Professional Documents
Culture Documents
Ritas Process Chart
Ritas Process Chart
Deliverables
Work Performance Data
Change Requests
Project Management Plan updates
Project Document updates
Change Requests
Work Performance Reports
Project Management Plan updates
Project Document updates
Requirements Documentation
Requirements Traceability Matrix
Project Scope Statement
Project Document updates
Scope Baseline
Project Document updates
Accepted Deliverables
Change Requests
Work Performance Information
Project Document Updates
Activity List
Activity Attributes
Milestone List
Schedule Baseline
Project Schedule
Schedule Data
Project calendars
Project Management Plan Updates
Project Document Updates
Change Requests
Organizational Process Assets updates
Project Management Plan Updates
Project Document Updates
Project Communications
Project Management Plan Updates
Project Document Updates
Organizational Process Assets updates
Risk Register
Project Document Updates
Selected Sellers
Agreements
Resource Calendars
Change Requests
Project Management Plan Updates
Project Document Updates
Closed Procurements
Organizational Process Assets updates
Stakeholder Register
Issue log
Change Requests
Project Management Plan Updates
Project Document Updates
Organizational Process Assets updates
Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates
Organizational Process Assets updates
Process Chart
Determine company culture and existing Determine detailed Produce product deliverables
systems requirements (product scope)
Create forecasts
Control procurements
Integration Managemen
Initiating Planning Executing
Develop
Project Direct and Manage
Develop Project Charter
Management Project Work
Plan
Project
Analyse business case PMP Plans
Charter
Output
Management
Plans, Scope,
Cost,
Project Charter Deliverables
Schedule,
Communicati
on etc.
Project
Management
Processes New Change Requests
that will be
used
Knowledge
area Work Performance
Management Data
Plans
Scope,
Schedule,
Cost Baseline
PMP updates
( Performance
Management
Baseline)
Requirements
Project Document
Management
Updates
Plan
Change
Management
Plan : Change
Control
System) part
of
PMIS( standa
rd forms,
procedures,
processes etc.
Configuration
Management
Plan :
Configuration
Management
System is part
of PMIS
( Project
Management
Integration
System) more
to do with
version
control
Process
improvement
Plan
Project
Management
Plans should
be formally
approved by
sponsor or
key
stakeholders
Project
Documents :
Anything
other than
Management
Plans and
Scope,
Schedule,
Cost baseline
is Project
Documents
PMP Approval
: sign off
approval by
sponsor and
other
stakeholders,
made by PM
and team
Kick off
Meeting
gration Management
M&C M&C Closing
Corrective Actions :
are chnages which do
not impact Baselines
Work perfromance
Reports
PMP updates
Project document
updates
Scope Management
Planning Planning Planning
Plan Scope Management Collect Requirements Define Scope
Reviewing Historical
How to collect requirements information can change and is iter
Brainstorming:
building on each
and control scope others idea
Nominal group
technique : ranks the
ideas discussed in
Brainstorming
Multi-criteria decision
making
Mind maps
Affinity Diagrams as
per the categories
Requirements can be
classified as below:
- Business
- Stakeholder
- Project
- Solution
- Technical
- Transition
- Quality
Surveys
Observation : job
shadowing
Benchmarking : what
the competition is
doing
Prototypes : example
Context diagram
Group decision
Making : Majority,
Plural, Dictatorship,
Delphi
Balancing Stakeholder
Requirements
Resolving competing
Requirements : ones
which meet project
objectives, in the
charter, meet the
assumptions and
constraints, meets
scope statement
Output
Project Scope
Statements:
- Project Scope
- Product Scope
- Deliverables for
Product and Project
- Acceptance Criteria
-What is not part of
scope
- Assumptions and
Requirements constraints
Scope Management plan Documentation
Requirements
Traceability Matrix :
Where the
requirement came
from, what is status,
Requirements Management requirement
Plan identification number Project Document upd
pe Management
Planning M&C M&C
Create WBS Validate scope Control Scope
Validate Scope : is
Decomposition checking interim
of project Deliverable for
using WBS customer acceptance Proactive Process
Validate Scope Needs:
- Control Quality
Verified Deliverables
- Scope Baseline
Decomposition -Requirement
continues till Tractability Matrix Measuring and assessing the scope
work - Work performance against the work performance data
packages are data from Execution of to generate work performance
reached
Work work information
Packages are
nouns and are Can be done at the end
deliverables
Created with of each phase
Validate scope is
input from formal acceptance of
team and customer interim
stakeholders deliverable
Control
Accounts help
in aggregation
and analysis
One can break
WBS until
work
packages are:
- Can be
estimated
- Can be
outsourced
- Can be
worked on
without and
interference
- Can be
completed
quickly
Small Project
WP: 4-40 hrs.
