Project

Management
Essential Notes
Not to end up like the hamster...

Edoardo FAVARI, PhD, PMP

2020

These notes are addressed to Edoardo Favari’s

classes participants.

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Edoardo Favari, PhD, PMP – 2020 – page 1

Table of contents 5. Cost Management 17
5.1 Estimate costs 17

1. Introduction to Project Management 4 5.2 Determine budget 17

1.1 PROJECT – definiton 5 5.3 Control Costs 18

1.2 PROGRAM AND PORTFOLIO – 5.4 Cash management 19

definitions 6 6. Quality Management 20
1.3 PROJECT LIFE CYCLE – definition 6 6.1 Plan Quality 20
1.4 The triple constraint 7 6.2 Perform Quality Assurance 20
1.5 Timeline of Project Management 7 6.3 Perform Quality Control 20
1.6 Impacts linked to the organization 8 7. Resource Management 22
2. Integration Management 9 7.1 Develop Resource Plan 22
2.1 Develop Project Charter 9 It aims to establish roles, responsibilities and
2.2 Develop Project Management Plan 9 relationships within the team. 22

2.3 Manage Project Execution 10 7.2 Acquire Project Team 22

2.4 Monitor and Control Project Work 10 7.3 Develop Project Team 22

2.5 Integrated Change Control 10 7.4 Manage Project Team 22

2.6 Close Project 10 8. Communication Management 23

3. Scope Management 11 8.1 Plan Communications 23

3.1 Definitions 11 8.2 Distribute Information 23

Scope 11 8.3 Report Performance 23

Requirement 11 9. Risk and Opportunity Management 24

Deliverable 11 9.1 Plan Risk Management 24

3.2 Collect Requirements 11 9.2 Identify Risks 24

3.3 Define Scope 11 9.3 Perform Qualitative Analysis 25

3.4 Create Work Breakdown Structure 11 9.4 Perform Quantitative Analysis 25

WBS definition 11 9.5 Plan Risk Responses 25

WBS Characteristics 11 9.6 Monitoring and Control Risk 25

Product Breakdown Structure (PBS) 12 10. Procurement Management 26

Activity Breakdown Structure (ABS) 12 10.1 Plan Procurements 26

Work Package (WP) 12 10.2 Conduct Procurements 26

4. Schedule Management 13 10.3 Administer Procurements 27

4.1 Define activities 13 10.4 Close Procurements 27

4.2 Sequence activities 13 11. PROJECT STAKEHOLERS – definition 28

4.3 Project schedule 14 11.1 Identify Stakeholders 28

4.4 Progress parameters 15 11.2 Manage Stakeholders Expectations 28

Edoardo Favari, PhD, PMP – 2020 – page 2

A. Appendix A – Interpersonal skills 29
1. Leadership 29
2. Team building 30
3. Motivation 30
4. Communication 31
5. Influencing 32
6. Decision making 33
7. Political and cultural awareness 33
8. Negotiation 34
B. Appendix B – Professional Ethics 35
11.3 Responsibility 35
11.4 Respect 35
11.5 Fairness 35
11.6 Honesty 35

Edoardo Favari, PhD, PMP – 2020 – page 3

 1.  Introduction to Project knowledge areas generally accepted as best
practice within the project management
Management
discipline. As an internationally recognised
standard (IEEE Std 1490-2003), it provides the
The Project Management Body of Knowledge fundamentals of project management,
(PMBOK®), published by Project Management irrespective of the type of project be it
Institute (PMI) since 1989 and today comes to construction, software, engineering,
the 6​th​ edition, is a collection of ​processes​ and automotive etc.

Figure​: PM processes according to PMBOK 6th

Edoardo Favari, PhD, PMP – 2020 – page 4
 1.1 PROJECT – definiton Project etymologies

• Project​ from [latin] ​pro-jacere:​ alea jacta

“A project is a ​temporary​ ​endeavour est, to shoot an arrow, to look ahead,
undertaken to create a unique ​product​ or fore-cast.​
service​”
• Plan​ from [latin] ​planum:​ flat.
Temporary: ​it is also referred to the context in
• Program​ from [greek] pro-graphein: write
which the project need originates or to the
before
project team whom the project has been
assigned • Control​ from [latin] ​contrarotulus​: in M.A.,
the second record of same register used in
Uniqueness: ​typical of a specified product or
case of verification
service, but also referred to results, i.e. to
research outcome • To Manag​e: from [latin] ​manu agere​: lead
using hand, used for leading animals
Progressive Proceeding: ​proceeding step by
pulling cart.
step towards the final result

