Escolar Documentos
Profissional Documentos
Cultura Documentos
Getting Acquainted
Name
Title
Why are you here?
What do you want to learn from this
course?
A little known fact
Ground Rules
Material & Book(s)
Time & Breaks
Smoking
Mobile Phones
Side Talks
Respect
Ask, ask, ask
Basic definitions
PMI
Non-for-profit Professional Association
Started in 1969
Over 400,000 members worldwide
In more than 160 countries
PMIs Membership
PMPs Certified
What is PMP?
A Credential initiated by PMI in 1984 Project
Management Professional
Demonstrate to employers, clients and colleagues
management worldwide
Getting Certified
Title
CAPM
PMP
Full Name
Project Management
Professional
Project Role
Eligibility
Requiremen
ts
Candidate holds a
baccalaureate university
degree.
Candidate holds a
baccalaureate
university degree.
PMP Exam
4 Hours Web-Based
200 Questions
175 Questions Counted
Passing Score: 107
No. of Questions
Initiation
26
13
Planning
48
24
Execution
60
30
Monitoring &
Controlling
50
25
Closing
16
PMP Exam
Exam tests:
1234-
Project Management
Body
of Knowledge (PMBOK)
Identifies that subset of the PMBOK that is
Part I
Project Management
Fundamentals
What is a Project?
At Orange
A TTM project is a temporary
endeavour undertaken to create
a unique product or infrastructure or
revamp of existing product or
infrastructure
1- Temporary
Definite Beginning (T-1)& End (T4)
End reached when:
Objectives reached
Objectives cannot be met
Need for project no longer exists
Projects are not ongoing efforts
Does not generally apply to outcomes
2- Unique
Products
Capability
Results
Repetitiveness does not change the
At Orange
3- Progressively
Elaborative
Developing in steps, and continuing by
increments.
Plans get improved and clearer as more
Example: Progressive
Elaboration
3- Progressively Elaborative
EXAMPLE: BEFORE CONCEPT PHASE
Concept
Project
Design
Implementation
Testing Handover
Testing Phase
Design Phase
Concept Phase
3- Progressively Elaborative
EXAMPLE: BEFORE DESIGN PHASE
Concept
Project
Design
Handover
Testing
Phase
Design Phase
Concept
Phase
3- Progressively Elaborative
EXAMPLE: AFTER DESIGN PHASE
Concept
Project
Design
Handover
Testing
Phase
Design Phase
Concept
Phase
3- Progressively Elaborative
EXAMPLE: FINALLY
Project
Project Handover
Project
Concept
Design
Concept
Design
Implementation
TestingHandover
Concept
Design
Handover
Testing Phase
Design Phase
Concept Phase
Project
Repeating process
No clear beginning or
ending
Output is unique
27
Exercise 1
Project or Operation
What is Project
Management?
Project management is the application of
What Project
Management is Not?
accomplishments
stakeholders
Project Management
Context
Programs & Program Management
Portfolios & Portfolio Management
Project Management Office - PMO
Program Management
A program is a group of related projects
Program Management
Proje
ct A
Proje
ct B
Objective
(s)
Projec
tC
Proje
ct D
Portfolio management
A portfolio represents a collection of active
Portfolio Management
Projec
t (E)
Program A
Projec
t (F)
Operations
Project Management
Offices (PMOs)
An organizational unit to centralize and coordinate
PMO Types
Supportive PMO
Controlling PMO
Directive PMO
Supportive PMO
Controlling PMO
Directive PMO
Project Management
Offices (PMOs)
PMOs-Requirements for
Success
1. Role should be clearly defined
2. Only one role, dont try to do it all
3. Commitment and support of top management
4. All should be PMPs
5. Improve project performance through the use of
Knowledge
Project Management.
Performance
Personal
How the Project Manager behaves
Project Manager
Interpersonal Skills
Discussion
What Makes Great Project Managers-
A Joke!
PMBOK Reading
Chapter 1
PART II
Project Management
Framework
Project Lifecycle
A collection of generally sequential and sometimes
lifecycle
Project lifecycle is part of product
lifecycle
T-1
T-1
Time To Market
T0
T0
Opportunity study
T1
T1
T2
T2
No impact analysis
in Super Fast Track
T
T
4
4
T3
T3
Launch
In Life Management
New product
launched
T
T
4
4
T5 => Performance
review
on product cluster
TT1
1
T
T
5
5
New product
idea or a
revamp for the
existing product
is studied
Product killed
T
T
6
6
Project Phases
Design
Develop
Deploy
TTM deliverables
Marketing Deliverables
Stakeholders
Persons or organizations who are actively involved in
Stakeholders
5 Steps to Managing
Stakeholders
Identify ALL of them
Determine ALL their requirements
Determine their expectations
Communicate with them
Manage their influence
Organizational influence
Projects dont operate in vacuum, they are
influenced by organizational:
Culture
Style
Structure
Functional Organization
Also known as Silo organization
Functional managers control resources
Communication happens vertically
Good for operation-oriented organizations,
Functional Organization
Advantages &
Disadvantages
Projectized Organization
Also known as No home
Systematic approach to project
management
Well defined project management
development
Projectized Organization
Advantages &
Disadvantages
Matrix organization
Also known as Two Bosses
Weak Matrix
Balanced Matrix
Strong Matrix
Advantages &
Disadvantages
Project Management
Process Groups
&Monitoring
Controlling Processes
Planning
Processes
Initiation
Processes
Closing
Processes
Execution
Processes
Project Management
Process Groups
A version of Demings Cycle
Plan Do Check- Act (PDCA)
Interaction Between
Process Groups
Level of
Process
Interaction
Project Management
Knowledge
Areas
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communication Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Project Integration
Management
Includes the processes needed to identify, define,
Project Scope
Management
The processes required to ensure that the project
Project Time
Management
The processes required to manage timely
Project Cost
Management
The processes involved in estimating, budgeting &
Project Quality
Management
Processes and activities of the performing
project team.
Project Communication
Management
Processes required to ensure timely and
Project Risk
management
Processes of conducting risk management
Project Procurement
Management
Processes necessary to purchase or acquire
Project Stakeholder
Management
The processes required to identify people,
Control 6.6
Schedule
Planning
Process
Group
Executing
Process
Group
develop 4.2
Project
Management
plan
Plan Scope 5.1
Management
collect 5.2
requirements
define scope 5.3
create WBS 5.4
6.1Plan
Schedule
Management
Define 6.2
Activities
Sequence 6.3
Activities
6.34stimate
Activity
resources
6.5Estimate
Activity
durations
Develop 6.6
Schedule
Monitoring
&
controlling
Process
Group
develop 4.1
Project charter
Knowledge
Areas
Closing
Process
Group
Project.4
Integration
management
Project scope. 5
management
Project time. 6
management
Planning
Process
Group
Control 10.3
Communications
Knowledge
Closing
Areas
Process
Group
Project cost. 7
management
perform 8.2
Quality
Assurance
Project quality. 8
management
Acquire 9.2
Project Team
Develop 9.3
project Team
Manage 9.4
Project Team
Project. 9
Human
Resource
Management
Manage 10.2
Communication
s
Plan 10.1
Communication
s
Management
Project. 10
Communications
Management
Control 8.3
Quality
Executing
Process
Group
Monitoring
&
controlling
Process
Group
Initiating
Process
Group
Planning
Process
Group
Control 11.6
Risks
12.4 Close
Procurements
Executing
Process
Group
Monitoring
&
controlling
Process
Group
Closing
Knowledge
Process
Areas
Group
Project risk.11
management
Project. 12
Procurement
Management
Administer 12.3
Procurements
Conduct 12.2
Procurements
12.1 Plan
Procurement
Management
Control 13.4
Stakeholder
Engagement
Manage 13.3
Stakeholder
Engagement
13.2 Plan
Stakeholder
Management
Identify 13.1
Stakeholders
Project 13
Stakeholder
Management
How do we define
success?
Scope integrity
Achieving quality
m
Ti
e
Within budget
Co
st
On time
Quality
Scope
Chaos Report
original estimates
Only 16.2% of projects were completed
successfully
million.
The original completion date was 26 January
1963.
Finally, the Opera House was formally
Quiz
Reason 1
Lack of User Involvement
Correctly identify proper user
Develop and Maintain a quality relationship
with the client
Create and maintain a platform for
communication
Demonstrate results
Educate the client
Consider their feedback
Identify and recruit an evangelist
Conduct primary research
Show respect
Focus on real user needs
Reason 2
No Executive Management Support
Have a simple vision
Get clear commitment
Make fast decisions
Have a decision pipeline
Focus of education
Use measurements
Understand how and why you need
to negotiate
Have a well thought plan
Have a kill switch
CELEBRATE
Reason 3
Absence of clear business objectives
Make sure everyone understands the
project's objectives
Elevator pitch
Consider the big picture
Promote speed and clarity
Have a yardstick
Use RoI
Collaborate with team members
Use peer review
Avoid having too many cooks
Do your homework
and test.
Optimize Scope
Use stepping-stones, not milestones
Consider the use of time boxing
Clarify crucial rules
Manage expectations, its crucial
Optimize scope through the use of index cards
Use role models for guidance
Assess project requirements by their yield or
gain
9. Consider the risk of each requirement
10. Consider cost, risk and gain collectively in
your decision-making
Lack of project
management expertise
1. Follow
project management fundamentals
and
skills
2.
3.
4.
5.
6.
7.
8.
9.
10.
Poor Financial
Management
And remember
Time is the enemy of all projects, and
money is the root of all evil!!!
Project mode
Board
governance
Customer
advocates
work in multi-department
transversal project teams with
common objective & management
TT
TT
M
M
Integrated
roadmap
Common
tools
Instantis (documentation,
planning, gating) & roadmap
builder (business
intelligence)
Enterprise
Environmental Factors
The Internal and External environmental factors
Processes.
Can be categorized into Internal and External
Enterprise
Environmental
Factors
Culture & structure
Regulations & Standards
Infrastructure
Existing human resources
Personnel administration
Political climate
Commercial databases
Information systems
Stakeholders risk tolerance
Marketplace Conditions
Organizational Process
Assets
Include all process related assets in addition to the
processes
Outputs of many processes may include updating
Processes and
Procedures
Standard Processes.
Templates.
Communication Requirements.
Financial Controls Procedures.
Issue and Defect Management Procedures.
Change Control Procedure.
Risk Control Procedures.