Medium WP-
8-80 hrs.
Large - 300
hrs.
WBS :
- Is Important
-can be reused
- should be
there on all
projects
-Does not
show
dependencies
- is foundation
of project
-Identifies all
deliverables
WBS
Dictionary :
Protects scope
creep acts as
boundary for
the scope, has
interdependen
cies,
acceptance
criteria, can
be called
casing design
or module xyz
Output
Scope Base
line : approved
version of final
scope, WBS,
WBS
dictionary
before the
project begins Accepted Deliverables Work performance Info
Project
document
update Change request
Work performance Change requests
Information: result of
work performance
data PMP updates
PDU PDU
OPA updates
Time Management
Planning Planning Planning
Define
Plan Schedule Management Sequence Activities
Activities
Taking the
Work
packages
created as
Taking activities and
part of WBS
milestones and sequencing
Methodology and
them in order in which they
decomposin
will be performed
g them
further to
define
activities
Should be
Small
enough to
IF should be in hours, weeks,
estimate,
or months
control,
schedule,
monitor
Milestones :
Performance Measures to does not
identify variances give you
duration
Analytical Techniques
Types of dependencies :
- Mandatory :Inherent in nature
- Discretionary : Preferred
- External : government, suppliers
- Internal : Team
Activity
Attributes :
Component Project Document Updates
s that make
an activity
Milestone
List
me Management
Planning Planning Planning M&C
Estimate activity Estimate Activity Develop Control
Resources Durations Schedule Schedule
Once you
have defined Measure
Once the activities activity, against the
Once the activities are are defined, sequenced it, Plan :
sequenced, the type sequenced , estimated Estimate the
and quantity of resources is resources components
resources are assigned you need to and duration at least once
determined assign duration to time to put it during the
each activity in schedule life of the
for schedule project
model
Schedule
Network
Padding should not Analysis:
be permitted: - Critical Path
padding is extra Method
Activity List, Schedule time and cost added - Schedule
Management Plan and it means the Compression
estimator doesnt - Modelling
have enough - Resources
information Optimization
- Critical
chain Method
Floats:
-Total Float :
Amount of
time activity
can be
delayed
without
delaying the
Estimating
project end
Techniques:
date
Expert Judgment
- Free Float :
( One Point
Amount of
Estimating)
time the
Analogous
activity can
Estimating
be delayed
Parametric
with
estimates
impacting
Three-Point
the start date
Estimates
of its
Group Decision
successor
Making Techniques
- Project
Reserve Analysis
Float :
Amount of
time project
can be
delayed
without
delaying the
Activity Attributes committed
Schedule
date
Compression
- Fast Track :
+ risk,
+communica
tion,
+rework,
activities are
One Point done in
Estimating : One parallel
Estimate per activity
, may result in -Crashing :
padding Trades Time
for Money,
more
resources,
may add risk,
cost
definitely
Resource Calendar increases
Modelling :
Monte Carlo
Analysis :
Analogous
uses network
Estimation ( Top
diagram to
Risk Register Down) uses expert
predict ,
judgment and
specific day,
historical data
cost, risk,
overall
critical path
Resource
Optimization
:
- Resource
Levelling :
Parametric used usually
Estimation : with erratic
compares two use of
variables two ways resources,
- Regression adds time,
Activity Cost Estimates
analysis : scatter cost
diagram
- Learning Curve : - Resources
improved efficiency Smoothing :
as you progress within float
modified
resource
levelling
Heuristic : Generally
Critical
accepted Rule
Enterprise Chain
( Pareto -80/20)
Environmental Factors Method :
design is 15% of
adds buffer
total project
Rules to
shorten the
Schedule :
- Analyse
Three Point Impact
Estimation: - Estimate
- Triangular, straight - Fast Track
, simple - Crash
Expert Judgment
- PERT, BETA , - Quality
weighted Average
with Standard Chose the
Deviation method
which give
lowest
negative
impact
- Group Decision
Alternatives Analysis
Making
Published Estimating
- Reserve Analysis
Data
Bottom-Up Estimating
Project Management
Software
Work
Activity Resource Activity Duration Schedule
Performance
Requirements Estimates Baseline
Resource Breakdown Information
Structure (RBS) : In
project management,
the resource
breakdown structure
(RBS) is a hierarchical
Project Document Project Schedule
list of resources
Updates Schedule Forecasts
related by function and
resource type that is
used to facilitate
planning and
controlling of project
work.
