PMBOK Synopsis Contents

Transcription

1 PMBOK Synopsis Contents PMBOK Synopsis... 1 PMI Essential Terms ( AC, P8)... 4 Initiating Process- Develop Project Charter ( RM. 97)... 5 ITTO Develop Project Charter... 5 Initiating Process- Identify Stakeholders (RM. 268)... 5 ITTO Identify Stakeholders... 5 Planning Process- Collect Requirements (RM 147)... 7 ITTO Collect Requirements... 7 Planning Process- Define Scope (RM. 154)... 8 ITTO Define Scope... 8 Planning Process- Create Work Breakdown Structure (RM. 155)... 8 ITTO Create Work Breakdown Structure... 8 Planning Process- Define Activities (RM. 180)... 9 ITTO Define Activities... 9 Planning Process- Sequence Activities (RM. 181)... 9 ITTO Sequence Activities Estimating Activities (RM. 183) Planning Process- Estimating Activity Resources (RM. 155) ITTO Estimating Activity Resources Planning Process- Estimating Duration (PM. 146) ITTO Estimating Duration How Estimating is Done ( Use in Time and Cost Management) Planning Process- Develop Schedule (RM. 194) ITTO Develop Schedule Critical Path Method ( RM 196) Planning Process- Estimate Cost (P. 168) ITTO Estimate Cost How Estimating is Done ( Use in Time and Cost Management) Planning Process- Determine Budget (RM. 237) ITTO Determine Budget Planning Process- Plan Quality (RM. 268) ITTO Plan Quality Planning Process- Develop Human Resource Plan (RM 268) ITTO Human Resource Plan Planning Process- Plan Communication (RM. 351) ITTO Plan Communication What do I need to adequately perform the Risk Management Process? Planning Process- Plan Risk Management (RM. 379) ITTO Plan Risk Management... 27

2 Planning Process- Identify Risk (RM.381) ITTO Identify Risk Planning Process- Perform Qualitative (RANK) Analysis (RM.383) ITTO Perform Qualitative (RANK) Analysis Planning Process- Perform Quantitative (Number) Analysis (RM. 385) ITTO Perform Quantitative (Number) Analysis Planning Process- Plan Risk Response (RM. 389) ITTO Plan Risk Response Planning Process- Plan Procurement (RM. 426) ITTO Plan Procurement Contract Type Categories Executing Process- Direct and Manage Project Execution (P. 117) ITTO Direct and Manage Project Execution Executing Process- Perform Quality Assurance (RM. 278) ITTO Perform Quality Assurance Tools and Techniques in Quality Assurances Executing Process- Acquire Project Team (RM. 316) ITTO Acquire Project Team Executing Process- Develop Project Team (RM. 319) ITTO Develop Project Team Executing Process- Manage Project Team (RM. 276) ITTO Manage Project Team Executing Process- Distribute Information (RM. 358) ITTO Distribute Information Executing Process- Manage Stakeholder Expectation (RM 359) ITTO Manage Stakeholder Executing Process- Conduct Procurement (RM. 453) ITTO Conduct Procurement Monitor/Control Process- Verify (Validating) Scope (RM. 163) ITTO Verify (Validating) Scope Monitor/Control Process- Control Scope (RM. 165) ITTO Control Scope Monitor/Control Process- Monitor and Control Project Work (RM. 118) ITTO Monitor and Control Project Work Monitor/Control Process- Integrated Change Control (RM. 122) ITTO Integrated Change Control Monitor/Control Process- Control Schedule (RM. 215) ITTO Control Schedule Monitor/Control Process- Control Cost (RM. 239) ITTO Control Cost Monitor/Control Process- Preform Quality Control (RM. 276) ITTO Preform Quality Control Monitor/Control Process- Report Performance (RM. 360) ITTO Report Performance Monitor/Control Process- Monitor and Control Risk (P. 397) ITTO Monitor and Control Risk... 63

3 Monitor/Control Process- Administer Procurement (P.457) ITTO Administer Procurement Closing Process- Close Procurements (RM.468) ITTO Close Procurements Closing Process- Close Project or Phase (RM 127) ITTO Close Project or Phase PMBOK Synopsis... 68

4 PMI Essential Terms ( AC, P8) Processs - a package of inputs, tools, and outputs used to doo something for the project There are 42 unique process Outputs for once processs are often used as inputs into one or more process Every process may be performed more than one time on a single project or phase ( meaning you will revisit the process again ie like the project schedule) Processs can be executed in the five foundational Process Group: The Five Foundational Process Groups 1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing Project Initiating is necessary for the project to be officially approved. High-level planning is done to verify that the project can be completee within the constraining of scope, time, cost and etc. Approved project move to planning (1). A plan is create for how you will do the planning, execute andd monitor and control. Once the project management plan is approved thee project moves into executing (2). This is where ream complete the work and follow the plan. While the work is being done, the work results are feed into monitoring and controlling (3) to make sure the project is tracking to baseline. If there are variance that requires changes but don t impact baseline the approved CR is feed back into executing (4). If the variance that requires change impact the baseline them additional planning is need ( 5). Once identified and planned. The CRs are feed intoo Executing ( 2) with the appropriate monitor and control ( 3) If the variance is so significant that it equire analysis on whether the project should continue thee project moves back into initiating( 6) for decision Ultimately the work is done and the project moves to closing (7) For small project there one set of project management process group. For larger projects, the work is project into distinct phases, where each phase of progress through the project