Approval Procedures.
Corporate Knowledge
Process Measurement Database.
Project Files.
Historical Information and Lessons Learned.
Issue and Defect Management Database.
Configuration Management Knowledge Base.
Financial Database.
success?
Quiz 1
PMBOK Reading
Chapters 2 & 3
PART III
INITIATION
Projects dont fail at the end,
they fail at the beginning
Anonymous
At Orange Projects
Start To
Get
Keep
Keep your customer base (loyalty offers, retention,
market share defence, etc.)
Increase
Increase the ARPU expected
You can have a combination of more than one objective,
select the predominant one.
"If You Don't Know Where You're Going, Any Road Will
Get You There."
Initiation Processes
Integration
Develop
Project
Charter
Communication
Identify
Stakeholders
What is a Project
Charter?
A document that formally authorizes a project or a
the project
level
Linking the project to the strategy and ongoing
Develop Project
Charter
Inputs
Project
Statement of
Work (SOW)
Business Case
Agreements
Tools &
Techniques
Expert
Judgment
Facilitation
Techniques
Enterprise
Environmental
Factors
Organizational
Processes
Assets
Outputs
Project Charter
Project Statement of
Work
A narrative description of products or services to be
Business Case
A document that provides necessary information
Agreements
MoUs
SLAs
Letters of Agreement
Letters of Intent
Expert Judgment
Stakeholders.
Consultants.
Industrial groups.
Professional and technical associations.
Other units within organization.
Subject matter experts (SMEs)
Project management office (PMO)
Facilitation Techniques
Brainstorming
Conflict Resolution
Problem Solving
Meetings
At Orange- Pre-Project
Objectives
Take GO/NO GO decision for design and market
launch
Validate the objectives, business plan, project plan,
expected results until T3
Allocate resources and budget to realize project
objectives
Validate the main ITN, business process, and
customer journey orientations.
Establish and commit (all contributors) on T3
objectives (market lunch review)
Confirm process (TTM full track, fast track, or super
fast track )
Project Charter
Exercise 2
Project Charter
Identify Stakeholders
Integration
Develop
Project
Charter
Communication
Identify
Stakeholder
s
Identify Stakeholders
Inputs
Tools &
Techniques
Project Charter
Stakeholder
Analysis
Procurement
Documents
Expert
Judgment
Enterprise
Environmental
Factors
Meetings
Organizational
Process Assets
Outputs
Stakeholder
Register
Stakeholder Analysis
The process of systematically gathering and
3 Steps to Managing
Stakeholders
1. Identify Your Stakeholders
2. Prioritize Your Stakeholders
3. Manage Your Stakeholders
Step1- Identify
Stakeholders
Identifying all stakeholders impacted by the project
Identify Stakeholders
Purpose
Enables the project manager to focus on the
Stakeholder Register
The Stakeholder Register is used to identify those people
1.
2.
3.
4.
Power/Interest Grid
Power/ Influence Grid
Influence/ Impact Grid
Salience Model
Keep
Manage
Satisfied
Closely
Power
Monitor
Low
(Minimum
Effort)
Keep
Informed
Exercise 3
Stakeholder Analysis
PMBOK Reading
Chapter 4
- Section 4.1
Chapter 13
- Section13.1
Quiz 2
PART IV
PROJECT PLANNING
The Victorious military is first
victorious and after that does
battle.
The defeated military first does
battle and after that seeks
victory.
Sun Tzu- Art of War
Develop Project
Management Plan
Documenting the actions necessary to define,
Develop Project
Management
Plan
Tools &
Inputs
Inputs
Project Charter
Outputs from
Planning
Processes
Enterprise
Environmental
Factors
Organizational
Process Assets
Techniques
Expert
Judgment
Outputs
Project
Management
Plan
Project Management
Plan
Integrates and consolidates all of the subsidiary
Project Management
Plan contents
Subsidiary Plans
Baselines
Schedule
Project Scope Management
Plan
Cost performance
Requirements Management
Scope
Plan
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Staffing Management Plan
Communication management
Plan
Risk Management Plan
Procurement Management Plan
Project Documents
Activity Attributes
Communications Management
Plan
Quality Checklists
Cost Baseline
Activity List
Quality Metrics
Agreements
Requirements Documentation
Basis of Estimates
Change Log
Scope Baseline
Change Requests
Resource Calendars
Forecasts
Risk Register
Issue Log
Schedule Data
Milestone List
Seller Proposals
Schedule Baseline
Procurement Documents
Stakeholder Register
Project Calendars
Project Charter
Oranges Integrated
Roadmap
roadmap fed by marketing / technical strategy & budget
clear view of priorities & development capacity before individual T-1
opportunity studies help finalize selection of best opportunities
roadmap is compatible with resources of all contributors
TT
M
PMBOK Reading
Chapter 4
- Section 4.2
PART V
PROJECT SCOPE PLANNING
Planning Processes
Scope Planning
Plan Scope
Management
Collect
Requirements
Define
Scope
Create
WBS
Plan Scope
Management
Plan Scope
Management
Collect
Requirements
Define
Scope
Create
WBS
Plan Scope
management
The process of creating a scope management plan
Tools &
Techniques
Expert
Judgment
Meetings
Outputs
Scope
Management
Plan
Requirements
Management
Plan
Project Scope
Management Plan
Part of Develop Project Management Plan
The outcome of a planning effort that precedes
the project.
It Includes:
Processes for:
Requirements
Management Plan (RQM)
A Plan that documents how requirements will be
Requirements
Management Plan (RQM)
Components
How Requirement activities will be planned, tracked
and reported
Configuration Management Activities
Requirements Prioritization Process
Product Metrics
Traceability Structure
Collect Requirements
Plan Scope
Management
Collect
Requirements
Define
Scope
Create
WBS
Collect Requirements
The process of defining and documenting
Collect Requirements
Project Requirements include business
Collect Requirements
Inputs
Scope
Management
Plan
Requirements
Management
Plan
Stakeholder
Management
Plan
Project Charter
Stakeholder
Register
Tools &
Techniques
Interviews
Focus Groups
Facilitated
Workshops
Group Creativity
Techniques
Group Decision
Making
Techniques
Questionnaires
and Surveys
Observations
Prototypes
Benchmarking
Context Diagram
Document
Analysis
Outputs
Requirements
Documentatio
n
Requirements
Traceability
Matrix
Interviews
Talking to stakeholders directly.
Asking questions and recording answers
One-on-one, or multiple interviewers and/ or
interviewees.
Interviewing:
Experienced participants
Stakeholders
Subject matter experts
Focus Groups
Facilitated Workshops
Focused sessions that bring key cross-functional
Group Creativity
Techniques
Brainstorming
Nominal group Technique
Delphi Technique
Idea/ Mind Mapping
Affinity Diagram
Questionnaires &
Surveys
Written sets of questions.
Aim to quickly accumulate information from a broad
group of respondents.
Most appropriate with broad audience, when quick
turnaround is needed, and where statistical analysis
is appropriate.
Observations
Viewing user performance
Also called Job shadowing
Helpful for detailed processes when people that use
Prototypes
Provide a working model of the expected product
Benchmarking
Involves comparing actual or planned practices,
Context Diagrams
Visually depict the product scope by showing a
Context Diagrams
Requirements
Documentation
The document including the stakeholders
Requirements
Documentation Elements
Business need or opportunity
Functional requirements and non functional
requirements
Quality requirements
Acceptance criteria
Business rules
Impacts to other organizational areas, and other
entities inside or outside the performing organization
Support and training requirements
Requirements assumptions and constraints
Requirements
Traceability Matrix
A tool that links project objectives to requirements to
Requirements
Traceability Matrix
Contents
Business needs, opportunities, goals, and
objectives
Project objectives
Project scope, WBS deliverables
Product design
Product development
Test strategy and test scenarios
High level requirements to more detailed
requirements
Example of Requirements
Traceability Matrix
Define Scope
Plan Scope
Management
Collect
Requirements
Define
Scope
Create
WBS
Define Scope
The process of developing a detailed description of
Define Scope
Inputs
Scope
Management
Plan
Tools &
Techniques
Expert
Judgment
Project Charter
Product
Analysis
Requirements
Documentation
Alternatives
Identification
Organizational
Process Assets
Facilitated
Workshops
Outputs
Project Scope
Statement
Project
Document
Updates
Product Analysis
Translating high-level product description into
tangible deliverables
Includes techniques such as:
Product breakdown
System analysis
Requirements analysis
System engineering
Value engineering
Value analysis
Alternatives
Identification
A technique to generate different approaches to
Constraints
Applicable restrictions that will affect the
Assumptions
Are factors that, for planning purposes, are
Exercise 4
Scope Statement
Create WBS
Plan Scope
Management
Collect
Requirements
Define
Scope
Create
WBS
Create WBS
The process of subdividing project deliverables and
WBS Types
Phases- Deliverables
Deliverables-Phases
Combination of both
Example: WBS
(DeliverablesPhases)
Create WBS
Inputs
Scope
Management
Plan
Project Scope
Statement
Requirements
Documentation
Enterprise
Environmental
Factors
Organizational
Process Assets
Tools &
Techniques
Outputs
Decomposition
Expert
Judgment
Scope Baseline
Project
Document
Updates
Decomposition
Subdivision of project deliverables into smaller,
Work Package
WBS.
Work Package is the point at which the cost and
activity duration can be reliable, estimated and
packaged.
Decomposition Involves
Identifying deliverables and related work.
Structuring and organizing the WBS.
Decomposing upper levels into lower level detailed
components.
Developing and assigning identification codes.
Verifying that the degree of decomposition is
Scope Baseline
Scope statement
WBS
WBS dictionary
WBS Dictionary
A document generated by the Create WBS
WBS is not
Organizational Breakdown Structure (OBS)
Bill Of Materials (BOM)
Risk Breakdown Structure (RBS)
Resource Breakdown Structure (RBS)
A Video
Exercise 5
Create WBS
Quiz 3
PMBOK Reading
Chapter 5
- Sections 5.1-5.4
PART VI
PROJECT TIME MANAGEMENT
Planning Processes
Sequence
Activities
Estimate
Activity
Resources
Define
Activities
Estimate
Activity
Durations
Develop
Schedule
Plan Schedule
Management
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Resources
Define
Activities
Estimate
Activity
Durations
Develop
Schedule
Plan Schedule
Management
The process of establishing policies, procedures,
Plan Schedule
Management
Inputs
Project
Manageme
nt Plan
Project
Charter
Enterprise
Environme
ntal
factors
Org.