Examples of projects and not projects Project management

• Preparing a lesson Project management is the discipline of

initiating, planning, executing, controlling, and
• Working in a company closing the work of a team to achieve specific
goals and meet specific success criteria. It is the
• Your journey planning
application of knowledge, skills, tools, and
• Watching television techniques to project activities to meet the
project requirements.
• Learning to speak a language

• Opening a shop of typical products

The PM is like an orchestra conductor

● Coordinates many members with different

Cause for project birth roles
● The members are divided into groups
● Market demand
● He is responsible for the result
● Business Opportunities
● Must have a holistic view (as a whole)
● Technological innovation
● They define their interpretation of the
● Regulatory/legal requirements
vision, mission and goals
● Social needs
● They use their interpretation to
● Crisis or corporate restructuring
communicate and motivate their groups
● (...)
● He does not have to be the most
experienced technician, but he must have
technical skills and know how to coordinate

Edoardo Favari, PhD, PMP – 2020 – page 5

 1.2 PROGRAM AND PORTFOLIO – 1.3 PROJECT LIFE CYCLE –
definitions definition

• A ​program​ is a set of related projects
that are managed in a coordinated way
to gain benefits not obtainable with
separate management
• A ​portfolio​ is a set of projects/program
grouped together for easy management
from business and use of resources
point of view
• The project life cycle is a set of steps
that connect the beginning of the
project to its conclusion
• For each phase:
homogeneous grouping of activity
one or more products result
(​deliverable​)

set of roles and people involved

moment to determine whether or not

the move to the next (gate)

Project life cycles can be predictive or adaptive:

● In a predictive life cycle, the scope, time

and costs of the project are determined
in the early stages. Any changes to the
scope are carefully managed. Predictive
life cycles can also be called
Figure:​ Link between project management and “plan-driven”, linear, or “waterfall” life
business strategy cycles.
● Adaptive life cycles are agile, iterative,
or incremental. The detailed scope is
defined and approved before the start
of an iteration. Adaptive life cycles are
also known as a “change-driven” or
“agile” methodology.

Currently the most used project life cycle are

referred as “​hybrid​” or “​structured agile​”,
melting element of waterfall and agile
techniques.

Edoardo Favari, PhD, PMP – 2020 – page 6

 1.4 The triple constraint

Figure:​ the “iron triangle” or “triple constrain”

The triple constraint in project management

represent how every project operates within
the defined dimensions of scope, time, and
cost, and that it is impossible to modify one of
these dimension without impacting the others.

1.5 Timeline of Project

Management

Figure:​ Before and after project management

Edoardo Favari, PhD, PMP – 2020 – page 7

 1.6 Impacts linked to the Figure 6: projectized organization: project
organization manager is hierarchically responsible of project
resources

Organizational structure is an enterprise

environmental factor that can have an effect on
the availability of resources and influence how
projects are conducted. Organizational
structures range from ​functional to ​projectized​,
with a variety of ​matrix​ structures in between.

Figure:​ weak matrix organization: coordination

is made by staff members by themselves
without a named project manager/coordinator

Figure:​ functional organization: coordination is

made by functional managers

  
Figure:​ balanced matrix organization:
coordination is made by one resource of the
project who is named project
manager/coordinator

Figure:​ strong matrix organization: coordination

is made by one resource from the project
management office (PMO) made of professional
PM