5 Phases many names like requirement gathering, design, construction, testing. Once the phases is close, deliverables are review to determine whether the project should continue this is known as an Exit Gate or Kill Point Exit Gate Review. Evaluation of deliverables of one project phase to determine if the project should continue and the next phase should be initiated. Initiating Process- Develop Project Charter ( RM. 97) Process Group Initiating Knowledge Area- Integration Management Project Charter should have the following: Purpose, High Level, Assumptions, Constraints, Summary of Budget, Sign-Off Quick Tip- Understand the concepts Economic Models (Formulas) for Project Selections Present Values-PV, Net Present Value-NPV, Internal Rate of Return IRR, Payback Period, Cost Benefit Analysis, Economic Value Added- EVA, Opportunity Cost, Sunk Cost, Law of Diminishing Returns, Working Capital, Depreciations, Project Charter- official documents, authorized start, power to PM to use resources, existences of project, senior management formal commitment, relationship between performing organization ( sponsor) and Requesting organization ( user). ITTO Develop Project Charter Inputs Tools & Techniques Outputs SOW, Business Case, Constraints/Assumptions EFF/ OPAs Expert Judgment (SMEs) Facilitation ( Meetings) Charter Initiating Process- Identify Stakeholders (RM. 268) Process Group Initiating Knowledge Area- Communication Management ( In PMBOK 5 this is in Stakeholder Management) ITTO Identify Stakeholders Inputs Tools & Techniques Outputs Project Charter, Procurement Docs EFF/ OPAs Expert Judgment Stakeholder Analysis Stakeholder Register Stakeholder Management Strategy EFF influences - company culture, regulation OPAs- company infrastructure

6 Stakeholder Analysis- Technique that involves 1. Identifying all potential Stakeholders 2. Analyzing the impact of influence 3. Assess how key stakeholder reacts Tool- Power Grid PMBOK 249 Power Interest Grid- Power/level of Interest group on power and level of concern High Keep Satisfied Stakeholder A Manage Closely Stakeholder B, H, F Power Monitor (Minimum Effort) Stakeholder D, G Keep Informed Stakeholder C, E Low Interest High Tool- Power Grid Dummie 137 Power Support Grid- Power /Support (Influence) Grouping on Impact and ability to support or influence High Do not support Find out WIIF. Keep Satisfied Stakeholder A Does not support or distract Keep Informed Stakeholder H Actively and Vocally Favors Manage Closely Stakeholder B, F Power Do Not Support Monitor (Minimum Effort) Stakeholder D Does not support or distract Monitor (Minimum Effort Stakeholder G No interested but can support Keep Informed Stakeholder C, E Low Resistor Neutral Advocate Support

7 Other analysis- 1. Influence/Impact Gird grouping based on the active involvement and impact 2. Salience Model- describing stakeholder on power to impose will Stakeholder Register- contains details like name, position, external/internal, expectation, and information on how to manage (from stakeholder analysis Stakeholder Management Strategy- defines approach to increase support and minimized negative impact. Inputs are Stakeholder Analysis and Register Who can impact significantly impact the project Level of participation for identified stakeholder Group and their management Quick Tip- Note in Integration Management/Initiating Process Group you need to identify stakeholder requirements. There expect identified stakeholders and how to manage them during this same phases, concurrently. Planning Process- Collect Requirements (RM 147) Process Group Planning Knowledge Area- Scope Management Requirements are what stakeholders need. This is the gathering more specific inputs on those requirements from planning and any related assumptions Quick Tip- For the Exam assume you will need to determine requirements, and you are the buyer of procurement Understand the link to configuration management This is a specification doc (FRD) ITTO Collect Requirements Inputs Tools & Techniques Outputs Stakeholder Registry Project Charter EFF/ OPAs Expert Judgment (SMEs) Interviewing, Focus Group, Facilitated Workshops, Brainstorming, Nominal Group Technique, Mind Maps, Affinity Diagrams, Q&As, Observation, Prototype, Group Decision Making, Requirement Management Plan Requirement Document Requirement Traceability ( Plan, Document, Trace) Requirement Docs- Project Information, Requirements, Categorization, Prioritization Configuration management, verification Requirement Management Plans- To collect and manage requirements effectively = understanding configuration principles. ( FDR) Requirement Traceability Matrix- (Once you have the requirements how analyze, prioritize, manage and track)- links requirements to objectives, and other requirements to ensure strategic goals are accomplished