Planning Process Group P2- Develop Project Management Plan. P7- Plan Scope. Management

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1 Project Process Groups I See The Costs are Quite High Consider Reassigning Plan Knowledge Areas Project Integration Project Scope Project Time Project Cost Project Quality Project Human Resource Project Communications Project Risk Project Procurement Initiating Process Group P1- Develop Project Charter Planning Process Group P2- Develop Project Plan P7- Plan Scope P8- Collect Requirements P9- Define Scope P10- Create WBS P13- Plan Schedule P14- Define Activities P15- Sequence Activities P16- Estimate Activity Resources P17- Estimate Activity Durations P18- Develop Schedule P20- Plan Cost P21- Estimate Costs P22- Determine Budget P24- Plan Quality P27- Plan Human Resource P31- Plan Communications P34- Plan Risk P35- Identify Risks P36- Perform Qualitative Risk Analysis P37- Perform Quantitative Risk Analysis P38- Plan Risk Responses P40- Plan Procurement Executing Process Group P3- Direct and Manage Project Work P25- Perform Quality Assurance P28- Acquire Project Team P29- Develop Project Team P30- Manage Project Team P32- Manage Communications P41- Conduct Procurements Monitoring and Controlling Process Group P4- Monitor and Control Project Work P5- Perform Integrated Change Control P11- Validate Scope P12- Control Scope P19- Control Schedule P23- Control Costs P26- Control Quality P33- Control Communication P39- Control Risks P42- Control Procurements Closing Process Group P6- Close Project or Phase P43- Close Procurements Status Project Stakeholder P44- Identify Stakeholders P45- Plan Stakeholder P46- Manage Stakeholder Engagement P47- Control Stakeholder Engagement 1

2 Project Integration BFEM Knowledge Base P1- Develop Project Charter (Initiating) 1- Project Statement of Work 2- Business Case 3- Agreements 4- Enterprise Environmental Factors 5- Organizational Process Assets 1-Expert Judgment 2- Facilitation Techniques 1- Project Charter P2- Develop Project Plan (Planning) 1- Project Charter 2- Outputs from other Processes 3- Enterprise Environmental Factors 4- Organizational Process Assets 1-Expert Judgment 2- Facilitation Techniques 1- Project Plan P3- Direct and Manage Project Work (Executing) 1- Project Plan 2- Approved Change Requests 3- Enterprise Environmental Factors 4- Organizational Process Assets 1-Expert Judgment 2- Project Information System 3- Meetings 1- Deliverables 2- Work Performance Data 3- Change Requests 4- Project Plan Updates 5- Project Documents Updates P4- Monitor and Control Project Work (Monitoring and Controlling) 1- Project Plan 2- Schedule Forecasts 3- Cost Forecasts 4- Validated Changes 5- Work Performance Information 6- Enterprise Environmental Factors 7- Organizational Process Assets 1- Expert Judgment 2- Analytical Techniques 3- Project Information System 4- Meetings 1- Change Requests 2- Work Performance Reports 3- Project Plan Updates 4- Project Documents Updates P5- Perform Integrated Change Control (Monitoring and Controlling) 1- Project Plan 2- Work Performance Reports 3- Change Requests 4- Enterprise Environmental Factors 5- Organizational Process Assets 1-Expert Judgment 2- Meetings 3- Change Control Tools 1- Approved Change Requests 2- Change Log 3- Project Plan Updates 4- Project Documents Updates P6- Close Project or Phase (Closing) 1- Project Plan 2- Accepted Deliverables 3- Organizational Process Assets 1-Expert Judgment 2- Analytical Techniques 3- Meetings 1- Final Product, Service, or Result transition 2- Organizational Process Assets Updates 2

3 P1- Develop Project Charter (Initiating): Philosophy: 1) Team should be buffered from decision making during execution process. 2) Processes that make up the project management are not discrete. P1- Develop Project Charter (Initiating): SOW is a written description of product, service or result and supplied by customer/project sponsor. SOW = what is to be done + business reason + how project supports the organization's strategy P1- Develop Project Charter (Initiating): Business Case: why this project undertaken, problem it solves and benefit cost analysis P1- Develop Project Charter (Initiating): Projects can be undertaken: Market Demand, Business need, Customer Request, Technological Advance, Legal requirement, Ecological Impact, Social need P1- Develop Project Charter (Initiating): Project Selection Methods: Benefit Cost Ratio (BCR) Economic Value Add (EVA) = profit - (capital*cost of capital) Internal Rate of Return (IRR) = interest rate Net Present Value (NPV) or Present Value (PV) = PV - Costs Opportunity Cost: smaller is better Return on Investment (ROI): (benefit - cost) / cost Return on Invested Capital (ROIC): net income / total capital P1- Develop Project Charter (Initiating): Project Charter names the project manager and gives him authority to spend money and allocate resources. Includes high level project requirements, schedule and budget. P2- Develop Project Plan (Planning): Project Plan is formal, single document and approved. It defines how the project is managed, executed, and controlled. May be summary or detailed. It includes (component/process where created) 1-Scope Baseline (Create WBS) 2-Schedule Baseline (Develop Schedule) 3-Cost Baseline (Determine Budget) 4-Scope Plan (Plan Scope ) 5-Requirements Plan (Plan Scope ) 6-Schedule Plan (Plan Schedule ) 7-Cost Plan (Plan Cost ) 8-Quality Plan (Plan Quality ) 9-Process Improvement Plan (Plan Quality ) 10-Human Resource Plan (Plan Human Resource ) 11-Communications Plan (Plan Communications ) 12-Risk Plan (Plan Risk ) 13-Procurement Plan (Plan Procurement ) 14-Stakeholder Plan (Plan Stakeholder ) 15-Change Plan (Develop Project Plan) 16-Configuration Plan (Develop Project Plan) P3- Direct and Manage Project Work (Executing): Direct and Manage Project Work is where things get done. A deliverable is any product, service or result that must be completed in order to finish the project. P4- Monitor and Control Project Work (Monitoring and Controlling): Monitor and Control Project Work looks at the work being performed and makes sure deliverables and the way of producing them are in line 3