Process
Assets
Tools &
Techniques
Expert
Judgment
Analytical
Techniques
Meetings
Outputs
Schedule
Manageme
nt Plan
Analytical Techniques
Scheduling Methodology
Scheduling Tools & Techniques
Estimating Approaches
Formats
Project Management Software
Schedule Management
Plans
A component of the project management plan.
Establishes the criteria and activities for
Schedule Management
Plans
Can include the following:
Project schedule model development
Level of accuracy
Units of measure
Organizational procedures links
Project schedule management maintenance
Control schedule
Rules of performance measurement
Reporting formats
Process description
Define Activities
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Resources
Define
Activities
Estimate
Activity
Durations
Develop
Schedule
Define Activities
The process of identifying the specific actions to be
Define Activities
Inputs
Schedule
Managem
ent Plan
Scope
Baseline
Enterprise
Environm
ental
factors
Org.
Process
Assets
Tools &
Technique
s
Decomposit
ion
Rolling
Wave
Planning
Expert
Judgment
Outputs
Activity
List
Activity
Attributes
Milestone
List
Activity List
A comprehensive list including all schedule
Sequence Activities
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Resources
Define
Activities
Estimate
Activity
Durations
Develop
Schedule
Sequence Activities
schedule activities
Can be done using software or manually.
Precedence Diagramming
Method (PDM)
Also known as Activity-On-Node
Activities are represented in boxes (Nodes),
Dependencies
Relationships
A
Finish-to-Start
Finish-to-Finish
Start-to-Start
B
A
Start-to-Finish
A
B
Dependencies
Relationships
Use the following Rule of Thumb to understand the
relationships better:
Activity A should _ _ _ _ _ _
Types of Dependencies
Mandatory
Discretionary
External
Internal
Sequencing Activities
Inputs
Schedule
Management
Plan
Activity List
Activity
Attributes
Milestone List
Enterprise
Environmenta
l Factors
Project Scope
Statement
Organizationa
l Process
Assets
Tools &
Technique
s
Precedenc
e
Diagramm
ing
Method
(PDM)
Dependen
cy
Determina
tion
Applying
Leads and
Lags
Outputs
Project
Schedule
Networkin
g Diagram
Project
Documents
Update
Estimate Activity
Resources
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Resources
Define
Activities
Estimate
Activity
Durations
Develop
Schedule
Estimate Activity
Resources
Estimating the type and quantities of resources
Types of Resources
Material
People
Equipment
Estimate Activity
Resources
Inputs
Schedule
Managemen
t Plan
Activity List
Activity
Attributes
Resource
Calendars
Risk
Register
Activity
Cost
Estimates
Enterprise
Environmen
t Factors
Org.
Process
Assets
Tools &
Technique
s
Expert
Judgment
Alternatives
Analysis
Published
Estimating
Data
Bottom-up
Estimating
Project
Managemen
t Software
Outputs
Activity
Resource
Requiremen
ts
Resource
Breakdown
Structure
(RBS)
Project
Document
updates
Estimate Activity
Durations
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Durations
Define
Activities
Estimate
Activity
Resources
Develop
Schedule
Estimate Activity
Durations
Approximating the number of work periods needed
Estimate Activity
Durations
Inputs
Schedule
Management
Plan
Activity List
Activity
Attributes
Activity Resource
Requirements
Resource
Calendars
Project Scope
Statement
Risk Register
Resource
Breakdown
Structure
Enterprise
Environment
Factors
Org. Process
Assets
Tools &
Techniques
Expert
Judgment
Analogous
Estimating
Parametric
Estimating
Three Point
Estimates
(PERT)
Group
DecisionMaking
Techniques
Reserve
Analysis
Outputs
Activity
Duration
Estimates
Project
Document
Updates
Beta Distribution
Activity Optimistic
Duration
The total number of work periods in calendar
Activity Pessimistic
Duration
The total number of work periods in calendar
6
Variance =
(P O)2
6
Estimates Certainty
Confidence level in the value is approximately 50%
Confidence level in the value + SD is approximately
85%
Confidence level in the value + 1.645 SD is
approximately 95%
Confidence level in the value + 2 SD is
approximately 98%
Confidence level in the value + 3 SD is
approximately 99.9%
Critical Path
The longest path from the beginning to the end of
Network Diagram
B
3
A
2
C
1
H
2
D
4
E
3
F
2
G
4
Forward Pass
Schedule Calculations That Identify The Early Start and
Backward Pass
Schedule Calculations That Identify The Late Start
one).
LS = LF - Duration
Float
Float or slack is the amount of time that a task in
OR
LS - ES
Free Float = Min ES (Succeeding Task) EF
Critical Path
B
3
A
2
C
1
H
2
D
4
E
3
F
2
G
4
Critical Path
3
B
3
15
C
1
15
16
1
A
2
6
3
E
3
D
4
9
16
9
10
10
F
2
11
12
11
12
G
4
15
15
H
2
17
17
Develop Schedule
Plan
Schedule
Management
Sequence
Activities
Estimate
Activity
Durations
Define
Activities
Estimate
Activity
Resources
Develop
Schedule
Develop Schedule
Develop Schedule
Inputs
Schedule
Management
Plan
Activity List
Activity
Attributes
Project Schedule
Network
Diagrams
Activity
Resource
Requirements
Resource
Calendars
Activity Duration
Estimates
Project Scope
Statement
Risk Register
Project staff
assignment
Resource
Breakdown
Structure
Org. Process
Assets
Enterprise
Environmental
Factors
Tools &
Techniques
Schedule
Network
Analysis
Critical Path
Method
Critical Chain
Method
Resource
Optimization
Techniques
Modeling
techniques
Leads & Lags
Schedule
Compression
Scheduling Tool
Outputs
Project
schedule
Schedule
baseline
Schedule data
Project
Calendar
Project
Management
Plan (updates)
Project
document
(updates)
Resource Optimization
Techniques
Resource Leveling
Resource Smoothing
Resource leveling
Modeling Techniques
What-If Scenario Analysis
Simulation
What-If Scenario
Analysis
An analysis of the question what if the situation
Exercises 6 & 7
Quiz
For the project in Exercise 7-a:
Schedule Compression
Fast Tracking
Crashing
Fast Tracking
Crashing
Exercise 8
Crashing
Student Syndrome
Student syndrome refers to the phenomenon that
Parkinson Law
completion
Multi-Tasking
approaches.
Project schedule
Milestone Chart
Bar Chart
Project schedule network chart
Schedule Baseline
PMBOK Reading
Chapter 6
PART VII
PROJECT COST
MANAGEMENT
Planning Processes
Project Cost
Management
Plan Cost
Management
Estimate
Costs
Determine
Budget
Control
Costs
Project Cost
management
On smaller projects, cost estimating and cost
Life-Cycle Costing
A decision making tool that involves tradeoffs
Estimate
Costs
Determine
Budget
Control
Costs
Estimate Costs
Inputs
Project
Management
Plan
Project
Charter
Enterprise
Environmenta
l Factors
Org. Process
Assets
Tools &
Techniques
Expert
Judgment
Analytical
Techniques
Meetings
Outputs
Cost
Management
Plan
Estimate Costs
Plan Cost
Management
Estimate
Costs
Determine
Budget
Control
Costs
Estimate Costs
Inputs
Cost
Management
Plan
Scope
Baseline
Project
Schedule
Human
Resource Plan
Risk Register
Enterprise
Environmenta
l Factors
Org. Process
Assets
Tools &
Techniques
Expert
Judgment
Analogous
Estimating
Parametric
Estimating
Bottom-up
estimating
Three-Point
Estimates
Reserve
analysis
Cost of
Quality
Project
Management
Estimating
Software
Vendor Bid
Analysis
Group
DecisionMaking
Outputs
Activity Cost
Estimates
Basis of
Estimates
Project
Document
Updates
Analogous Estimating
estimating.
Less Costly BUT less accurate.
Used when information is limited (early phases).
Reliable when previous projects are similar in fact,
not just in appearance.
Parametric Estimating
Bottom-Up Estimating
A method for estimating a component of work.
The cost is estimated for individual work packages
Basis of Estimates
developed).
Documentation of assumptions made.
Documentation of any known constraints.
Indication of range of estimates.
Indication of confidence level of the final estimate.
Cost Elements
Human Resources Labor
Hour rate, fringe benefits, overtime, overhead, per
diem
Equipment & Software
Depreciation, purchase cost, support &
Maintenance
Facilities
Rent, depreciation, utilities, admin overhead
Supplies
Stationary, food, leisure, gas for cars, tickets
Special expenses
Cost Can Be
Direct.
Indirect.
Fixed.
Variable.
Determine Budget
Plan Cost
Management
Estimate
Costs
Determine
Budget
Control
Costs
Determine Budget
Determine Budget
Inputs
Cost
Managemen
t Plan
Scope
Baseline
Activity Cost
Estimates
Basis of Cost
Estimates
Project
Schedule
Risk
Register
Resource
Calendars
Agreements
Organization
al Process
Assets
Tools &
Techniques
Cost
Aggregation
Reserve
Analysis
Expert
Judgment
Historical
Relationships
Funding Limit
Reconciliatio
n
Outputs
Cost
Performance
Baseline
Project
Funding
Requirement
s
Project
Document
Updates
Funding Limit
Reconciliation
The expenditure of funds should be reconciled with
Cost Performance
Baseline
Time-phased budget at completion (BAC) used as
Cost Performance
Baseline
Contingency Reserves
Management Reserves
Cost Budgeting
8.Cost
Budget
$104
0
7.Manageme
nt Reserve
$140
6.Cost
Baseline
$900
5.Contingenc
y Reserve
$225
4. Project
3. Control
Account
2. Work
packages
1. Activities
$675
$400
$275
$75
$100
$100
Payback Period
Quiz 4
PMBOK Reading
Chapter 7
PART VIII
PROJECT QUALITY
MANAGEMENT
Planning Processes
What is Quality?
Conformance to Requirements
Fitness of use
According to PMBOK
The degree to which a set of inherent
Project Quality
Management
Plan
Quality
Management
Perform
Quality
Assurance
Control
Quality
Quality Concepts
Project Quality
Management
Plan
Quality
Management
Perform
Quality
Assurance
Control
Quality
Plan Quality
Management
Identifying which quality Standards are relevant to
inspected in.