Project Document Schedule Change
Updates Data Requests
Project
Project Management
calendars Plan
Updates
Project Project
Management Document
Plan Updates Updates
Organization
Project
al Process
Document
Assets
Updates
updates
GERT
Cost Management
Life Cycle Costing :Concept of looking at the cost of whole life of the product instead of c
Value Analysis :Value Engineering : Less costly way to do the same work
Cost Risk : Risk of quality, risk management Cost risk is high for sellers in FP
Planning Planning
Plan Cost Management Estimate Cost
In Determining Budget PM
Ways to Measure :
should perform risk
-Project Reports
management activities as risk
- Reserve Analysis
can reduce or decrease the
- EVM or Forecasts
budget
Quality Standards:
- ISO 9000 Affinity Diagram : IF the change of policy
-CISG : sales and procedures will impact the root cause
- OSHA : safety standards for of the problem
American workers
Cost Benefit Analysis ;Cost of Tree Diagram : helps in decision making,
quality benefits help organise data
Cost of Quality : Conformance
and Non - conformance
- Conformance: Quality
Training, surveys, studies,
Efforts to make sure everyone PDPC(Process decision program charts):
knows about quality practise decompose goals into steps
Non- Conformance: + cost,
rework, warranty cost,
inventory cost, low csat,scrap,
low business
Matrix Diagram: visual representation
Seven Quality Tools
between two or more sets of items
Cause and Effect :get the root
cause of the defect, creative
way of looking at a problem, Prioritization matrix : prioritization matrix
help stimulate thinking and is useful for decision analysis about
generate discussion, can be process
used to explore factors to give
desirable outcome
Flow Charts :They help
analyse expected monetary Project schedule diagram and Activity
value of cost of conformance network diagram
and non conformance
Checklist: Primary purpose is
to gather data
Pareto Diagram : Help focus
on most critical issues,
highlight potential causes of
problems, separate critical
few from uncritical many
Histogram : identify what
needs to be dealt with
Control Charts : Upper and
lower control limit, Mean, rule
of seven, assignable cause,
specification limits ( customer
specs), out of control( rule of
seven with control limits, data
point falls outside control
limit
Scatter Diagram : analyses
variables to determine
negative or positive impact
Benchmarking :Looking at
other projects to get ideas
Design of experiment : use
different variables to produce
desired results
Statistical sampling : The
sample size and frequency of
measurement are determined,
Attribute sampling is to
variables sampling as digital
is to analogy. Attribute
sampling just asks the
question: does the sample
conform or does it not
conform? Is therefore like a
digital value that could be
assigned a 0 or a 1. Variables
sampling takes a
measurement that is along a
continuous (analog) scale, and
thus the degree of conformity
can
OtherbeTools
measured.
and Technique
3 or 6 sigma, 1 sigma :
68.27%, 99.73%, 99,99%
difference from the mean
Output
Change Requests
Quality Management Plan Organizational Process Assets updates
Quality Metrics Project Management Plan Updates
Quality Checklist Project Document Updates
Process Improvement Plan
PMP and Project documents updates
nt
ent.
y standards
se"
anagement 14 points
"
ed in...
s cost
just in time
edule delay
n over inspection, Management responsib
fine cluster and little scatter. Accuracy
M&C
Control Quality
Probability : Of something is
going to happen
Prioritization matrix
Negotiation : Dealing
EEF : Org culture, PMIS, are
with resource Manager,
they based out of different
as per priority and need
office
of the project
Multi-criteria decision
HR Plan process involves
making : skills ,
creating below :
knowledge, cost etc.