4 with the project plan. Any change to the work or plan are identified and made here. P5- Perform Integrated Change Control (Monitoring and Controlling): Perform Integrated Change Request process is where you assess the change's impact on the project. P5- Perform Integrated Change Control (Monitoring and Controlling): Perform Integrated Change Request process is primarily focused on project's scope where Monitor and Control Project Work focuses on managing the way that scope is executed. P5- Perform Integrated Change Control (Monitoring and Controlling): Change Log is the central place to keep track of all changes and change requests. Documented here and communicated to shareholders. P6- Close Project or Phase (Closing): Project is temporary. 4

5 Project Scope BFEM Knowledge Base P7- Plan Scope (Planning) 1- Project Plan 2- Project Charter 3- Enterprise Environmental Factors 4- Organizational Process Assets 1-Expert Judgment 2- Meetings 1- Scope Plan 2- Requirements Plan P8- Collect Requirements (Planning) 1- Scope Plan 2- Requirements Plan 3- Stakeholder Plan 4- Project Charter 5- Stakeholder Register 1- Interviews 2- Focus Groups 3- Facilitated Workshops 4- Group Creativity Techniques 5- Group decision-making techniques 6- Questionnaires and surveys 7- Observations 8- Prototypes 9- Benchmarking 10- Context diagrams 11- Document analysis P9- Define Scope (Planning) 1- Requirements documentation 2- Requirements traceability matrix 1- Scope management plan 2- Project charter 3- Requirements documentation 4- Organizational process assets 1- Expert judgment 2- Product analysis 3- Alternatives generation 4- Facilitated workshops 1- Project scope statement 2- Project documents P10- Create WBS (Planning) 1- Scope management plan 2- Project scope statement 3- Requirements documentation 4- Enterprise environmental 5- Organizational process assets 1- Decomposition 2- Expert judgment 1- Scope baseline 2- Project documents P11- Validate Scope (Monitoring and Controlling) 2- Requirements documentation 3- Requirements traceability matrix 4- Verified deliverables 5- Work performance data 1- Inspection 2-Group decision-making techniques 1- Accepted deliverables 2- Change requests 3- Work performance information 4- Project documents P12- Control Scope (Monitoring and Controlling) 2- Requirements documentation 3- Requirements traceability matrix 4- Work performance data 5- Organizational process assets 1- Variance analysis 1- Work performance information 2- Change requests 3- Project management plan 4- Project documents 5- Organizational process assets 5

6 1- Project manager should always be in control of the scope. 2- Scope changes should be handled in a structured, procedural, and controlled manner. Each requirement is documented with acceptance criteria. Scope should be clearly communicated. Scope is the work needed to successfully complete the project and only that work. P7- Plan Scope (Planning): Requirements Plan defines what activities team will perform in order to gather and manage project requirements. P8- Collect Requirements (Planning): Requirements documentation describes what needs to be performed and why each requirement is important on the project. And we need the traceability matrix so that we can identify the source. P8- Collect Requirements (Planning): Group Creativity Techniques: 1- Brainstorming 2- Nominal Group Technique 3- Delphi Technique 4- Idea and Mind Mapping P8- Collect Requirements (Planning): Group Decision Making Techniques: 1-Concencus (everyone agrees to support) 2-Unanimity (everyone has to agree) 3-Majority (%50+) 4-Plurality (largest group) 5-Dictatorship (Person in charge makes the decision) P9- Define Scope (Planning): Project Scope Statement includes the goals of the project, product description, requirements, constraints and assumptions and scope risks, and acceptance criteria. P10- Create WBS (Planning): Decomposition: WPs are small enough for estimating time and cost, and can be assigned to a single person or group that can be accountable for the results. P10: Scope Baseline = Scope Statement + WBS (Project Deliverables, not tasks for the deliverables) + WBS dictionary P11- Validate Scope (Monitoring and Controlling): Validate Scope is the process of ensuring that the product, service, or result of the project matches the documented scope. Needs to be performed even if the project cancels. P11- Validate Scope (Monitoring and Controlling): Validate Scope is concerned with completeness Control Quality is concerned with correctness Validate scope typically performed after Control Quality. P11- Validate Scope (Monitoring and Controlling): Validate scope is a significant milestone where the product is accepted by the project manager, customer, sponsor and even functional manager and key stakeholders. P11- Validate Scope (Monitoring and Controlling): Inspection is the point by point review of the scope in the validate scope context. Accepted deliverables result is a formal, written acceptance by the appropriate stakeholders. P12- Control Scope (Monitoring and Controlling): Control scope maintains control of the project by preventing unnecessary scope changes. P12- Control Scope (Monitoring and Controlling): Control scope uses variance analysis to measure differences between what was defined in the scope baseline and what was created. 6