Plan Quality
Inputs
Project
Management
Plan
Stakeholder
Register
Risk Register
Requirements
Documentatio
n
Enterprise
Environmental
Factors
Org. Process
Assets
Tools &
Techniques
Cost/ Benefit
Analysis
Cost of Quality
(COQ)
Seven Basic
Quality Tools
Benchmarking
Design of
Experiments
Statistical
Sampling
Additional
Quality
Planning Tools
Meetings
Outputs
Quality
Management
Plan
Quality
Metrics
Quality
Checklists
Process
Improvement
Plan
Project
Document
Updates
Analysis
Used to identify the problem, discover the
underlying causes leading to it, and develop
solutions and preventive actions.
Flowcharting
Diagram that shows the relationship between
Checksheets
Category
Attribute 1
Attribute 2
Attribute 3
Attribute 4
Strokes
Frequency
Control Charts
Graphic display of results, over time, of a process.
Used to determine if the process is in control.
Histogram
A vertical bar chart showing how often a particular
Histograms
Pareto Diagrams
Histogram, ordered by frequency of occurrence, that
Pareto Diagram
Scatter Diagram
two variables.
Allows to study and identify the possible
relationship between changes observed in two
variables.
Scatter Diagram
BENCHMARKING
The evaluation of a groups business or project
Cost of Quality
Prevention costs up front costs to design and plan
for quality.
Appraisal costs associated with evaluation of
customer.
Cost of Quality
Conformance:
Training.
Research.
Surveys.
Nonconformance:
Scrap.
Rework.
Warranty.
Inventory.
Check Lists
Job aid that prompts employees to perform
Design of Experiments
Quality Management
Plan
Describes how the project team will implement the
Quality Management
Plan Contents
Purpose
Quality Policy/ Standards
Quality Assurance Procedures & Test
Quality Control Procedures & Tests
Roles & Responsibilities
Process Improvement
Plan
Process Boundaries
Process Configuration
Process Metrics
Targets for Improved Performance
PMBOK Reading
Chapter 8
- Section 8.1
PART IX
PROJECT HUMAN
RESOURCE MANAGEMENT
Planning Processes
Project Human
resource Management
Plan
Human
Resource
Management
Acquire
Project
Team
Develop
Project
Team
Manage
Project
Team
Acquire
Project
Team
Develop
Project
Team
Manage
Project
Team
Develop Human
Resource Plan
Inputs
Project
Management
Plan
Activity
Resource
Requirement
s
Enterprise
Environment
al Factors
Org. Process
Assets
Tools &
Techniques
Organization
Charts &
Position
descriptions
Networking
Organization
al Theory
Expert
Judgment
Meetings
Outputs
Human
Resource
Management
Plan
Responsibility
Assignment Matrix
(RAM)
Activity
Ann
Ben
Carlos
Dina
Ed
Define
Design
Develop
Test
Organizational Theory
Halo Effect
The tendency to rate high or low on all factors due
Maslows Hierarchy
Hertzberg Theory
Hygiene Factors:
Working conditions.
Salary.
Personal life.
Relationships at work.
Security.
Status.
Motivating Agents:
Responsibility.
Self Actualization.
Professional Growth.
Recognition.
Expectancy Theory
High performers remain loyal and motivated as long
Theory X-Theory Y
Describes how managers deal with subordinates.
Describe two opposing sets of assumptions about
employees.
Theory X
Employees:
Dislike work and try to avoid it.
Lack ambition, creativity, and problem solving skills.
Prefer direction and avoid responsibility.
Are motivated by Maslows lower needs.
Are self centered and dont care about organization.
Theory Y
Employees:
Meet expectations with proper motivation.
Are committed to organization goals.
Are creative and innovative.
Can take responsibility.
Are motivated by higher levels of Maslow .
Theory Z
Supplements Theory Y.
Assumes that trust and commitment on part of
Staffing Management
Plan
Staff acquisition
Resource Calendars
Staff Release Plan
Training needs
Recognition & Rewards
Compliance
Safety
At Orange
Teamwork in multidisciplinary project
TTM
one objective
project team incentive based on it
Exercise 9
Prepare RAM/RACI
PMBOK Reading
Chapter 9
- Section 9.1
PART X
PROJECT COMMUNICATION
MANAGEMENT
Planning Processes
Project Communications
Management
Plan
Communications
Management
Manage
Communications
Control
Communications
Plan Communications
Management
Plan
Communications
Management
Manage
Communications
Control
Communications
Consequences of
Miscommunication
Plan Communication
The process of determining the project stakeholder
Communication Body of
Knowledge
Communication Process
Choice of Media
Documentation Skills
Presentation Skills
Meeting Management
Clutter, Noise, & Barriers
Effective Communication
Effective Communication
Non Verbal
Para lingual
Feedback
Effective Listening
Feedback
Active Listening
Para lingual
Communication Methods
Method
When Used
Formal Written
Formal Verbal
Presentations, Speeches
Informal Written
Informal Verbal
Meetings, Conversations
Plan Communications
Management
Inputs
Project
Management
Plan
Stakeholder
Register
Enterprise
environment
al factors
Organization
al Process
Assets
Tools &
Techniques
Communicati
on
Requirements
Analysis
Communicati
on
technology
Communicati
on Models
Communicati
on Methods
Meetings
Outputs
Communicatio
ns
Management
Plan
Project
Documents
Updates
Communication
Requirements Analysis
Determining the communication requirements of the
project stakeholders.
Defined by combining the type and format of
information needed with an analysis of the value of
that information.
Project resources are expended only on
communicating information that contribute to
success, or where a lack of communication can lead
to failure.
Number of
Communication
Channels
N (N-1)/2
Communication
technology
Factors that affect the project communication
technology:
Urgency of the need for information.
Availability of technology
Expected project staffing
Duration of the project
Project Environment
Communication Models
Message
Encode
Sender
Decode
Noise
Acknowledge
Message
Medium
Noise
Decode
Noise
Feedback
Message
Receiver
Encode
Communication Models
Interactive
Push
Pull
Communication
Management Plan
Stakeholder communication requirements
Information to be communicated
Reason for distribution
Responsibility
Recipients
Methods and technologies used
Frequency
Resources allocated for communication (including time
and budget)
Escalation process
Method for updating
Glossary of terminology
Information flow in the project (flow chart)
Communication constraints
Communication Matrix
What
Why
By
Whom
Recipie
nt
When
How
Status
report
Performan
ce
reporting
PM
Sponsor/
Steering
Committe
e
Weekly
basis
Minutes of
meeting
Reporting
decisions
PC
Steering
Committe
e
After each
meeting
Risk forms
Report &
document
risks
Any
PM
stakeholde
r
As needed
Risks log
Updating
risks log
Risk
Manager
Every two
weeks
Meeting &
email
Steering
Committe
e
A Video
Do you communicate effectively?
Exercise 10
PMBOK Reading
Chapter 10
- Section 10.1
PART XI
PROJECT RISK
MANAGEMENT
Planning Processes
There are risks and costs to a
program of action. But they
are far less than the longrange risks and costs of
comfortable inaction
John F. Kennedy
Risk
Risk
Negative
Positive
Threat
Opportunity
Risk Definition
Risk: an uncertain event that, if it occurs, has a
Project Risk
Management
The systematic process of identifying, analyzing,
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Tools &
Technique
s
Analytical
Techniques
Expert
Judgment
Meetings
Outputs
Risk
Managemen
t Plan
Risk Categories
Definition of Risk
Probability & Impact
Impact Scale
Cardinal
Linear
Non-Linear
Ordinal
Impact Scale
Cardinal Linear (0.1, 0.3, 0.7, 0.9)
Cardinal Non-Linear (.05, .1, .2, .4, .8).
Cardinal Non-Linear is used to reflect focus on high
risks.
Ordinal (Very Low, Low, Medium, High, Very High)
Probability Scale
Probability-Impact
Matrix
Each risk is rated on its probability of occurring and
Probability-Impact
Matrix (Cardinal)
Probability-Impact
Matrix (Ordinal)
Identify Risks
Determining which risks may affect the project and
Identify Risks
Plan
Risk
Management
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Identify Risks
Inputs
Risk Management
Plan
Activity Cost
Estimates
Activity Duration
Estimates
Scope Baseline
Stakeholder
Register
Cost Management
Plan
Schedule
Management Plan
Quality
Management Plan
Human Resource
Plan
Project Documents
Procurement
Documents
Enterprise
Environmental
Factors
Org. Process
Assets
Tools &
Techniques
Outputs
Risk Register
Documentation
Review
Information
Gathering
Techniques
Checklist
Analysis
Assumptions
analysis
Diagramming
Techniques
SWOT Analysis
Expert
Judgment
Documentation Review
Structured review of project documentation,
Information Gathering
Techniques
Brainstorming
Delphi Technique
Interviewing
Root cause analysis
Brainstorming
Delphi Technique
A way to reach a consensus of experts who
participate anonymously.
A facilitator uses a questionnaire to solicit ideas
about the important risks.
Eliminates biasness and influence of individuals
Interviewing
Interviewing experienced project participants,
Analysis
Used to identify the problem, discover the
underlying causes leading to it, and develop
solutions and preventive actions.
Checklist Analysis
Based on historical and project information.
Must be exhaustive (very difficult).
Important to review at project closure to improve on
Assumptions Analysis
Review project assumptions.
Explores the validity of assumptions as they apply
to the project.
Identifies risks to the project from inaccuracy,
inconsistency, or incompleteness of assumptions.
SWOT Analysis
Internal Factors
Strengths.
Weaknesses.
External Factors
Opportunities.
Threats.
Risk Register
A document that contains the outcomes of risk
planning.
At this stage includes:
List of identified risks.
List of potential scenarios.
Risk triggers
Perform Qualitative
Risk Analysis
Plan
Risk
Management
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Tools &
Techniques
Risk
Probability and
Impact
Assessment
Probability and
Impact Matrix
Risk Data
quality
assessment
Risk
Categorization
Risk Urgency
Assessment
Expert
Judgment
Outputs
Project
Documents
Updates
attention.
List of risks requiring responses in the near-term.
List of risks for additional analysis and responses.
Watchlists of low-priority risks.
Trends in qualitative risk analysis results.
Outcomes of
Quantitative Risk
Analysis
Quantify possible outcomes and their probability.