Halo Effect : if the
Responsibility assignment person is good in one
Matrix : doesnt give time area he will be good in
another too
RACI : Responsibilities etc.
* Before creating final
Organization breakdown schedule resource
structure availability has to be
confirmed.
Resources Breakdown
structure : breaks down work
with type of resources
Position Description : Job
description
Staff Management Plan
1. Staff acquisition
internal or external or contract,
same location or different, Cost
etc.
2. Timetable Resource
histogram is prepared, bars
beyond the maximum available
hours identify need for
resource levelling strategy.
3. Release criteria Morale
is improved if transitions are
already planned.
4. Training Needs
5. Recognition and rewards
6. Compliance With
Government regulations
7. Safety
PM needs to plan rewards and
recognition system
Resource Histogram : number
of resources used per time
period and where there is a
spike you need more resources
Human Resource
Project Management Plan
Management Plan
Enterprise
Activity Resource Requirements
Environmental Factors
Out Put
Resource Calendars
Project Management
Plan Updates
man Resource Management
gathers appropriate support for the project
planning create WBS
or positively by the project
he project objectives
for programs or projects
ojects
Executing Executing
Develop Team Manage Team
The process should result in decreased
Day to day Management of
turnover, improved team work,
teams
improved knowledge and skills
Project Performance
Team Building Activities: WBS is part of
Appraisal : Individual
team building
Appraisal
Stages of Team Building Tuckman
Ladder :
- Forming
Issue Log : addressing issues
- Storming
of the team
- Norming
- Performing
- Adjourning
Powers of Project Manager :
- Formal
- Reward
- Penalty
Personal assessment tool : gather
- Expert
knowledge about individual
- Referral
Best Resolution is
Collaboration( Problem
Solving)
Reasons of conflict :
Schedule, Personal priorities,
Colocation ( Tight Matrix ) : may have
resources, technical
war room
preferences, administrative,
cost, personality
Recognition and reward Focus on the real problem
Prerequisites ( Perks) :
corner office, assigned
workspace, executive dining
Human Resource
Interpersonal Skills
Management Plan
Training Project Staff Assignments
Team Performance
Team-Building Activities
Assessments
Ground rules Issue Log
Co-Location Work Performance Reports
Organizational Process
Recognition and Rewards
Assets
Personnel Assessment tools
Observation and
Conversation
Project Performance
Appraisals
Conflict Management
Interpersonal Skills
Out Put
Enterprise Environmental
Team Performance Assessments
Factors updates
Enterprise Environmental Factors Organizational Process
updates Assets updates
Change Requests
Project Management Plan
Updates
Project Document Updates
Communication Management
PM dedicates 90% of his time communicating, 55% message thru body language, 38% thru p
words used
Communication is about giving information that is needed at right time and right format
Planning Executing
Plan Communications
Manage Communications
Management
Plan Communication method
considers how project will be
stored, what will happen when
Implementing
project is closed, information
communication
and communication needs of
management plan
stakeholder, effectivness and
efficency of communciation on
the project
Techniques and
consderation for effective
communication include :
- Sender Reciverr model :
Communiation can flow
feedback loop
internally ( horizontally
-choice of media
between the organization and
- Meeting manageemnt
team) and externally
Techniques
- Presenation Techniques
-Faciliation Techniques
- Listening
Communication Types :
- Formal Written : complex
problems, project managemnt
plan, project charter,
communication over long
Communication
distance, team perfromacen
Blockers : noisy
issues on 2nd attempt
surrounding, improper
- Formal Verbal : Presemations,
coding, making negative
speeches
statements, hostility,
Informal Written : email,
lnguage, culture
handwritten, text messages,
instant meesseges
Infromal Verbal : Meeting,
conversation, conversation
about individal perfromance
Perfromance Reporting:
types of Reports :
-Status Report
Communication - Progress report
Models:Encode, transmit - Trend Report
message, decode, acnowledge, - Variance Report
feedback - Forecasting
- Earned value
management
- Lesson learnt
Effective Communicatons:
Nonverbal ( body Language),