7 Project Time BFEM Knowledge Base P13- Plan Schedule (Planning) 2- Project charter 3- Enterprise environmental 4- Organizational process assets 1- Expert judgment 2- Analytical techniques 3- Meetings 1- Schedule management plan P14- Define Activities (Planning) 1- Schedule management plan 2- Scope baseline 3- Enterprise environmental 4- Organizational process assets 1- Decomposition 2- Rolling wave planning 3- Expert judgment 1- Activity list 2- Activity attributes 3- Milestone list P15- Sequence Activities (Planning) 1- Schedule management plan 2-Activity list 3-Activity attributes 4-Milestone list 5-Project scope statement 6-Enterprise environmental 7-Organizational process assets 1- Precedence diagramming method (PDM) 2-Dependency determination 3-Leads and lags 1- Project schedule network diagrams 2-Project documents P16- Estimate Activity Resources (Planning) 1- Schedule management plan 2-Activity list 3-Activity attributes 4-Resource calendars 5-Risk register 6-Activity cost estimates 7-Enterprise environmental 8-Organizational process assets 1- Expert judgment 2-Alternative analysis 3-Published estimating data 4-Bottom-up estimating 5-Project management software 1- Activity resource requirements 2-Resource breakdown structure 3-Project documents P17- Estimate Activity Durations (Planning) 1- Schedule management plan 2-Activity list 3-Activity attributes 4-Activity resource requirements 5-Resource calendars 6-Project scope statement 7-Risk register 8-Resource breakdown structure 9-Enterprise environmental 10 Organizational process assets 1- Expert judgment 2-Analogous estimating 3-Parametric estimating 4-Three-point estimating 5-Group decision-making techniques 6-Reserve analysis 1- Activity duration estimates 2-Project documents 7

8 P18- Develop Schedule (Planning) 1- Schedule management plan 2-Activity list 3-Activity attributes 4-Project schedule network diagrams 5-Activity resource requirements 6-Resource calendars 7-Activity duration estimates 8-Project scope statement 9-Risk register 10-Project staff assignments 11-Resource breakdown structure 12-Enterprise environmental 13-Organizational process assets 1- Schedule network analysis 2-Critical path method 3-Critical chain method 4-Resource optimization techniques 5-Modeling techniques 6-Leads and lags 7-Schedule compression 8-Scheduling tool 1- Schedule baseline 2-Project schedule 3-Schedule data 4-Project calendars 5-Project management plan 6-Project documents P19- Control Schedule (Monitor and Controlling) 2-Project schedule 3-Work performance data 4-Project calendars 5-Schedule data 6-Organizational process assets 1- Performance reviews 2-Project management software 3-Resource optimization techniques 4-Modeling techniques 5-Leads and lags 6-Schedule compression 7-Scheduling tool 1- Work performance information 2-Schedule forecasts 3-Change requests 4-Project management plan 5-Project documents 6-Organizational process assets Project manager should be in control of the schedule (time), schedule is derived from ground up. Project manager builds the schedule based on the work to be done and then seeks to make it conform to other calendar requirements, constraints, and strategic goals. What work needs to be done to produce deliverables defined by WBS. P14- Define Activities (Planning): Take WBS and decompose to activities. Rolling wave means things in near future is relatively clear while distant future may not be as detailed. Difference between WP and activity is that WP are deliverables and focus on project scope, while activities are work needs to be done to execute work packages. P15- Sequence Activities (Planning): Precedence Diagrams represents activities on the nodes (rectangles) and dependencies with arrows. Kinds of dependencies: 1- Mandatory Dependencies 2- Discretionary Dependencies (Soft/preferred logic) 3- External Dependencies Lead (jump start), Lag (waiting period) P16- Estimate Activity Resources (Planning): Activity resource requirements defines the kind of the resource and the number of the resources. RBS is similar to WBS. 8

9 P17- Estimate Activity Durations (Planning): Estimate activity durations is a function of who will be doing the work, when they are available, how many resources will be assigned and amount of work in the activity. P17- Estimate Activity Durations (Planning): 1-Analogous Estimating: similar activity to previous one 2-Parametric Estimating: linear extrapolation 3-Three-point Estimating (PERT) Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6 beta = (Pessimistic - Optimistic)/6 Triangular Distribution (Pessimistic + Realistic + Optimistic)/3 Reserve analysis (contingency) is the extra time added to an activity duration estimate. P18- Develop Schedule (Planning): Critical Path Method (CPM) is the combination of activities that, if any are delayed, will delay the project's finish. Used for finish date, float calculation and risk assessment. P18- Develop Schedule (Planning): Resource Optimization Techniques: 1- Resource leveling: resource needs meet up with organization's ability to supply resources 2- Resource smoothing: critical path and completion date do not change. Schedule Compression: 1- Crashing: adding more resources to complete the task quicker (almost always increases the costs) 2- Fast tracking: activities performed in parallel (almost always increases the risks, discretionary dependencies are ignored) Project schedule shows when each activity is scheduled to begin and end and also planned start and finish date for the overall project. Project schedule forms: 1- Milestone chart 2- Bar charts 3- Project Network Diagram P19- Control Schedule (Monitor and Controlling): Work Performance Information calculates the schedule performance index (SPI), schedule variance (SV) and other earned value measurements (see cost management). P19- Control Schedule (Monitor and Controlling): Schedule forecasts like estimate at completion (EAC) and estimate to completion (ETC) are most common ones (see cost management). Network path is the sequence of events that affect each other on the project from start to finish. Float, early start, early finish, late start, late finish, free slack(delay without effecting the early start date of the subsequent depended activity) 9

10 Project Cost BFEM Knowledge Base P20- Plan Cost (Planning) 2-Project charter 3-Enterprise environmental 4-Organizational process assets 1- Expert judgment 2-Analytical techniques 3-Meetings 1- Cost management plan P21- Estimate Costs (Planning) 1- Cost management plan 2-Human resource management plan 3-Scope baseline 4-Project schedule 5-Risk register 6-Enterprise environmental 7-Organizational process assets 1- Expert judgment 2-Analogous estimating 3-Parametric estimating 4-Bottom-up estimating 5-Three-point estimating 6-Reserve analysis 7-Cost of quality 8-Project management software 9-Vendor bid analysis 10 Group decision-making techniques 1- Activity cost estimates 2-Basis of estimates 3-Project documents P22- Determine Budget (Planning) 1- Cost management plan 2-Scope baseline 3-Activity cost estimates 4-Basis of estimates 5-Project schedule 6-Resource calendars 7-Risk register 8-Agreements 9-Organizational process assets 1- Cost aggregation 2-Reserve analysis 3-Expert judgment 4-Historical relationships 5-Funding limit reconciliation 1- Cost baseline 2-Project funding requirements 3-Project documents P23- Control Costs (Monitoring and Controlling) 2-Project funding requirements 3-Work performance data 4-Organizational process assets 1- Earned value management 2-Forecasting 3-To-complete performance index (TCPI) 4-Performance reviews 5-Project management software 6-Reserve analysis 1- Work performance information 2-Cost forecasts 3-Change requests 4-Project management plan 5-Project documents 6-Organizational process assets Bottom up approach should be used. Life-cycle costing: ownership costs. Value Engineering 10

