may talk to whom
¨ Reporting relationships
¨ Schedule for distribution of each comm
Information Distribution – making needed information available to project stakeholders in a timely manner
¨ Communication Skills
¨ Information Retrieval Systems
¨ Information Distribution Systems
¨ Project Records
Executing
Communication Methods
¨ Formal Written – Project PlansCharters
¨ Formal Verbal – Presentations Speeches
¨ Informal Written – Memos email
¨ Informal Verbal – Meetings Conversations
Comm Channels N(N1)2 where N is equal to the number of people
Performance
Reporting – collecting and disseminating performance information This includes status reporting progress measurement and forecasting
¨ Earned Value Analysis
¨ Performance Reviews
¨ Variance Analysis
¨ Trend Analysis
¨ Performance Reports
¨ Change Requests
Controlling
Performance Reporting Tools
¨ Status Report
¨ Progress Report
¨ Trend Report
¨ Forecasting Report
¨ Variance Report
¨ Earned Value**
Administrative Closure – generating gathering and disseminating information to formalize phase or project completion
¨ Performance Reporting Tools and Techniques
¨ Project Archives
¨ Formal Acceptance
¨ Lessons Learned
Closing
Admin Closure should be done for each phase of the project
Inputs include
¨ Performance Measurement Documentation
¨ Documentation of the product of the project
¨ Other project records
Project Risk Management – processes concerned with identifying analyzing and responding to project risk
Risk Management Planning – deciding how to approach and plan the risk management activities for a project
¨ Planning Meetings
¨ Risk Management Plan
Planning
The risk management plan does not address the response to specific risks (see risk response plan) Elements include
· Methodology
· Roles & Responsibilities
· Budgeting
· Timing
· Scoring & Interpretation
· Thresholds
· Reporting Formats (for Risk Response plan)
· Tracking
Risk Identification – determining which risks are likely to affect the project and documenting the characteristics of each
¨ Checklists
¨ Flowcharting
¨ Interviewing
¨ Risks
¨ Risk Symptoms (ie Triggers)
Planning
Types of Risk
1 Business – Risk of a gain or loss
2 Pure (Insurable) – Only a risk of loss
Sources of Risk Schedule Cost Quality (ie triple constraints) and Performance or Scope of Work
Qualitative Risk Analysis – assessing the impact & likelihood of identified risks prioritizing them based on their impact to the project’s objectives
¨ Risk Probability and Impact
¨ Probability Impact Risk Rating Matrix
¨ Project Assumptions Testing
¨ Data Precision Ranking
¨ Overall Risk Ranking for the project
¨ List of Prioritized risks
¨ List of risks for additional analysis & mgmt
¨ Trends
Planning
Use of low precision data may lead to an analysis that is not useable Risks are rated against how they impact the projects objectives for Cost Schedule Scope and Quality
Risks calculated as high or moderate would be prime candidates for further analysis
Project Risk Management (Continued) – processes concerned with identifying analyzing and responding to project risk
Quantitative Risk Analysis – analyze numerically the probability of each risk and its consequence on overall project activities as well as the extent of overall project risk
¨ Interviewing
¨ Sensitivity Analysis
¨ Decision Tree Analysis
¨ Simulation
¨ Prioritized list of Quantitative Risks
¨ Probabilistic analysis of the project
¨ Probability of achieving the cost and time objectives
¨ Trends
Planning
Quantitative analysis follows qualitative analysis It requires risk identification Objectives include
· Determine probability of reaching project objectives
· Determine size of contingency needed
· Identify risks requiring most attention based on their priority
· Identify realistic cost and scope targets
Risk Response Planning – developing options and determining actions to enhance opportunities and reduce threats to project objectives
¨ Avoidance
¨ Transference
¨ Mitigation
¨ Acceptance
¨ Risk Response Plan
¨ Residual & Secondary Risks
¨ Contractual Agreements
¨ Contingency Reserve amounts needed
¨
Planning
Contingency Plan is applied to identified risks that arise during the project A fallback plan is developed if the risk has high impact or if the strategy might not be fully effective Contingency Allowance accounts for known risks
Risks that arise as a result of implementing the contingency plan are called secondary risks
Risk Monitoring and Control – keeping track of identified risks monitoring residual risks and identifying new risks ensuring the execution of risk plans and evaluating their effectiveness in reducing risk
¨ Project Risk Response Audits
¨ Periodic Project Risk Reviews
¨ Earned Value Analysis
¨ Technical Performance Measurement
¨
¨ Workaround plans
¨ Corrective action
¨ Project change requests
¨ Risk database
¨ Updates to risk identification checklists
¨ Updates to risk response plan
Controlling
Purpose of Risk Monitoring is to determine if
· Risk responses implemented as planned
· Risk response actions were as effective as planned
· Project assumptions are still valid
· Risk trigger has occurred
· Risk exposure has changed
Project Procurement Management – processes required to acquire goods and services from outside the performing organization
Procurement Planning – determining what to procure and when
¨ Make or Buy Analysis
¨ Expert Judgment
¨ Contract Type Selection
¨ Procurement Management Plan
¨ Statements of Work
Planning
Main reason to buy (over make) is to decrease risk (cost schedule and performance or scope of work)
Contract Type Selection
1 CR – Cost Reimbursable Buyer bears highest risk for cost
2 FP – Fixed Price Buyer has least cost risk
3 T&M (ie Unit Price) – Time and Materials Buyer has moderate cost risk
Incentives – Help bring seller’s objectives in line with buyer’s objectives
Solicitation Planning – documenting project requirements and identifying potential sources
¨ Standard Forms
¨ Expert Judgment
¨ Procurement Documents
¨ Evaluation Criteria
¨ SOW Updates
Planning
RFP (Request for Proposal) – Requests detailed proposal on how work will be accomplished
IFB (Invitation for Bid) – Requests one price to do all work
RFQ (Request for Quotation) – Requests a price quote per item hour etc
Procurement Documents
¨ Info for sellers
¨ Scope of work
¨ Proposed terms and conditions of contract
Solicitation – obtaining quotations bids offers or proposals as appropriate
¨ Bidders Conferences
¨ Advertising
¨ Proposals
Executing
Things to be aware of in bidders conference
¨ Collusion
¨ Sellers not asking questions in front of competition
¨ All Q&A is put in writing and issued to all potential sellers as an addendum to the procurement docs
Source Selection – choosing from among potential sellers
¨ Contract Negotiation
¨ Weighting System
¨ Screening System
¨ Independent Estimates (ie Should Cost)
¨ Contract
Executing
Objectives of Negotiation
1 Obtain a fair and reasonable price
2 Develop a good relationship with the seller (should be a winwin situation)
Items to negotiate include Responsibilities authority applicable law technical and business mgmt approaches contract financing and price
Project Procurement Management (Continued) – processes required to acquire goods and services from outside the performing organization
Contract Administration – managing the relationship with the seller
¨ Contract Change Control System
¨ Performance Reporting
¨ Payment System
¨ Correspondence
¨ Contract Changes
¨ Payment Requests
Executing
Usually a 3rd party controls the contract and is the only one with authority to change it This can lead to conflict between the project manager and the contracting officer
Contract Closeout – completing and settlement of the contract including resolution of any open items
¨ Procurement Audits
¨ Contract File
¨ Formal Acceptance and Closure
Closing
Centralized Contracting – A separate contracting office handles contracts for all projects
Decentralized Contracting – A contract administrator is assigned to each project
Contract documentation is the only input to Contract Closeout
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