paralingual ( pitch and tone),
words
Noise : Envorinment,
experience, language, culture,
hostility
Effective Listening :
Communiacton Technology :
-Urgency of need for the
information
- Availability of information
- ease of use
- Project environment
- Secuirity and confidentiality
Communcation Methods :
- Interactive
- Push ( emails, memos,
reports, blogs)
- Pull ( pulling infromation from
central database)
Meetings : Need to have time,
agenda, responsibilities
assigned
Communication channels
Communications
Project Management Plan
Technology
Stakeholder Register Communication Models
Enterprise Environmental
Communication Methods
Factors
Information Management
Organizational Process Assets
systems
Performance Reporting
OUTPUT
Communications Management
Project Communications
Plan
Project Management
Project Document Updates
Plan Updates
Project Document
Updates
Organizational Process
Assets updates
cation Management
% message thru body language, 38% thru paralingual, 7% thru
Schedule Management
Stakeholder Register
Plan
Human Resource
Organizational Process Assets
Management Plan
Activity Duration
Estimates
Stakeholder Register
Project Documents
Procurement Documents
Enterprise
Environmental Factors
Organizational Process
Assets
Output
Potential Responses to
Roles and Responsibility
Risks
Risk categories
External( government ,
environment), Internal( scope ,
inexperience), technical,
unforeseeable
Risk can be caused by,
customer, lack of project
management, suppliers,
cultural differences, lack of
knowledge
Other sources: Schedule, Cost,
HR, Scope, Quality, CSAT
Risk Management
Residual risk
Risk Categorization : Can be organized Schedule
should have
into Risk Breakdown structure Management Plan
contingency plan
Best Risk
Risk Urgency assessment :Which ones management will
should move quickly through the Risk Register have contingency
process plan for all
identified risk
Enterprise
Risk Management
Environmental
is iterative
Factors
Initial Amount of
List of Prioritized Risk an their Impact
contingency and Contingency Plan
and Probability Rating
cost reserves
Possible and
realistic
List of risk for additional analysis and
achievable date of Fall-back Plan
response
the project, with
time and cost
Quantified
Risk Owner :
List of risk that will require additional Probability of
Responsible for
analysis in near term achieving Project
Risk Responses
objectives
Trends in Risk
Which ones will be on watch list Risk Triggers
analysis
Secondary Risks:
Risks which
Risks grouped by categories
generate from
analysis of risks
Project
Management Plan
Updates
Project Document
Updates
o beyond 15 days)
M&C
Control Risk
Risk Audits
if the change is
part of risk
response plan then
only the
contingency
reserve can be
used
If it is not than
project manager
should use
corrective,
preventive actions,
fast track , crash
etc. to
accommodate the
Meeting : should
discuss about the
RISKS
Closing of Risks
that are no longer
requires : money
should be returned
Output is Risk Register :
Outcomes of Risk
assessment and
Risk audits
Results of
implemented risk
responses
Update on the
previous risks and
new risks
What happened to
the risks that
occurred
Lesson Learnt
Procurement Management
Buyers and Sellers: for exam always assume that you are buyer
Contract is legal, government supports it, if not in the contract change request has to be issued to process it
PM should be involved in procurement, when is it being purchased, what is being purchased, plan for risks
Centralized and De- centralized : Centralized uses expertise and handles many projects and
centralized procurement manager is assigned to the project
Planning Executing
Plan procurement Management Conduct Procurement
What needs to be purchased how will Having sellers submit
make or buy analysis be performed, response, reviewing response
what needs to bought for the project to select the seller
Bidders conference : Pm
Selection what contract type needs to ensure all ask
questions
Output
Procurement Management Plan Selected Sellers
Procurement Statement of work Agreements
Types of Procurement SOW :
Performance, functional (used for
R&D, Information system, It, Resource Calendars
knowledge works) & design
( construction
Contract Types: Change Requests
-Fixed price Incentive fee : Based on
performance
-Fixed price Award fee : award fee is
decided in beginning and is more
subjective Project Management Plan
- Fixed price Economic price Updates
Adjustment: changes with inflation
etc.