11 P21- Estimate Costs (Planning): Order of magnitude estimate (-50% to +100%) Conceptual estimate (-30% to +50%) Preliminary estimate (-20% to +30%) Definitive estimate (-15% to +20%) Control estimate (-10% to +15%) P21- Estimate Costs (Planning): Cost of quality, cost of poor quality P21- Estimate Costs (Planning): 1-Analogous Estimating: similar activity to previous one 2-Parametric Estimating: linear extrapolation (Historical relationship) 3-Three-point Estimating (PERT) Beta Distribution (Pessimistic + 4xRealistic + Optimistic)/6 beta = (Pessimistic - Optimistic)/6 Triangular Distribution (Pessimistic + Realistic + Optimistic)/3 Reserve analysis (contingency) is the extra money, it should reflect the risk associated with the project. P22- Determine Budget (Planning): Budget is also known as cost performance baseline, takes the estimates and maps them on the dates on the calendar, in other words, this process time-phases the costs. Cost baseline forms a characteristic S curve. Types of cost: 1- Fixed 2- Variable 3- Direct 4- Indirect 5- Sunk See Earned Value Formulas below: Earned Value Formulas: Schedule Performance Index (SPI) SPI = EV/PV < 1 behind schedule = 1 on schedule EV = Earned Value > 1 ahead of schedule PV = Planned Value Cost Performance Index (CPI) CPI = EV/AC < 1 Over budget EV = Earned Value AC = Actual Cost = 1 On budget > 1 Under budget sometimes the term cumulative CPI would be shown, which actually is the CPI up to that moment Schedule Variance (SV) SV = EV PV < 0 Behind schedule = 0 On schedule 11

12 EV = Earned Value > 0 Ahead of schedule PV = Planned Value Cost Variance (CV) CV = EV AC < 0 Over budget Estimate at Completion (EAC) if original is flawed Estimate at Completion (EAC) if BAC remains the same Estimate at Completion (EAC) if CPI remains the same Estimate at Completion (EAC) if substandard performance continues To-Complete Performance Index (TCPI) = 0 On budget EV = Earned Value > 0 Within budget AC = Actual Cost EAC = AC + New ETC AC = Actual Cost New ETC = New Estimate to Completion EAC = AC + BAC EV AC = Actual Cost BAC = Budget at completion EV = Earned Value EAC = BAC/CPI BAC = Budget at completion CPI = Cost performance index EAC = AC + [(BAC - EV)/(CPI*SPI)] AC = Actual Cost BAC = Budget at completion EV = Earned Value CPI = Cost Performance Index SPI = Schedule Performance Index TCPI = (BAC EV)/ (BAC AC) BAC = Budget at completion EV = Earned value AC = Actual Cost if the original estimate is based on wrong data/assumptions or circumstances have changed the variance is caused by a one-time event and is not likely to happen again if the CPI would remain the same till end of project, i.e. the original estimation is not accurate use when the question gives all the values (AC, BAC, EV, CPI and SPI), otherwise, this formula is not likely to be used < 1 Under budget = 1 On budget > 1 Over budget 12

13 TCPI = Remaining Work /Remaining Funds Estimate to Completion Variance at Completion BAC = Budget at completion EV = Earned value CPI = Cost performance index ETC = EAC - AC EAC = Estimate at Completion AC = Actual Cost VAC = BAC EAC < 0 Under budget = 0 On budget BAC = Budget at completion > 0 Over budget EAC = Estimate at Completion 13

14 Project Quality BFEM Knowledge Base P24- Plan Quality (Planning) 2-Stakeholder register 3-Risk register 4-Requirements documentation 5-Enterprise environmental 6-Organizational process assets 1- Cost-benefit analysis 2- Cost of quality 3- Seven basic quality tools 4- Benchmarking 5- Design of experiments 6- Statistical sampling 7- Additional quality planning tools 8- Meetings P25- Perform Quality Assurance (Executing) 1- Quality management plan 2- Process improvement plan 3- Quality metrics 4- Quality checklists 5- Project documents 1- Quality management plan 2-Process improvement plan 3-Quality metrics 4-Quality control measurements 5-Project documents 1- Quality management and control tools 2-Quality audits 3-Process analysis 1- Change requests 2-Project management plan 3-Project documents 4-Organizational process assets P26- Control Quality (Monitoring and Controlling) 2- Quality metrics 3- Quality checklists 4- Work performance data 5- Approved change requests 6- Deliverables 7- Project documents 8- Organizational process assets 1- Seven basic quality tools 2- Statistical sampling 3- Inspection 4- Approved change requests review 1- Quality control measurements 2-Validated changes 3-Verified deliverables 4-Work performance information 5-Change requests 6-Project management plan 7-Project documents 8-Organizational process assets 14