Edoardo Favari, PhD, PMP – 2020 – page 8

 2. Integration Management
Integration management ensures that the
various elements of the project are properly
identified, combined and coordinated.
It is said that ​Project Management is actually
Integration Management​. This points out the
importance of integration between all
stakeholders and activities in the project.
Integration Management is important:
● To position all the project management
processes against all the other
processes of the company
● To integrate the processes used by all
the project actors (client, suppliers,
sponsors, …)
● To know how to work, with which
processes and the level of detail which
is required by the contract.
● To ensure that all information and
assumptions are correctly and totally
transferred from tendering team to
project team.
2.1 Develop Project Charter
Starting a new project assigns responsibility to
the project manager.
It is the only document not in charge of the PM,
but if the the Project Sponsor.
It includes:
● Purpose and measurable objectives of the
project
● High level requirements
● High-level description of the project, limits
and main deliverables
● General project risk
● Summary schedule of milestones
Edoardo Favari, PhD, PMP – 2020 – page 9
● Pre-approved financial resources
● List of main stakeholders
● Project approval requirements and project
exit criteria
● Project Manager assigned
2.2 Develop Project Management
Plan
It is the most important thing to take into
account for good integration management. It
means documenting the actions necessary to
define, prepare, integrate, and coordinate all
subsidiary plans into a Project Management
Plan (PMP).
The PMP is the most important deliverable for
the Integration knowledge area, and the project
management must develop it as soon as
possible together with the project team
members; from this point of view the PMP is
also useful to share goals between the project
team, because it is like a public commitment for
each member of the project team.
It contains:
● Summary of the critical elements of the
project.
● The commitments of the stakeholders.
● The relationships and work process
between actors.
● Interface tool.
● Frame for Project Launch Meeting & Project
Review.
● Project ”operating manual”.
Its objectives are:
● Better rigour for Project Management by
simplifying the complexity environment in
which the project lives. 2.3 Direct and manage project
work and knowledge
● Clear split of work between Project Actors.

● Risks analysis shared by Project Team. Executing the work defined in the Project
Management Plan to achieve the project’s
A sample table of contents could be the
requirements defined in the project scope
following:
statement.
• 0. PREAMBULE

• I. GENERAL PRESENTATION OF
THE PROJECT 2.4 Monitor and Control Project
Work
− I.1. CUSTOMER

− I.2 CONTRACT Monitoring and controlling the processes used

• II. PROJECT EXECUTION STRATEGY
− II.2. PROJECT STRUCTURE
AND ORGANISATION
to initiate, plan, execute, and close a project to
meet the performance objectives defined in the
Project Management Plan.

− II.2. RISK AND

OPPORTUNITY MANAGEMENT 2.5 Integrated Change Control

− II.3. CHANGE CONTROL

Reviewing all change request, approving
− II.4. DESIGN CONTROL changes, and controlling changes to the
deliverables and organisational process assets.
− II.5. TIME MANAGEMENT

− II.6. COST CONTROL

2.6 Close Project or phase
− II.7. HUMAN RESOURCES

− II.8. QUALITY
Finalising all activities to formally close the
MANAGEMENT
project phase.
− II.9. PROJECT WORK
PROCESS AND
COMMUNICATION

− II.10. PERFORMANCE
MEASUREMENT

• III. PROJECT LAUNCH SEMINAR

Edoardo Favari, PhD, PMP – 2020 – page 10

 3. Scope Management
Scope management ensures that the Project
includes all the work required, and only the
work required to complete the project
successfully.
3.1 Definitions
Scope
In the project context, the term ​scope can refer
to:
• ​Product scope​. The features and functions
that characterize a product, service, or result
or
• ​Project scope​. The work that needs to be
accomplished to deliver a product, service, or
result with the specified features and functions.
Source: PMBOK
Requirement
A capability that must be met or possessed by a
system or system component in order to satisfy
a contract, standard, specification, or other
formally imposed documentation.
Source: IEEE
Deliverable
Any unique and verifiable product, result or
capability to perform a service that must be
produced to complete a process, phase or
project. Often used in reference to an external
deliverable, which is a deliverable that is subject
to approval by the sponsor or customer
Edoardo Favari, PhD, PMP – 2020 – page 11
3.2 Collect Requirements
Defining and documenting stakeholder’s needs
to meet the project objectives.
3.3 Define Scope
Developing a detailed project scope statement
as the basis for future project decisions.
3.4 Create Work Breakdown
Structure
Subdividing the major project deliverables and
project work into smaller, more manageable
elements.
WBS definition
A work breakdown structure (WBS) is a
deliverable-oriented grouping of project tasks
that ​organises and ​defines ​the total scope of
the project​.
The WBS is used to develop or confirm a
common understanding of project scope. Each
descending level represents an increasingly
detailed definition of the project scope.
Source: PMBOK
WBS Characteristics
Uniqueness
• Common referential for the whole
project life
Exhaustiveness
• It covers all the products, services and
activities
• One basic rule : Work not in the WBS is
outside the scope of the project.
Stability
• It must be stable (but allow updated if
change of scope)
Simplicity
• It defines a clear structure of the
project
• It identifies detailed ​Work Packages or
Tasks​, with a unique responsibility
• Contract Work Breakdown Structure
(CWBS)
• Geographical Breakdown Structure
(GBS)
• Phases Breakdown Structure

• It allows measurement of progress

The WBS is composed of (at minimum) two

superimposed breakdowns

Product Breakdown Structure (PBS)

• This is a “hierarchical” structure of the
product, the documentation and
services to produce to satisfy the
Customer’s needs and requirements.