- Purchase order : simple price per
unit
Time and Material : contracts that
need to start immediately and have Project Document Updates
short duration hourly billed rate
Cost Reimbursement : buyer pays
seller allowable incurred cost
-Cost Contract : for non-profit
organization
-Cost plus percentage of Cost : cost of
the item can impact the profit and
higher cost means higher profit
- Cost plus fixed fee : fee is fixed
- Cost plus incentive fee : profit or
loss is divide as per the ratio
- Cost plus award fee : gets bonus
based on performance
Incentives : profits that sellers make
Risk : buyer has maximum risk in
CPPC and seller has maximum risk on
FP
Target Cost+Target fee makes Target
price
Procurement Bid documents :
Request for Proposal : detailed
RFP : for total work
RFQ : price per unit
Source selection criteria
Change request
Non- disclosure documents
Standard contract
Special Provision: due to risk, project
need, type of project, administrative
legal
Terms and conditions
Letter of intent
Privity : third party contractor who
has contract with vendor
Non - competitive forms of contract :
sole and Single Source : single source
need to watch experience and
bankruptcy
urement Management
yer
act change request has to be issued to process it
chased, what is being purchased, plan for risks
expertise and handles many projects and uses expertise, de-
he project
M&C Closing
Control Procurement Close Procurement
Contract is closed
Both parties adhere to contract if not than then when work is finished
negotiate change or contract is
terminated
Buyer can terminate
contract as per
termination of
What you need to watch out for in different convenience and has
type of contracts to pay for done work
and on-going work, in
case of breach only
for the done work
must be closed before
the final project
closure, for
Conflict : Procurement Manager only has the procurement closure
authority to change the contract hence that can the buyer performs
be a reason of conflict between Procurement audit and closes the
manager and PM contract and when
the project closes PM
performs
administrative and
Procurement closure
Change control system : Needs more sign offs,
requires more record
different from project control due to sellers org
keeping , and can be
environment , work is happening at different
closed several times
location
during the project
From Sellers point of
Procurement Performance Review: During
view when final
control Procurement the buyer's PM analyses
performance is
the data and verifies that seller is performing
accepted than the
as per the contract
contract is closed
Claims Administration : bets way to settle them Procurement closure
is through negotiation involves following
Records Management System : as contract is
legal any emails, all invoices are recorded in Product verification
records management system
Contact Interpretation: words and special
Procurement
provisions have more value over numbers and
Negotiation
standard procedures respectively
Financial closure
Procurement audit
:structured reviews of
procurement process
Record Update
Final Performance
Lesson Learnt
Procure File
Output
Work Performance Information Closed Procurements
Organizational
Change Requests Process Assets
updates
Initiating
Identify Stakeholders
Project Charter
Procurement Documents
Enterprise Environmental Factors
Organizational Process Assets
Stakeholder Analysis
Expert Judgment
Meetings
Stakeholder Register
Stakeholder Managment Plan
e identified as soon as possible, do requirement reviews to make sure you have all requirements
e them
Planning
Plan Stakeholders Management
Planning Stakeholders management requires you
to think about stakeholders and develop and plan
for getting to know them
How much time you need to spend with each
stakeholder and who requires the most time
Executing
Manage Stakeholder engagement
Its essential to manage their
engagement throughout the life,
resolve their issue make sure they are
active on the project
Issue log
Change Requests
Project Management Plan Updates
Project Document Updates
Organizational Process Assets updates
lesson learnt
recommend preventive and corrective
action
nts
M&C
Control Stakeholders
Controlling stakeholder engagement requires you to
compare actual work data against the project
management plan
if task is behind schedule it could be due to lack of SH
engagement
Issue log can provide direct or indirect information about
stakeholder
Time Management
1 (P + M + O)/3
2 (P+ 4M + O)/6
3 (P O)/6
4 [(P O)/6]2
5 1 sigma
6 2 sigma
7 3 sigma
8 4 sigma
9 5 sigma
10 6 sigma
11 LS-ES
12 LF- EF
13 EF- ES
14 0+ duration
15 When doing forward pass choose the Later EF date of predecessor
16 When doing forward pass choose the Early LS date successor
Cost Management
CV EV-AC
SV EV-PV
CPI EV/AC
SPI EV/PV
EAC AC+ETC bottoms up
EAC BAC/CPI
TCPI BAC-EV/BAC-AC
RISK Management
Procurement Management
Point of total assumptions (Ceiling Price - Target Price)/buyer 's share ratio+target Cost
Communication Management
N(n-1)/2
gency reserve