15 Prevention on inspection. Project manager is ultimately responsible and accountable for the quality of the project. Deming: Plan-Do-Check-Act cycle Quality is the degree to which a set of inherent characteristics fulfills requirements. Total Quality (TQM): everyone is responsible and can make a difference. How something is produced is more important than what is actually produced. Continuous Improvement: Kaizen (small changes) Just In Time (JIT) inventory levels down to zero forcing a focus on quality. ISO 9000: document what you do and do what you document. Statistical Independence (not linked) Mutually Exclusive: (you can pick only one at a time) Standard Deviation: normal distribution (1s:68.25%, 2s:95.46%, 3s:99.73%, 6: %) Six Sigma: 3.4 defects per Prevention is keeping defects from occurring, inspection is catching errors before impacting outside the project. Attribute Sampling is binary, Variable Sampling is how well something conforms to quality. Special Causes: unusual and preventable, Common Causes are normal and accepted. Tolerance (product) are the limits for product acceptance, Control Limits (process) are 3s below and above the mean and your process is in control as long as you are within control limits. P24- Plan Quality (Planning): Baselines from project management plan is important input for the quality management. P24- Plan Quality (Planning): Quality policy is a must, if it doesn't exist project team should write one for the project. All benefits of quality activities must outweigh the costs. 7 Basic Quality Tools: 1- Cause and Effect Diagrams - Ishikawa or fishbone 2- Flowcharting 3- Checksheets 4- Pareto Diagrams (80/20 cumulative) 5- Histograms - column charts 6- Control charts - rule of 7 7- Scatter Diagrams 15

16 P25- Perform Quality Assurance (Executing): Perform Quality Assurance is all about improving the process itself. P25- Perform Quality Assurance (Executing): Quality and Control Tools: 1- Affinity Diagrams: visually relates bits of information to other bits of information. 2- Process Decision Program Charts (PDPC): risks and steps to take for these risks. 3- Interrelationship Digraphs: causes and effects related to a problem 4- Tree Diagrams: 5- Prioritization Matrices 6- Activity Network Diagrams 7- Matrix Diagrams P25- Perform Quality Assurance (Executing): Quality audits are the key tool in perform quality assurance because they review the project to evaluate which activities should be improved and which meet quality standards. P26- Control Quality (Monitoring and Controlling): Control Quality looks at specific results to determine if they conform to the quality standards (both product and project deliverables). Uses statistical sampling rather than looking at each and every output. This process uses the tool of inspection. 16

17 Project Human Resource BFEM Knowledge Base P27- Plan Human Resource (Planning) 2-Activity resource requirements 3-Enterprise environmental 4-Organizational process assets 1- Organization charts and position descriptions 2-Networking 3-Organizational theory 4-Expert judgment 5-Meetings 1- Human resource management plan P28- Acquire Project Team (Executing) 1- Human resource management plan 2-Enterprise environmental 3-Organizational process assets 1- Pre-assignment 2-Negotiation 3-Acquisition 4-Virtual teams 5-Multi-criteria decision analysis 1- Project staff assignments 2- Resource calendars 3- Project management plan P29- Develop Project Team (Executing) 1- Human resource management plan 2-Project staff assignments 3-Resource calendars 1- Interpersonal skills 2-Training 3-Team-building activities 4-Ground rules 5-Colocation 6-Recognition and rewards 7-Personnel assessment tools P30- Manage Project Team (Executing) 1- Team performance assessments 2-Enterprise environmental 1- Human resource management plan 2- Project staff assignments 3- Team performance assessments 4- Issue log 5- Work performance reports 6- Organizational process assets 1- Observation and conversation 2- Project performance appraisals 3- Conflict management 4- Interpersonal skills 1- Change requests 2- Project management plan 3- Project documents 4- Enterprise environmental 5- Organizational process assets Human resource management defines a role for everyone on the project and defines responsibilities for each of those roles. The project manager gives responsibility and authority to the team and expects reliability and accountability in return. 17

18 P27- Plan Human Resource (Planning): Three primary organization charts: 1- Hierarchical 2- Matrix (Responsibility Assignment Matrix (RAM), RACI is a RAM) 3- Text Oriented Responsible Who is responsible for the execution of the task? Accountable Who is accountable for the tasks and signs off the work? Consulted Who are the subject matter experts who to be consulted? Informed Who are the people who need to be updated of the progress? P27- Plan Human Resource (Planning): Human Resource plan has 3 components: 1- Roles and Responsibilities, 2- Organization Charts, 3- Staffing management plan (resource histogram, timeline, release plan, training, rewards, safety procedures, compliance needs) P28- Acquire Project Team (Executing): Acquire project team process gets the right people working on the project. You need different skill set throughout the life of the project. P29- Develop Project Team (Executing): Develop Project Team focuses on building a sense of team and improving its performance. Interpersonal skills (soft skills) are the ability to get along with others, to ensure their cooperation, and motivate people to give extra effort and do their best for the project. Team Building Activities: Tuckman's Ladder of Team Development: 1- Forming 2- Storming 3-Norming 4- Performing 5- Adjourning P29- Develop Project Team (Executing): Recognition and rewards (theories of motivation) win-win is always better 1- Maslow's Hierarchy of Needs (bottom must be satisfied before upper surface) Physiological Security Acceptance Esteem Self-Actualization 2- Expectancy Theory: Team members make choices based on the expected outcomes. 3- McGregor's Theory X (members are interested in their own selfish goals) and Theory Y (naturally motivated to do good work) 4- Contingency Theory: 1- Task or relationship oriented 2- Situational in the workplace 5- Herzberg's Motivation-Hygiene Theory: presence of certain doesn't satisfy (good relationships, pay, personal life, status, security) but their absence unsatisfies. Motivation (achievement, recognition, work, responsibility, advancement, growth) work but you need hygiene in place. 6- McClelland's Three Need Theory: 1- Achievement 2- Power 3- Affiliation Project manager can work to manage roles by using these needs to reach peak performance. P29- Develop Project Team (Executing): Recognition and Rewards: Forms of Power: 1- Reward Power (most effective) 2- Expert Power (most effective) 3- Legitimate 4- Referent 5- Punishment (least effective) P29- Develop Project Team (Executing): Personnel assessment tools mean to create awareness so that an improvement plan may be undertaken. P29- Develop Project Team (Executing): Team performance assessments: it is project manager's job to increase the team performance and he needs right resources to develop the team. 18