Assess probability of achieving a specific objective.
Identify risks requiring most attention.
Identify realistic and achievable targets.
Determine best decision under uncertainty.
Perform Quantitative
Risk Analysis
Plan
Risk
Management
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Perform Quantitative
Risk Analysis
Inputs
Risk Register
Risk
Management
Plan
Cost
Management
Plan
Schedule
Management
Plan
Enterprise
Environment
al Factors
Organization
al Process
Assets
Tools &
Techniques
Data
Gathering
and
Representati
on
Techniques
Quantitative
Risk
Analysis and
Modeling
Techniques
Expert
Judgment
Outputs
Project
Documents
Updates
Sensitivity Analysis
Expected Monetary Value Analysis
Modeling and Simulation
Sensitivity Analysis
Helps to determine which risks have the most
All possible
outcomes
of a decision
Work
Packag
e
Probability
Impact
EMV
10%
-$ 20,000
-$2,000
30%
$45,000
$13,500
68%
-$18,000
-$12,240
Total
-$ 740
$335
$550
project decision-making.
For Cost Risk Analysis, use cost estimates.
For Schedule Risk Analysis,
use the schedule network
diagram and duration estimates.
Illustrates the likelihood of
Probability (Cumulative)
100%
75%
50%
25%
12%
0%
$41m $50m
Cost
$30m $38.75m $47.5m $56.25m
$65m
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Tools &
Techniques
Outputs
Strategies for
Negative
Risks or
Threats
Project
Management
Plan updates
Strategies for
Positive Risks
or
Opportunities
Contingent
Response
Strategies
Expert
judgment
Project
Documents
Updates
Avoidance
Changing project plan to eliminate the risk or
Transference
Shifting some or all of the negative impact, along
Mitigation
acceptable level.
Does not eliminate risk completely.
Mitigates probability and/ or impact.
Acceptance
Deciding not to change the project plan, to deal
At Orange
Exercise 11
Exercise 12
PMBOK Reading
Chapter 11
Quiz 5
PART XII
PROJECT PROCUREMENT
MANAGEMENT
Planning Processes
Project Procurement
Management
The processes necessary to purchase or acquire
Project Procurement
Management
The organization, can be the buyer or seller of the
Project Procurement
Management
Seller can be called:
Contractor
Subcontractor
Vendor
Service provider
Supplier
Buyer can be called:
Client
Customer
Service requester
Purchaser
Seller in a project
Bidder
Selected
Source
Contractor,
Supplier or Vendor
Project Procurement
Management
Plan
Procurement
Management
Conduct
procurements
Control
Procurements
Close
Procurements
Plan Procurements
Management
Plan
Procurements
Management
Conduct
procurements
Control
Procurements
Close
Procurements
Plan Procurements
The process of documenting project purchasing
Project Managers
Authority in Procurement
It depends on the type of the contracting
environment:
Centralized Contracting Environment
There is a procurement department & a
procurement manager who handle all procurements
The project Manager contacts the procurement
manager when he/she needs help regarding
procurement
Decentralized Contracting Environment
Theres no procurement department
The project manager hires a procurement manager
to work full time on procurement & he will be
reporting directly to the Project Manager
Disadvantages
Advantages
Advantages
Disadvantages
Plan Procurements
Inputs
Project
Management
Plan
Requirements
Documentation
Risk Register
Activity
Resource
Requirements
Project
Schedule
Activity Cost
Estimates
Stakeholder
Register
Enterprise
Environmental
Factors
Organizational
Process Assets
Tools &
Techniques
Make-or-Buy
Analysis
Expert
Judgment
Contract Types
Meetings
Outputs
Procurement
Management
Plan
Procurements
Statement of
Work
Make-or-Buy
Decisions
Procurement
Documents
Source
Selection
Criteria
Change
Requests
Project
Documents
Updates
Make-or-Buy Analysis
A technique used to determine whether particular
Contract Types
Fixed price
Cost reimbursable
Time and material
product.
Three types:
Firm Fixed Price Contracts (FFP)
Fixed Price Incentive Fee Contracts (FPIF)
Fixed Price with Economic Price Adjustment
Contracts (FP-EPA)
Disadvantag
es:
Cost reimbursable
Contracts
Paying the seller the actual cost, plus a fee.
Three types:
Cost-plus-fixed-fee (CPFF)
Cost plus incentive fee (CPIF)
Cost plus award fee (CPAF).
Cost reimbursable
Contracts
Advantages:
No detailed SOW.
Less cost on the buyer than the FPC
Disadvantag
es:
sellers invoices )
fixed-price types.
They are open ended, but on certain rates.
Quick to create
Duration brief
Used when expat acquisition & staff augmentation
Disadvantag
es:
Only good in small projects
Needs daily oversight & reports from the buyer
( more work)
Procurement
Documents
A buyer-prepared formal request sent to each
Seller.
The Basis upon which a seller prepares a bid for the
requested products.
RFP/ RFQ/RFI/IFB are used to solicit proposals to
meet procurement needs.
Statement of Work (SOW): procurement item in
sufficient detail to allow prospective sellers to
determine if they are capable of providing the
item(s).
Statement of Objective (SOO): term used for a
procurement item that is presented as a problem to
be solved.
Procurement
Documents (RFP/
RFQ/RFI/IFB
) & the procurement SOW
Once the contract type is selected
Collect Requirement
from all stakeholders
2
Define scope
Of the project
Prepare a detailed
SOW
Prepare RFP
Project
Definition
Project
Requirements
Audience
(RFP Form-Example)
RFP Form-Example
Source Selection
Criteria
Can be only price if an
off-the-shelf product.
procurement documents
to give the seller an
understanding of the
buyers needs
Quiz 6
PMBOK Reading
Chapter 12
- Section 12.1
PART XIII
PROJECT STAKEHOLDER
MANAGEMENT
Planning Processes
Project Stakeholder
Management
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Plan Stakeholder
Management
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Plan Stakeholder
Management
The process of developing appropriate
Tools &
Techniques
Expert
Judgment
Meetings
Analytical
Techniques
Outputs
Stakeholder
Management
Plan
Project
Documents
Updates
Analytical Techniques
The engagement level of stakeholders can be
classified as follows:
Unaware Unaware of project and potential
impacts
Resistant Aware of project and potential impacts
and resistant to change
Neutral Aware of project yet neither supportive
nor resistant
Supportive Aware of project impacts and
supportive for change
Leading Aware of project impacts and actively
engaged in ensuring the project is a success
Stakeholder Engagement
Assessment Matrix
Stakehold
er
Unawar
e
Stakeholder
1
Stakeholder
2
Stakeholder
3
Resistan
t
Neutral
Supporti
ve
DC
Leading
Stakeholder
Management Plan
A component of project management plan
Identifies the management strategies required to
Stakeholder
Management Plan
It can also provide
Desired and current engagement levels of stakeholders
Scope and impact of change to stakeholders
Identified interrelationships and potential overlap between
stakeholders
Stakeholder communication requirements for the current
project phase
Information to be distributed to stakeholders, including
language, format, content and level of detail
Reason for the distribution of that information and expected
impact to stakeholder engagement
Time frame and frequency for the distribution of required
information to stakeholders; and
Method for refining and updating the stakeholder
management plan as the project progresses and develops
PMBOK Reading
Chapter 13
- Section 13.1
PART XIV
EXECUTION
requirements.
Creating project deliverables.
Staffing, training and managing the team members
assigned to the project.
Obtaining, managing, and using resources including
material, tools, equipment, and facilities.
Implementing the planned methods and standard .
Establishing and managing project communication
channels, both external and internal to the project
team.
Tools &
Techniques
Expert
Judgment
Project
Management
Information
System
Meetings
Outputs
Deliverables
Work
Performance
Data
Change
Requests
Project
Management
Plan Updates
Project
Document
Updates
Deliverables
Any unique and verifiable product, result, or
Perform Quality
Assurance
The process of auditing the quality requirements
Perform Quality
Assurance
Plan
Quality
Management
Perform
Quality
Assurance
Control
Quality
Perform Quality
Assurance
Inputs
Quality
Management
Plan
Process
Improvement
Plan
Quality
Metrics
Quality
Control
Measurement
s
Project
Documents
Tools &
Techniques
Quality
Management
and Control
Tools
Quality
Audits
Process
Analysis
Outputs
Change
Requests
Project
Management
Plan Updates
Project
Document
Updates
Organizationa
l Process
Assets
Updates
Quality Audits
A structured, independent review to determine
Objectives of Quality
Audits
Process Analysis
Organizational Process
Assets Updates
Quality Standards.
Processes.
Project Management
Plan Updates
Quality management plan.
Schedule management plan.
Cost management plan.
Project Document
Updates
Quality audits reports.
Training plans.
Process documentation.
Gold Plating
Giving Extra
Bad and should be avoided
Acquire
Project
Team
Develop
Project
Team
Manage
Project
Team
Tools &
Techniques
Preassignment
Negotiation
Acquisition
Virtual Teams
Multi-Criteria
Decision
Analysis
Outputs
Project Staff
Assignments
Resource
Calendars
Project
Management
Plan Updates
Pre-assignment
When project team members are known in
advance.
If the project is a result of:
Specific people being promised as part of a
proposal.
The project is dependent on the expertise of
particular persons.
Some staff assignments are defined within the
project charter.
Negotiation
Negotiating with:
Functional managers.
Other project management teams within the
organization.
External organizations, vendors, suppliers,
contractorsetc.
Acquisition
house.
Can involve hiring individual consultants or
subcontracting work to another organization.
Virtual Teams
Groups of people with a shared goal who fulfill their
Virtual Teams
Virtual teams make it possible to:
Form teams of people from the same organization
Multi-Criteria Decision
Analysis
Criteria is developed and used to rate or score
Availability
Cost
Experience
Ability
Knowledge
Skills
Attitude
International Factors
Acquire
Project
Team
Develop
Project
Team
Manage
Project
Team
Tools &
Techniques
Interpersonal
Skills
Training
Team Building
Activities
Ground Rules
Co-location
Reward &
Recognition
Personnel
Assessment
Tools
Outputs
Team
Performance
Assessments.
Enterprise
Environmenta
l Factors
Update.
Interpersonal Skills
Sometime known as Soft Skills
Include:
Empathy.
Influence.
Creativity.
Group facilitation.
Training
Can be:
Formal
Informal
Training methods:
Classroom.