• This breakdown gives a «product» point

of view of the project

Activity Breakdown Structure (ABS)

• This is a “hierarchical” structure of work

• Identification, for each component of

the project scope breakdown, of the
types of tasks necessary to obtain it

• Tasks are usually a verb ending by –ing,

e.g. designing, planning, sourcing,
producing, installing, commissioning
etc.

Work Package (WP)

  A Work Package (WP) is the lowest-level WBS
components, and are made up of group of
tasks.

The organization of work packages generally

represent one of the following:

• Product Breakdown Structure (PBS)

• Activities Breakdown Structure (ABS)

• Organisation Breakdown Structure

(OBS)

• Cost Breakdown Structure (CBS)

Edoardo Favari, PhD, PMP – 2020 – page 12

 4. Schedule Management 4.2 Sequence activities
Sequence activities is the process of identifying
and documenting relationships among
The processes required to ensure timely activities.
completion of the Project.
Schedule activities are sequenced with logic
Time management includes processes made to relationships. Every activity and milestone
assure the completion of the project within the except the first and last are connected to at
established date. least one predecessor and one successor.
In small projects, planning processes (from
Define Activities to Develop Schedule) are often
considered as a unique process Finish to start
Processes, techniques and tools change
considering application area and are
documented on (Schedule Management Plan
that is a part of) Project Management Plan.

Natural human attitudes must be taken into

account, such as working at the latest path.

• Tasks & Milestones

• Logic links between tasks

• Anticipation

• Risk management

• Coordination of stakeholders

• Resource management

• Cost & Cash flow

• Measure Progress

• Help to the decision process

4.1 Define activities

Work Breakdown Structure (WBS) identifies the
deliverables at the lowest level, the work
package. Project work packages are typically
decomposed into smaller components called
activities​ to provide a basis for estimating,
scheduling, executing, and monitoring and
controlling the project work.

Edoardo Favari, PhD, PMP – 2020 – page 13

 start to start

Figure​: logic network (PERT) example

4.3 Develop schedule

• The ​project schedule​ is the
formalization of the beginning and end,
usually with graphical tools

• The ​schedule baseline​ is a specific

version of the schedule that has been
Finish to finish accepted and approved

• The ​critical path method​ calculates the

theoretical early start and finish dates,
and late start and finish dates, for all
activities without regard for any
resource limitations, by performing a
forward pass analysis and a backward
pass analysis through the project
schedule network paths. The resulting
early and late start and finish dates are
not necessarily the project schedule;
rather, they indicate the time periods
within which the schedule activity
should be scheduled, given activity
durations, logical relationships, and
other known constraints.

How to build the network

The Critical Path Method determines the time
− identify the links
flexibility degree with which activities can be
− identify the interfaces (milestones) performed (​float​)

− draw the network (PERT) • ​Free float​: maximum delay an activity can be
delayed without delaying downstream activities
− no loop
• ​Total float​: maximum delay an activity can
− no “or” begin without delaying the end of the project

Edoardo Favari, PhD, PMP – 2020 – page 14


Float = LS – ES = LF - EF
Resource levelling​ is applied to a schedule that
has already been analysed by the critical path
method.
Resource levelling is used to address schedule
activities that need to be performed to meet
specified delivery dates, to address a situation
where shared or critical required resources are
only available at certain times or are only
available in limited quantities, or to keep
selected resource usage at a constant level
during specific time periods of the project work.
Schedule compression​ shortens the project
schedule without changing the project scope, to
meet schedule constraints, imposed dates, or
other schedule objectives. There are two
possible techniques:
Crashing​: increase the number of allocated
resources on critical tasks (with likely increase
in costs)
Fast tracking​: parallelize tasks originally placed
in sequence (with possible increase of risks)
Milestone
A significant and selected event in the
tender/project, usually completion of a major
deliverable, which the date of occurrence can
be certainly identified.
The milestone is reached only when the
deliverables, results are produced without any
ambiguity.
A milestone is a task which duration is 0.
They may be contractual or internal
Contractual and Partnership milestones
Edoardo Favari, PhD, PMP – 2020 – page 15
● Start & end of contract milestones
● Intermediate and final delivery
milestones
● Start-up penalty milestones
● Invoicing milestones
● External validation milestones
● Access milestones (installation,
infrastructure)
● Milestone for the elements that the
client must supply or make available
Internal milestones
Management milestones : Gate Reviews for
example
Detailed process milestones (design reviews,
Sourcing milestones, manufacturing milestones,
etc…)
4.4 Control Schedule
Must correspond as much as possible to
something measurable
Its measurement can be done at elementary
level and based upon pre-set indexes
One of the following methods must be used to
measure the physical progress
● Units completed
● Milestones
● Level of effort
Time progress
For a task being performed
● Actual start date versus estimate
start date
● Re-estimated end date (or
remaining duration) versus the
estimated end date
● Percent complete
For a task completed
● Actual start & actual finish date
The S-Curve