19 P30- Manage Project Team (Executing): Conflict management: Managing conflict in a constructive way helps improve team morale and performance. 1- Problem Solving (conformation of the problem) - best way 2- Collaboration - work together - second best way 3- Compromise - lose -lose 4- Forcing 5- Smoothing - focus what is going well 6- Withdrawal - avoidance Constructive and Destructive Team Roles Constructive: Initiators, Information Seekers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizers, Gate Keepers Destructive: Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumpers, Dominators, Devil's Advocates Sources of conflict: Less common: Personality, Cost, Procedure, Technical Options, 50%+ Human Resources, Priorities, Schedules :More common P30- Manage Project Team (Executing): Interpersonal Skills: Leadership, Influencing, Effective Decision Making Managing means producing key results, while leadership means establishing a direction, aligning people to that direction, and motivating and inspiring. Styles of leading: Early phases to Late phases Directing Leader -> Coaching Leader -> Facilitating Leader -> Supporting Leader Project managers have to be able to influence stakeholders through persuasion, listening, and building trusting relationships. Good decision making involves: following a process, keeping focused on the goals, and taking all information into consideration. 19

20 Project Communications BFEM Knowledge Base P31- Plan Communications (Planning) 2-Stakeholder register 3-Enterprise environmental 4-Organizational process assets 1- Communication requirements analysis 2-Communication technology 3-Communication models 4-Communication methods 5-Meetings 1- Communications management plan 2-Project documents P32- Manage Communications (Executing) 1- Communications management plan 2-Work performance reports 3-Enterprise environmental 4-Organizational process assets 1- Communication technology 2-Communication models 3-Communication methods 4-Information management systems 5-Performance reporting 1- Project communications 3-Project management plan 2-Project documents 4-Organizational process assets P33- Control Communication (Monitoring and Controlling) 2-Project communications 3-Issue log 4-Work performance data 5-Organizational process assets 1- Information management systems 2-Expert judgment 3-Meetings 1- Work performance information 2-Change requests 3-Project management plan 4-Project documents 5-Organizational process assets Communications management covers all tasks related to producing, compiling, sending, storing, distributing, and managing project records. Project manager's most important job or skill is communications (%90 of his time spent on communications, %50 with project team). Project manager should be in control of the communications process. 20

21 P31- Plan Communications (Planning): Planning: how often, what format, what information, which stakeholders (also communication requirements analysis) Communications Requirement Analysis: Communication Channels/paths of communication: n x (n-1)/2 if this number is large project manager should define which communication channels are official. Communication Technology: Sensitivity and security of the communication defines the right technology (face to face, web site, portal, ) Communication Models: How messages are sent and received. Responsibilities between sender and receiver (S: encode, select a method, send, confirm R: decode, acknowledge, respond and feedback) Noise: anything interferes Ways of communicating: 1- Active Listening 2- Effective Listening 3- Feedback 4- Nonverbal 5- Para lingual - tone of voice, volume, pitch Communication Methods: 1- Informal Written: , memorandum 2- Formal Written: contracts, legal notices, project documents, important project communications 3- Informal Verbal: meetings, discussions, phone calls, conversations 4- Formal Verbal: speeches, mass communications, presentations Communication Methods (another way to frame): 1- Interactive 2- Push 3- Pull P32- Manage Communications (Executing): Project Communications: anytime information is being exchanged with stakeholder, this output comes into play. 21

22 Project Risk BFEM Knowledge Base P34- Plan Risk (Planning) 2-Project charter 3-Stakeholder register 4-Enterprise environmental 5-Organizational process assets 1- Analytical techniques 2-Expert judgment 3-Meetings P35- Identify Risks (Planning) 1- Risk management plan 2-Cost management plan 3-Schedule management plan 4-Quality management plan 5-Human resource management plan 6-Scope baseline 7-Activity cost estimates 8-Activity duration estimates 9-Stakeholder register 10 Project documents 11- Procurement documents 12-Enterprise environmental 13-Organizational process assets 1- Documentation reviews 2-Information gathering techniques 3-Checklist analysis 4-Assumptions analysis 5-Diagramming techniques 6-SWOT analysis 7-Expert judgment 1- Risk management plan 1- Risk register P36- Perform Qualitative Risk Analysis (Planning) 1- Risk management plan 2-Scope baseline 1- Risk probability and impact assessment 1- Project documents 3-Risk register 2-Probability and impact matrix 3-Risk data quality assessment 4-Enterprise environmental 4-Risk categorization 5-Risk urgency assessment 5-Organizational process assets 6-Expert judgment P37- Perform Quantitative Risk Analysis (Planning) 1- Risk management plan 2-Cost management plan 3-Schedule management plan 4-Risk register 5-Enterprise environmental 6-Organizational process assets 1- Data gathering and representation techniques 2-Quantitative risk analysis and modeling techniques 3-Expert judgment P38- Plan Risk Responses (Planning) 1- Risk management plan 2-Risk register 1- Strategies for negative risks or threats 2-Strategies for positive risks or opportunities 3-Contingent response strategies 4-Expert judgment P39- Control Risks (Monitoring and Controlling) 2-Risk register 3-Work performance data 4-Work performance reports 1- Risk reassessment 2-Risk audits 3-Variance and trend analysis 4-Technical performance measurement 5-Reserve analysis 6-Meetings 1- Project documents 2-Project documents 1- Work performance information 2-Change requests 3-Project management plan 4-Project documents 5-Organizational process assets 22