Online.
Computer-based.
On the job
Coaching
Mentoring.
Team development
Stages
Forming.
Storming.
Norming.
Performing.
Adjourning.
Forming
The team meets and learns about the project and
Storming
Team begins to address the project work, technical
Norming
Team members begin to work together and adjust
Performing
Teams should try to reach this stage as quickly as
possible.
Teams that reach this stage function as a wellorganized unit.
Teams at this stage are able to function as a unit as
they find ways to get the job done smoothly and
effectively without inappropriate conflict or the
need for external supervision.
Adjourning
The team completes the work and move on from the
project.
Mourning over the dissolving of the team
relationship, and begin preparing for change in
individual work requirements.
Ground Rules
Establishing clear expectations regarding
Co-location
Involves placing many of the team members in one
physical location.
Can be temporary in some cases.
Can be used in conjunction with virtual teams.
Enhances ability to perform as a team.
War rooms.
Team performance
Assessments
Formal or informal
Conducted by the project management team
The performance of successful team is measured
Acquire
Project
Team
Develop
Project
Team
Manage
Project
Team
Project Staff
Assignments
Human
Resource
Management
Plan
Team
Performance
Assessments
Issue Log
Work
Performance
Reports
Organization
al Process
Assets
Tools &
Techniques
Observation
and
Conversatio
n
Project
Performance
Appraisals
Conflict
Managemen
t
Interpersona
l Skills
Outputs
Enterprise
Environment
al Factors
Updates
Organization
al Process
Assets
Updates
Change
Requests
Project
Managemen
t Plan
Updates
Project
Documents
Updates
Observation &
Conversation
Used to stay in touch with the work and attitudes of
Project Performance
Appraisals
Can be formal or informal depending on the length
Conflict Management
Should conflict be avoided?
Conflict Management
Sources of Conflict in
projects
Scarcity of resources.
Scheduling priorities.
Personalities.
Limited power of project manager.
Conflict Resolution
Techniques
Withdrawing/Avoiding.
Smoothing/ Accommodating.
Compromising.
Forcing.
Collaborating.
Confronting/ problem solving.
Withdrawing/ Avoiding
Retreating from an actual or potential conflict
situation.
A passive, stop-gap way of handling conflict.
Appropriate when a cooling-off period is needed,
and when the other party is unassertive and
uncooperative.
A lose-lose technique
Generally fails to solve the problem.
Should not be used when the conflict deals with an
issue that is of immediate concern or is important
to the successful completion of the project.
Smoothing/
Accommodating
Emphasizing areas of agreement rather than areas
of difference.
An appeasing approach.
Appropriate to keep harmony and avoid outwardly
conflictive situations.
Fails to provide permanent long-term solution to the
underlying conflict.
Generally, conflict reappears in a different form.
A lose-lose technique
Compromising
Searching for a solution that bring some degree of
forcing
Pushing ones view at the expense of others.
A win-lose situation.
Used when there is no common ground for
bargaining or negotiation.
Also used when both parties are uncooperative and
strong-willed.
Appropriate when time is of essence, and issue is
vital for the well-being of project.
Usually takes less time than other techniques, but
leaves hard feelings.
Conflict resolved by forcing may develop again and
haunt the enforcer.
Should be used only as a last resort.
Collaborating
Incorporating multiple view points and insights from
differing perspectives.
Leads to consensus and commitment.
Used when the situation is too important to be
compromised.
Not very effective when more than a few players
are involved and their viewpoints are mutually
exclusive.
Confronting/ Problem
Solving
Treating conflict as a problem to be solved by
examining alternatives.
Requires a give-and-take attitude and open
dialogue.
Involves pinpointing the issue and resolving it
objectively by defining the problem, gathering
necessary information, generating and analyzing
alternatives, and selecting the best alternative.
Requires open dialogue between participants, who
must be mature, understanding, and competentboth technically and managerially.
Takes longer than other techniques.
Provides ultimate solutions.
Technique
s
Forcing
SUMMAR
Y
Description
Solution
Permane Winnt
lose
Tempora Losery
lose
Permane
nt:
commitm
ent
Confrontati Treating conflict as a
Permane
on /
problem; solving the real nt
Problem
problem, most often used
Solving
by project managers.
Collaborati Incorporating multiple
Permane
ng
viewpoints and insights
nt
from differing
Loselose
Winwin
Winwin
To Resolve a Conflict
Assure Privacy
Empathize than sympathize
Listen actively
Maintain equity
Focus on issue, not on personality
Avoid blame
Identify key theme
Re-state key theme frequently
Encourage feedback
Identify alternate solutions
Give your positive feedback
Agree on an action plan
Conflict Management
Exercise
Manage Communications
The process of making relevant information
Manage Communications
Effective information distribution includes:
Sender-receiver modules.
Choice of media.
Writing style.
Meeting management techniques.
Presentation techniques.
Facilitation techniques.
Manage
Communications
Plan
Communications
Management
Manage
Communications
Control
Communications
Manage Communications
Inputs
Communicatio
ns
Management
Plan
Work
Performance
Reports
Enterprise
Environmental
Factors
Organizational
Process Assets
Outputs
Tools &
Techniques
Project
Communicatio
ns
Communicatio
n Technology
Communicatio
n Models
Communicatio
n Methods
Information
Management
System
Performance
Reporting
Project
Management
Plan Updates
Project
Documents
Updates
Organizationa
l Process
Assets
Updates
Communication Methods
Organizational Process
Assets (update)
Stakeholder notifications.
Project reports.
Project presentations.
Project records.
Feedback from stakeholders.
Lessons learned documentation.
Distribute Information
Lost in translation
Plan Procurements
Management
Plan
Procurements
Management
Conduct
procurements
Control
Procurements
Close
Procurements
Conduct Procurements
Inputs
Project
Management Plan
Procurement
Documents
Source Selection
Criteria
Seller Proposals
Project
Documents
Make or Buy
Decisions
Procurement
Statement of
Work
Organizational
Process Assets
Tools &
Techniques
Bidder
Conferences
Proposal
Evaluation
Techniques
Independent
Estimates
Expert Judgment
Advertising
Analytical
Techniques
Procurement
Negotiations
Outputs
Selected Sellers
Agreements
Resource
Calendars
Change
Requests
Project
Management
Plan Updates
Project
Documents
Updates
Proposal
Seller-prepared Documents.
Describe the sellers ability & willingness to provide
Bidder Conference
Also called: Contractor Conferences, Vendor
Advertising
Placing advertisements in general and specialty
publications.
Proposal Evaluation
Techniques
Can involve subjective and objective components.
Multiple reviewers.
own sources.
Select Sellers
Lowest price is not necessarily lowest cost.
Price might be the only factor in off the shelf items.
Proposals are split into commercial and technical
sections.
Multiple sources may be required.
Select Seller
Weighed System: method for quantifying qualitative
Independent Estimates
The procuring organization may either prepare its
Select Seller
Weighed System: Method for quantifying qualitative
Example
Criteria
Weight
Rate
(1-100
scale)
Score
5%
50
2.5
Understanding of
needs
25%
80
20
Technical Ability
15%
30
4.5
Number of years in
business
Total
27
Conduct Procurements
The process of obtaining seller responses, selecting
Select Seller
Independent Estimates: An estimate of what the
Select Seller
Screening System: Establishing minimum
Select Seller
Contract Negotiation: Clarification & mutual
Develop a good
relationships with
Objectives of Negotiations the seller
Select Seller
Negotiations Tactics
Attacks
Personal Insults
Good guy/bad
guy
Deadline
Select Seller
Negotiations Tactics
Limited Authority
Missing man
Withdrawal
Fair &
Reasonable
Fait accompli
offer as it stands
This is a done deal
Selected sellers
Agreements
Agreements
Components can include:
Statement of work or deliverables
Schedule baseline
Performance reporting
Period of performance
Roles and responsibilities
Pricing
Payment terms
Place of delivery
Others
Manage Stakeholders
Engagement
Manage Stakeholders
Expectations
Involves communication activities directed towards
Manage Stakeholder
Engagement
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Manage Stakeholders
Engagement
Inputs
Stakeholder
Management
Plan
Communicatio
nsManagemen
t Plan
Change Log
Organizational
Process Assets
Tools &
Techniques
Communicatio
n Methods
Interpersonal
Skills
Management
Skills
Outputs
Issue Log
Change
Requests
Organization
al Process
Assets
Updates
Project
Management
Plan Updates
Project
Document
Updates
Issue Logs
issues.
Addressed in order to maintain good, constructive
working relationships.
Interpersonal Skills
Building trust.
Resolving conflict.
Active listening.
Overcoming resistance to change.
more change.
Anchoring new approaches in the culture.
* Leading Change- John P. Kotter
Management Skills
and
Modify organizational behavior to accept the project
outcomes
Project Document
(Update)
Stakeholder management strategy.
Stakeholder register.
Issue log.
Shackleton Story
Expedition
Mission: Crossing Antarctica and coming back
Newspaper
Advertisement
MEN WANTED: FOR HAZARDOUS
JOURNEY. SMALL WAGES, BITTER
COLD, LONG MONTHS
OF COMPLETE DARKNESS,
CONSTANT DANGER, SAFE RETURN
DOUBTFUL. HONOUR AND
RECOGNITION IN CASE OF
SUCCESS.
- SIR ERNEST SHACKLETON
EQ vs. IQ
What is Emotions?
A mental state that arises spontaneously
rather than through conscious effort, and
is often accompanied by physiological
changes; a feeling: the emotions of joy,
sorrow, reverence, hate and love
- The American Heritage
Dictionary
Emotions
What is Emotional
Intelligence?