23 1- Risk is related to an uncertain event. 2- Risk may affect the project for good or for bad. P34- Plan Risk (Planning): How risk will be approached on the project. Risk Plan includes risk categorization in the form of RBS. P35- Identify Risks (Planning): Documents are reviewed for completeness, correctness and consistency. Information gathering techniques mostly used for identifying risks are: brainstorming, Delphi technique, expert interviews, and root cause identification. Checklist analysis uses RBS. Diagramming techniques used here: Ishikawa-fishbone-cause and effect, influence diagrams, flow charts SWOT: Strengths, Weaknesses, Opportunities, and Threats P35- Identify Risks (Planning): Risk Register: list of risks, reactions to these, root causes, and categories P36- Perform Qualitative Risk Analysis (Planning): Perform Qualitative Risk Analysis: quickly determine highest priority risks on the project. Use probability and impact matrix (PIM) to create prioritization and ranking and update risk register. Tools: PIM, give a number for probability and impact and multiply them to define the ranking. P37- Perform Quantitative Risk Analysis (Planning): Perform Quantitative Risk Analysis: Assign a projected value to quantify the risks that have been ranked by perform qualitative risk analysis. Scope generally fits better to qualitative risk analysis and cost fits better to quantitative risk analysis. Tools: Data gathering and representation techniques used here: interviewing, probability distributions (very useful) Tools: Quantitative risk analysis and modeling techniques: Sensitivity Analysis (how sensitive to risk), Expected Monetary Value Analysis (most likely monetary value), Decision Tree Analysis (probability and dollar amount for each risk), Tornado Diagrams (change in project cost due to labor for example), Modeling and Simulation (Monte Carlo) Risk may be beneficial, risk is in the uncertainty not just in the outcome. P38- Plan Risk Responses (Planning): Plan risk responses: Creates a plan for how each risk will be handled (actionable: specific tasks and responsibilities are assigned to specific team members). Tools: Strategies for Negative Risks or Threats: 1- Avoid (avoid the risk by taking safer route) 2- Transfer 3- Mitigate (make it less) 4- Accept (could be a good solution if the cost or impact of other strategies is too great) Strategies for Positive Risks or Opportunities: 1- Exploit (remove any uncertainty) 2- Share 3- Enhance (increase the likelihood of the risk occurring) 4- Accept Tools: Contingent response strategies (decision is contingent upon certain conditions). 23

24 P39- Control Risks (Monitoring and Controlling): Control Risks: Did we plan properly? Did the results come out the way we anticipated? Should we correct the plan or the way we execute? Are there lessons learned? Tools: Risk Reassessment: risks and very nature of the risks changes so that you need to reassess the risks so that they are current and accurate. Risk Audits: focused on risk management not so much about individual risks. Variance (difference between what was planned and what was executed) and Trend Analysis (how performance is trending) Technical Performance Measurement focuses on the functionality, looking at the project meeting goals for delivering the scope over time. Reserve Analysis: sufficient cost or time compared to the amount of risk anticipated. 24

25 Project Procurement BFEM Knowledge Base P40- Plan Procurement (Planning) 2-Requirements documentation 3-Risk register 4-Activity resource requirements 5-Project schedule 6-Activity cost estimates 7-Stakeholder register 8-Enterprise environmental 9-Organizational process assets 1- Make-or-buy analysis 2-Expert judgment 3-Market research 4-Meetings 1- Procurement management plan 2-Procurement statement of work 3-Procurement documents 4-Source selection criteria 5-Make-or-buy decisions 6-Change requests 7-Project documents P41- Conduct Procurements (Executing) 1- Procurement management plan 2-Procurement documents 3-Source selection criteria 4-Seller proposals 5-Project documents 6-Make-or-buy decisions 7-Procurement statement of work 8-Organizational process assets 1- Bidder conference 2-Proposal evaluation techniques 3-Independent estimates 4-Expert judgment 5-Advertising 6-Analytical techniques 7-Procurement negotiations 1- Selected sellers 2-Agreements 3-Resource calendars 4-Change requests 5-Project management plan 6-Project documents P42- Control Procurements (Monitoring and Controlling) 2-Procurement documents 3-Agreements 4-Approved change requests 5-Work performance reports 6-Work performance data 1- Contract change control system 2-Procurement performance reviews 3-Inspections and audits 4-Performance reporting 5-Payment systems 6-Claims administration 7-Records management system P43- Close Procurements (Closing) 2-Procurement documents 1- Procurement audits 2-Procurement negotiations 3-Records management system 1- Work performance information 2-Change requests 3-Project management plan 4-Project documents 5-Organizational process assets 1- Closed procurements 2-Organizational process assets 25

26 Procurement Roles: Buyer, Seller Contract Types: 1- Fixed Price Contracts Firm Fixed Price (FFP) Fixed Price Incentive Fee (FPIF) Fixed Price Economic Price Adjustment (FP-EPA) 2- Cost Reimbursable Contracts Cost Plus Fixed Fee (CPFF) Cost Plus Incentive Fee (CPIF) 3- Time and Materials Contracts Point of Total Assumption (PTA) is the cost point in the contract where a subcontractor assumes responsibility for all additional costs. P40- Plan Procurement (Planning): Procurement Plan defines what will be procured, how seller will be selected, contract type, how risk will be managed, how sellers will be managed and their performance will be measured. Procurement Statement of Work: Section of the scope is explained in enough detail so that the seller can decide or analyze whether they are qualified to pursue the work in question. Procurement Documents: Invitation For Bid (IFB) or Request For Proposal (RFP) provides a narrative description of the work to be performed. Source selection criteria is defined before the seller is selected to make sure the procurement process is objective and unbiased. P41- Conduct Procurements (Executing): Conduct Procurements: Tools: Procurement Negotiations: the goal is to reach a win-win scenario. Agreements: contract describes the work, and the way of performing the work (location, conditions). It may also specify who will do the work, when and how payments will be made and delivery terms. How disputes will be resolved is also an important part of the contracts. P42- Control Procurements (Monitoring and Controlling): Control Procurements: All conditions of the contract are met and project match procurements plan. Tools: Procurement Performance Review: seller is shown the areas they are compliant and performance problem areas. Tools: Inspection and Audits: Product itself not so much the performance. Tools: Performance Reporting: tool to help measure the seller's performance against the plan. Tools: Claims Administration: Disputes must be resolved and for doing so should be defined in advance of the claim. P43- Close Procurements (Closing): Close Procurements: It is performed when a contract is completed or terminated. Tools: Procurement Audits: capture lessons learned Tools: Procurement Negotiations: When negotiations break down Alternative Dispute Resolution (mediation or arbitration) should be used before litigation. 26