The ability to monitor ones own and others
feelings and emotions, to discriminate among
them and use this information to guide ones
thinking and action
- Peter Salovey and John D. Mayer
Golemans Framework of
Emotional Competencies
Self
Other
Recognition
Regulation
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
Self
Management
-
Emotional self
control
Transparency
Adaptation
Achievement
Initiative
Optimism
Social
Awareness
-Empathy
-Organizational
awareness
-Service
Relationship
Management
-
Inspirational
leadership
Influence
Developing others
Change catalyst
Conflict
Management
Building bonds
Teamwork and
collaboration
EMOTIONAL INTELLIGENCE
FRAMEWORK FOR PROJECT
MANAGEMENT
5.Team Leadership
-Communication
-Conflict Management
-Inspirational Leadership
3.Social Awareness
-Empathy
-Organizational
awareness
- Emotional Boundaries
1.Self Awareness
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
4. Relationship
Management
Stakeholder
Relationship
Developing others
Truth Telling
2.Self
Management
-Self -Control
Emotional Intelligence
Framework for Project
Management
5.Team Leadership
-Communication
-Conflict
Management
-Inspirational
leadership
3.Social Awareness
-Empathy
-Organizational
awareness
- Emotional Boundaries
1.Self Awareness
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
4. Relationship
Management
Stakeholder
Relationship
Developing others
Truth Telling
2.Self
Management
-Self -Control
Emotional Intelligence
Framework for Project
Management
5.Team Leadership
-Communication
-Conflict
Management
-Inspirational
leadership
3.Social Awareness
-Empathy
-Organizational
awareness
- Emotional Boundaries
1.Self Awareness
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
4. Relationship
Management
Stakeholder
Relationship
Developing others
Truth Telling
2.Self
Management
-Self -Control
Self Awareness
Accurate Self-Assessment
Self Awareness
Self Confidence
Self Awareness
Emotional Self-Awareness (red flags)
Inappropriate Humor
Use of Sarcasm
Passive Aggressive Behavior
Playing the Victim
Hostility
Emotional Intelligence
Framework for Project
Management
5.Team Leadership
-Communication
-Conflict
Management
Inspirational
Leadership
3.Social Awareness
-Empathy
-Organizational
awareness
- Emotional Boundaries
4. Relationship
Management
-
Stakeholder
Relationship
Influence
Developing others
Truth Telling
1.Self Awareness
2.Self Management
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
Self -Control
Self- Control
Self-control is the ability to remain composed in
Hot Buttons
Techniques to Improve
Self-Management
1- Identify the feeling
2- Determine the underlying cause
3- Take action to get clear
Additional Techniques
1- Reduce your stress level
2- Conduct an Inner-Dialogue
3- Take it out with someone
4- Give yourself a time out
5- Write a letter or email you will not send
6- Take care of yourself
Emotional Intelligence
Framework for Project
Management
5.Team Leadership
-Communication
-Conflict Management
Inspirational leadership
3.Social Awareness
-Empathy
-Organizational
awareness
- Emotional
Boundaries
4. Relationship
Management
-
1.Self Awareness
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
Stakeholder
Relationship
Influence
Developing others
Truth Telling
2.Self Management
Self -Control
Social Awareness
Empathetic Listening
Social Awareness
Organizational
Awareness
The ability to read the currents of emotions and
Social Awareness
Emotional Boundaries
Emotional Intelligence
Framework for Project
Management
5.Team Leadership
-Communication
-Conflict
Management
-Inspirational
leadership
3.Social
Awareness
-Empathy
-Organizational
awareness
-Emotional
Boundaries
1.Self Awareness
-Emotional self
awareness
- Accurate selfassessment
- Self confidence
4. Relationship
Management
-Stakeholder
Relationship
-Influence
-Developing
others
-Truth Telling
2.Self Management
-Self Control
Emotional Intelligence
Framework for Project
Management44
5.Team Leadership
-Communication
-Conflict
Management
-Inspirational
leadership
3.Social
Awareness
-Empathy
-Organizational
awareness
- Emotional
Boundaries
1.Self
Awareness
-Emotional self
awareness
Accurate selfassessment
Self confidence
4. Relationship
Management
-
Stakeholder
Relationship
Influence
Developing others
Truth Telling
2.Self
Management
-Self Control
Quiz 7
PMBOK Reading
Chapter 3
Section 3.5
Chapter 4
Section 4.3
Chapter 8
Section 8.2
Chapter 9
Sections 10.2
Chapter 12
Section 12.2
Chapter 13
Section 13.3
PART XV
MONITORING &
CONTROLLING
Tools &
Techniques
Expert
Judgment
Outputs
Change
Requests
Analytical
Techniques
Work
performance
reports
Project
management
information
software
Project
Management
Plan Updates
Meetings
Project
Document
Updates
Change Requests
Needed because change is inevitable.
Happen as a result of comparing actual results with
planned results
May:
Expand
Adjust
Reduce
Perform Integrated
Change Control
The process of reviewing all change requests,
Perform Integrated
Change Control
Influencing the factors that circumvent integrated
Perform Integrated
Change Control
Reviewing, approving, or denying all recommended
Perform Integrated
Change Control
Inputs
Project
Management
Plan
Work
Performance
Reports
Change
Requests
Enterprise
Environmenta
l Factors
Organizationa
l Process
Asset
Tools &
Techniques
Outputs
Expert
Judgment
Approved
Change
Request
Meetings
Change Log
Change
Control Tools
Project
Management
Plan Updates
Project
Document
Updates
Configuration
Management System
A configuration management system with
CONFIGURATION
MANAGEMENT SYSTEM
Configuration management with integrated change
Configuration
Management Activities
Configuration Identification
Configuration Status Accounting
Configuration Verification and Audit
Configuration
Identification
Selection and identification of a configuration item
Configuration Status
Accounting
Information is recorded and reported as to when
Configuration
Verification and Audit
Configuration verifications and configuration audits
Validate Scope
The process of formalizing acceptance of the
Validate Scope
Plan Scope
Management
Collect
Requirements
Define Scope
Control Scope
Create WBS
Validate Scope
Validate Scope
Inputs
Project
Management
Plan
Requirements
documentatio
n
Requirements
traceability
matrix
Verified
deliverables
Work
performance
data
Tools &
Techniques
Inspection
Group
decisionmaking
techniques
Outputs
Accepted
Deliverables
Change
Requests
Work
performance
information
Project
Document
Updates
Control Scope
The process of monitoring the status of the project
Control Scope
Project scope control is also used to manage the
Control Scope
Plan Scope
Management
Collect
Requirements
Define Scope
Control Scope
Create WBS
Validate Scope
Control Scope
Inputs
Project
Managemen
t Plan
Work
performanc
e data
Requiremen
ts
documentat
ion
Requiremen
ts
traceability
matrix
Organizatio
nal Process
Assets
Tools &
Technique
s
Variance
Analysis
Outputs
Work
Performanc
e
Information
Organizatio
nal Process
Assets
Updates
Change
Requests
Project
Manageme
nt Plan
Updates
Project
Document
Updates
Variance Analysis
Project performance measurements are used to
Control Schedule
The process of monitoring the status of the project
Control Schedule
Plan Schedule
Management
Define
Activities
Sequence
Activities
Develop
Schedule
Estimate
Activity
Resources
Estimate
Activity
Durations
Control
Schedule
Control Schedule
Inputs
Project
Management Plan
Work
performance data
Project Schedule
Project calendars
Tools &
Techniques
Performance
Reviews
Project
Management
Software
Resource
Optimization
Techniques
Schedule data
Modeling
Techniques
Organizational
Process Assets
Outputs
Work
Performance
Information
Schedule
Forecasts
Organizational
Process Assets
Updates
Change Requests
Project
Management
Plan Updates
Project
Document
Updates
Control Cost
The process of monitoring the status of the project
baseline.
Ensuring requested changes are agreed upon.
Managing the actual changes when they occur.
Assuring that potential cost overruns do not exceed
the authorized funding periodically and in total.
Monitoring cost performance to detect and
understand variances from the cost baseline.
Recording all appropriate changes accurately
against the cost baseline.
Preventing incorrect, inappropriate, or unapproved
changes from being included in the reported cost or
resource usage.
Informing appropriate stakeholders of approved
Control Costs
Plan Cost
Management
Estimate
Costs
Determine
Budget
Control
Costs
Control Costs
Inputs
Project
Management
Plan
Work
performance
data
Tools &
Techniques
Earned Value
Management
Forecasting
Project Funding
Requirements
To-complete
Performance
Index
Organizational
Process Assets
Performance
Reviews
Outputs
Work
Performance
Information
Cost Forecasts
Organizational
Process Assets
Updates
Change
Requests
Reserve
Analysis
Project
Management
Plan Updates
Project
Management
Software
Project
Document
Updates
Earned value
Management (EVM)
Methodology that measures project progress by
Earned value
Management (EVM)
Relates Three Values:
Budget At Completion
(BAC)
Project Estimated Budget
Schedule Variance
Any difference between the scheduled completion
Cost Variance
Any difference between the budgeted cost of an
Variance Values
Schedule Variance:
Schedule Performance
Index (SPI)
SPI = EV / PV
Performance Index
Values
Schedule Variance:
Forecasting
Estimate To Complete (ETC)
Estimate At Completion (EAC)
Estimate To Complete
(ETC)
When current variances are seen as atypical and
ETC= BAC-EV
When current variances are seen as typical of
future variances
ETC= (BAC-EV)/CPI
When past performance show that the original
ETC= BTC
Estimate At Completion
(EAC)
When past performance show that the original
EAC = AC + BTC
When current variances are seen as atypical and
future variances
Variance At Completion
(VAC)
How much over or under budget do we expect
to be at the end of the project
VAC = Budget at Completion - Estimate at
Completion
= BAC - EAC
Exercises 13 & 14
To-Complete
Performance Index
(TCPI)
Control Quality
The process of monitoring and recording results of
Control Quality
Plan
Quality
Management
Perform
Quality
Assurance
Control
Quality
Control Quality
Inputs
Project
Management
Plan
Tools &
Techniques
Outputs
Quality Control
Measurements
Validated
Changes
Quality Metrics
Seven basic
Quality Tools
Quality
Checklists
Statistical
sampling
Work
Performance
data
Inspection
Work
Performance
Information
Approved
Change
Requests
Review
Organizational
Process Assets
Updates
Approved
Change
Requests
Deliverables
Project
documents
Organizational
Process Assets
Validated
Deliverables
Change
Requests
Project
Management
Plan Updates
Project
Document
Updates
Control Communications
Monitoring & controlling communications throughout
Plan Communications
Management
Plan
Communications
Management
Manage
Communications
Control
Communications
Control Communications
Inputs
Project
Management
Plan
Work
Performance
Data
Project
Communicatio
ns
Issue Log
Organizationa
l Process
Assets
Tools &
Techniques
Information
Management
System
Expert
Judgment
Meetings
Outputs
Work
Performance
Information
Organization
al Process
Assets
Updates
Change
Requests
Project
Management
Plan Update
Project
Document
Updates
Control Risks
The process of implementing risk response plans,
Control Risks
It determines if:
Project assumptions are still valid.