27 Project Stakeholder BFEM Knowledge Base P44- Identify Stakeholders (Initiating) 1- Project charter 2-Procurement documents 3-Enterprise environmental 4-Organizational process assets 1- Stakeholder analysis 2-Expert judgment 3-Meetings 1- Stakeholder register P45- Plan Stakeholder (Planning) 2-Stakeholder register 3-Enterprise environmental 4-Organizational process assets 1- Expert judgment 2-Meetings 3-Analytical techniques 1- Stakeholder management plan 2-Project documents P46- Manage Stakeholder Engagement (Executing) 1- Stakeholder management plan 2-Communications management plan 3-Change log 4-Organizational process assets 1- Communication methods 2-Interpersonal skills 3- skills 1- Issue log 2-Change requests 3-Project management plan 4-Project documents 5-Organizational process assets P47- Control Stakeholder Engagement (Monitoring and Controlling) 2-Issue log 3-Work performance data 4-Project documents 1- Information management systems 2-Expert judgment 3-Meetings 1- Work performance information 2-Change requests 3-Project management plan 4-Project documents 5-Organizational process assets The idea that drives this is to work to manage the expectations that drive stakeholder satisfaction. Stakeholder management is the creation and maintenance of relationships with the aim to satisfy needs. P44- Identify Stakeholders (Initiating): Identify Stakeholders: Stakeholder may be anyone with an interest (positive/negative) in the project. Perform after develop project charter. Tools: Stakeholder analysis: plot stakeholders on a grid to visualize their impact and influence; they can be ranked from greatest to least. Stakeholder Register lists stakeholders, describes them and classifies them. 27

28 P45- Plan Stakeholder (Planning): Plan Stakeholder : Tools: Analytical Techniques: Stakeholders and their level of engagement (current and desired) must be understood and analyzed (stakeholder engagement matrix). Unaware -> Resistant -> Neutral -> Supportive -> Leading Stakeholder management plan describes how team will engage stakeholders, manage their expectations and deal with issues. P46- Manage Stakeholder Engagement (Executing): Manage Stakeholder Engagement: Stakeholder satisfaction may be the single most significant ingredient in project success. Issue log captures and condenses stakeholder concerns in one single document. P47- Control Stakeholder Engagement (Monitoring and Controlling): Control Stakeholder Engagement: 28

29 Process: Project: Program: Portfolio: Progressive Elaboration: Project : Success: Baseline: Lessons Learned: System: Project Manager: Project Coordinator: Project Expeditor: Senior : Functional Manager: Stakeholder: Sponsor: Project Office: Program Manager: A package of inputs, tools and outputs used together to do something necessary and valuable for the project. Composed of: inputs (starting points), tools and techniques (actions or methods transforming inputs to outputs), and outputs A temporary (finite) group of related tasks undertaken to create a unique product, service or result. A group of related projects coordinated together. Represents the entire investment in projects and programs You don't know all the characteristics about a product when you begin the project. It is refined over time. Using skills, knowledge, and resources to satisfy project requirements. Delivering the project within the set boundaries of scope, cost, schedule, quality and risk. Original plan plus any approved changes. Variances between the plan and the result. All the formal procedures and tools put in place to manage something. Project Roles: * Formally empowered to use organizational resources * In control of the project * Authorized to spend the project's budget * Authorized to make decisions for the project Weaker than project manager Staff assistant who has little or no formal authority. More senior than project manager. Departmental manager. Individuals who are involved in the project or whose interests may be positively or negatively affected as a result of the execution or completion of the project. Internal or external body paying for the project. Supports the project managers with methodologies, tools and training, etc., or even ultimately control projects. Manages projects at a higher level than the project manager does. Project Context: Organizational environment where the project is carried out. Types of Organizations: PM Power: Functional: Functional Manager is in charge less Matrix: Weak Matrix: more functional manager Balanced Matrix: shared Strong Matrix: more project manager medium 29

30 Projectized: Project Manager is in charge high Composite: An organization that has more than one type of reporting structure. Project Manager's Skills: Leading: Communicating: Negotiating: Problem Solving: Influencing: Enterprise Environmental Factors: Organizational Process Assets: Project Documents: Project Plan: Analytical Techniques: Expert Project Phases Conceptual -> Planning -> Construction -> Testing -> Implementation -> Closure Project Methodology: Rules are the processes (same 47 for everybody) and strategy is the methodology (which ones to utilize and how to utilize them) Common Inputs: Things that impact the project that are not part of the project itself: Organizational Structure Corporate culture Organization's values and work ethic Laws and regulations Project stakeholder characteristics Marketplace Infrastructure Appetite for risk Anything external that effects the project Information, tools, documents, or knowledge from your organization that could help your project: Project document templates Project plan examples Policies, procedures, guidelines SW tools Databases Estimation data (budget/schedule) Historical information Lessons learned Knowledge bases Corporate competencies Anything organization owns. Any documents project produces or influence the project (agreements/standards) Single approved document that guides execution, monitoring and control, and closure. Common Tools: Root cause to scenario forecasts Whenever there is not sufficient experience 30