Analysis shows an assessed risk has change or
can be retired.
Risk Management policies and procedures are
being followed.
Contingency reserves of cost or schedule should
be modified in alignment with the current risk
assessment.
Control Risks
Plan Risk
Management
Identify
Risks
Plan Risk
Responses
Perform
Qualitative
Risk
Analysis
Perform
Quantitative
Risk
Analysis
Control Risks
Control Risks
Inputs
Risk Register
Project
Management
Plan
Work
Performance
Data
Performance
Reports
Tools &
Techniques
Risk
Reassessment
Risk Audits
Variance &
Trend Analysis
Technical
Performance
Measurement
Reserve
Analysis
Meetings
Outputs
Work
Performance
Information
Organizational
Process
Assets
Updates
Change
Requests
Project
Management
Plan updates
Project
Document
Updates
Risk Reassessment
Should be scheduled regularly.
Should be an agenda item at project team status
meetings.
responses.
Control Procurements
The process of managing procurement relationships,
Control ProcurementsHighlights
Reviewing and documenting how a seller is
Control Procurements
Plan
Procurements
Management
Conduct
procurements
Control
Procurements
Close
Procurements
Control Procurements
Inputs
Project
Management
Plan
Procurement
Documents
Agreements
Work
Performance
Reports
Approved
Change
Requests
Work
Performance
Data
Tools &
Technique
s
Contract
change
control
system
Procurement
performance
reviews
Inspections
and audits
Performance
reporting
Payment
systems
Claims
administratio
n
Records
management
system
Outputs
Work
Performance
Information
Organization
al Process
Assets
Updates
Change
Requests
Project
Management
Plan Updates
Project
Documents
Updates
Procurement
Performance Review
A structured review of sellers progress to deliver
Payment Systems
Processed by the Accounts Payable system of the
buyer
After certification of satisfactory work by an
authorized person on the project team.
All payments are made in accordance with contract
terms.
Claims Administration
The process of documenting, processing, managing,
Records Management
System
Used by project manager to manage contract
Control Stakeholder
Engagement
The process of monitoring overall project stakeholders
Control Stakeholder
Engagement
Identify
Stakeholders
Plan
Stakeholder
Management
Manage
Stakeholder
Engagement
Control
Stakeholder
Engagement
Control Stakeholder
Engagement
Inputs
Tools &
Techniques
Project
Management
Plan
Information
Management
System
Issue Log
Expert
Judgment
Work
Performance
Data
Project
Documents
Meetings
Outputs
Work
Performance
Information
Change
Requests
Organization
al Process
Assets
Updates
Project
Management
Plan Updates
Project
Document
Updates
Quiz 8
PMBOK Reading
Chapter 3
Section 3.6
Chapter 4
Section 4.4,
4.5
Chapter 5
Section 5.5,
5.6
Chapter 6
Section 6.7
Chapter 7
Section 7.4
Chapter 8
Section 8.3
Chapter 10
Sections 10.3
Chapter 11
Section 11.6
Chapter 12
Section 12.3
Chapter 13
Section 13.4
PART XVI
CLOSING
Closing Processes
Integration
Procurement
Close Project
Or Phase
Close
Procurements
Integration
Procurement
Close Project
Or Phase
Close
Procurements
Final Report
The final report is a report that summarizes what
out.
Evaluate the performance of the project team.
Explain the issues encountered.
Provide recommendations for future projects.
Example: A project to create a website for a client.
The final report includes:
An overview of the project's initial objectives
and specification.
Key changes to the objectives.
Recommendations for similar projects.
What Else?
---------
Why?
Inputs
Project
management
plan
Tools &
Techniques
Accepted
deliverables
Expert
Judgment
Organization
al process
assets
Analytical
Techniques
Meetings
Final
product,
service, or
result
Organization
al process
assets
updates
Close procurements
The process of completing each project
procurement.
It supports the Close Project or Phase process,
since it involves verification that all work and
deliverables were acceptable.
Close procurements
For all procurements and contracts.
Happens when:
A contract ends.
A contract is terminated before work
completion.
All contracts must be closed, no matter what.
Closing a contract provides a formal written
verification that work and deliverables were
accepted.
Integration
Procurement
Close Project
Or Phase
Close
Procurements
Contract Terminations
Contracts are terminated usually by buyers
due to:
Cause (seller doesnt perform)
Convenience (work no more needed)
Contracts should have provisions for
stopping work before completion.
Rights and responsibilities of parties in
early termination are contained in a
termination clause in the contract
Close Procurements
Inputs
Project
management
plan
Procurement
Document
Tools &
Techniques
Procurement
Audits.
Procurement
Negotiations
Records
Management
System
Outputs
Closed
Procurement
s
Organization
al process
assets
updates
PMBOK Reading
Chapter 4
Section 4.6
Chapter 12
Section 12.4
PART XVII
PROFESSIONAL
RESPONSIBILITY
CODE OF ETHICS AND PROFESSIONAL
CONDUCT
profession
Help individuals become better practitioners
Target Group
All PMI members
All PMI credential holders
Individuals in the process of application for
PMI credentials
PMI volunteers
Structure
4 Values
Responsibility
Respect
Fairness
Honesty
Each value has:
Mandatory Conduct
Aspirational Conduct
Mandatory Vs.
Aspirational Conduct
Mandatory
Establish firm requirements, and in some cases,
practitioners
Although adherence to the aspirational standards
is not easily measured, conducting ourselves in
accordance with it is not optional
The conduct covered under the aspirational
Responsibility
Definition
ResponsibilityAspirational Standards
We make decisions and take actions based on the
Responsibility
Mandatory
Responsibility
We report unethical or illegal conduct to
Respect
Description
Respect- Aspiriational
Standard
We inform ourselves about the norms and
understand them.
We approach directly those persons with whom
Respect Mandatory
Standard
We negotiate in good faith.
We do not exercise the power of our expertise or
Fairness
Description
Fairness- Aspirational
Responsibility
We demonstrate transparency in our decision-
making process.
We constantly reexamine our impartiality and
qualified candidates
Fairness Mandatory
Responsibility
We proactively and fully disclose any real or
Honesty
Description
Our duty to understand the truth and act in a
truthful manner both in our communications and
in our conduct.
Honesty Aspirational
Responsibility
We earnestly seek to understand the truth.
We are truthful in our communications and in
our conduct.
We provide accurate information in a timely
manner.
We make commitments and promises, implied
Honesty Mandatory
Standard
We do not engage in or condone behaviour that is
At Orange
We are direct
and easy to
understand.
We keep things
simple. We
focus only on
whats
important.
Orange Values
At Orange
Confidentiality
We use code names for TTM projects, we communicate
THANK YOU
PROJECT MANAGEMENT
PROFESSIONAL TRAINING AND
CERTIFICATION PROGRAM (PMP)
MOHAMMAD AMAWI-PMP,PMOC
GETTING
STARTED
The Certificates
About the exam
THE CERTIFICATES
There are a number of project management
CAPM
THE CERTIFICATES
Code of
Conduct
Time of
Exam
Questions
Yes
3 hours
150
4 hours
200
Yes
PM
PM
Education Certificate
Experience Training
None
25 hours Bachelor
Degree
4500 hour
35 hours
(3 years)
Bachelor
Degree
CAPM
PMP
# of Questions
PMI Process
13%
26
Initiation
24%
48
Planning
30%
60
Execution
25%
50
Control
8%
16
Closing
https://certification.pmi.org/
Log in using username and password
You have 3 months to complete the process
Fill all the required information:
Address
Education
Experience
Details of completed projects
Contact Information for Managers and
Supervisors
Project management education
the exam.
Specify a time, date, and exam center
Make sure you know where the exam center is
ahead of time, visit before the day of the
exam
Application Rules
A new and improved online application.
Collection of project contact information.
Instant audit notification.
One-year eligibility period.
Limit on the number of times candidates will be
Few Tips
The exam measures the capability of using
Few Tips
Expect 18-22 formula based questions (CPM, EVM
and others)
The length of the question does not indicate that
its a difficult one. And the length of the answer
does not necessarily indicate that its the right
one.
Many questions have more than one right answer,
you have to choose the BEST.
A right statement does not make it the right
answer to the question.
The questions jump from one topic to another
without a specific sequence.
TYPES OF QUESTIONS
Situational questions
You received Notification that a major item you are
TYPES OF QUESTIONS
Two or more right answers
Extraneous information
Questions using made up terms
Where understanding is important
New approach to known topic
Questions with more than one item in each
choice
Excessively wordy questions
Extraneous information
Your company is a major manufacturer of doors,
Where Understanding is
Important
The process of decomposing deliverables into
formal notification that the seller has been damaged by the buyers
activities. The seller claims that the buyers slow response to
sending the seller approvals has delayed the project, and has
caused the seller unexpected expense. The FIRST things the
project manager should do are:
Collect all relevant data, send the data to the company lawyer,
and consult with him about legal actions
Review the contract for specific agreed-upon terms that relate
to the issue, see if there is a clear response, and consult with
the lawyer if needed
Review the statement of work for requirements, send a receipt
of claim response, and meet to resolve the issue without
resorting to legal actions if possible
Hold a meeting with the team to review why the acceptances
have been late, make a list of the specific reasons, and resolve
those reasons
Body of Knowledge
Processes in each knowledge area
Inputs, tools & techniques, outputs of
processes
Review code of professional conduct
Solve a lot of practice questions
Review material
Eat a good meal, see some TV, go out with friends
Get a good night sleep (dont study material, dont stay
up all night)
Take the day of the exam off work (or at least the
morning)
Eat a good meal, drink some coffee, juice.
exam starts
Take two Identification cards and the eligibility
letter
No calculator, no cell phone, no review notes, no
smoking
Take a snack (they might allow it)
do some exercise
Use your time wisely
Control your frustration
REFERENCES
1- My Life is Failure. By: Jim Johnson
2- The Alpha Project Manager. By: Andy Crowe
3- The Lazy Project Manager. By: Peter Taylor
4- How to win friends and influence people. By:
Dale Carnegie
5- Critical Chain. By: Elyahu Goldratt
6- The One Minute Manager. By: Kim
Blanchard.
7- The Goal. By: Elyahu Goldratt.
8- Who moved my cheese. By: Spencer
Johnson.
9- Emotional Intelligence. By: Daniel Goleman.
10- Leading Change. By: John Kotter