Figure:​ S-curves. Usually the planned curve

(blue in the case above) is compared to the
actual one (green).

Edoardo Favari, PhD, PMP – 2020 – page 16

 5. Cost Management
Cost management is the process that ensures
that the Project is completed within approved
budget.
The cost assessment should consider a wider
range than the project life cycle (life-cycle
costing).
● Estimate costs: developing an
approximation of the costs of the
resources needed to complete project
activities.
● Determine budget: aggregating the
estimated costs of individual activities
or work packages to establish a cost
baseline.
● Control costs: influencing the factors
that create cost variances and
controlling changes to the project
budget.
● Cash Management: understanding the
best practices to improve cash
5.1 Estimate costs
The process aims to make an estimate of the
cost of activities considering possible risks and
alternatives
It’s generally performed in subsequent
refinements because accuracy improves with
the progress of the project
● Rough Order of Magnitude (ROM):
made at the beginning of the project
with an accuracy between -50% and
+50%
● Definitive: made after a detailed
planning and characterized by margins
of -10% to +10%
Costs can be classified in different ways:
● Variable Costs: costs of materials, travel
expenses, ..
● Fixed Costs: installation costs, rents,
etc..
● Direct Costs: equipment, materials,
travel expenses, ..
Edoardo Favari, PhD, PMP – 2020 – page 17
● Indirect Costs: tax, fringe benefits, etc..
Methods and tools:
Analogous Estimating​: relies on the actual cost
of previous, similar projects as the basis for
estimating the cost of the current project. It is a
gross value estimating approach, sometimes
adjusted for known differences in project
complexity. Analogous cost estimating is
frequently used to estimate a parameter when
there is a limited amount of detailed
information about the project (e.g., in the early
phases of a project). Analogous cost estimating
relies on expert judgment.
Parametric Estimating​: uses a statistical
relationship between historical data and other
variables (e.g., square footage in construction
or lines of code in software development) to
calculate an estimate for activity parameters,
such as scope, cost, budget, and duration. This
technique can produce higher levels of accuracy
depending upon the sophistication.
Bottom-up Estimating​: the cost of individual
work packages or activities is estimated with
the greatest level of specified detail.
Reserve Analysis​: Cost estimates may include
reserves (sometimes called contingency
reserves) to mitigate cost risks. This has the
inherent problem of potentially overstating the
cost estimate for the activity. They are
estimated costs to deal with anticipated, but
not certain, events.
Cost of Quality​: investments allocated to avoid
non-compliance with the requirements.
Vendor Bid Analysis​: analysis of the offers from
suppliers.
Source: PMBOK 4th edition
5.2 Determine budget
This process aims to aggregate the estimated
costs of individual activities or work packages to
establish a cost baseline.
The output of this process is the Cost
Performance Baseline: distribution of the
project budget based on time; to use as a basis
for comparison between planned and
performed activities.
Methods and tools:
Cost Aggregation​: aggregation of costs from the
maximum level of detail to the higher levels
● WP cost = ∑ scheduled activities costs
● cost in control points = ∑ WP costs
● Project cost = ∑ cost in control points
Reserve Analysis​: determination of the set aside
reserve to deal with unexpected situations
Historical Relationships​: every historical
information regarding Parametric Estimates o
Analogous Estimates
Funding Limit Reconciliation​: adjustment of the
schedule to the needs of economic balance
5.3 Control Costs
This is the process of monitoring the status of
the project to update the project budget and
managing changes to the cost baseline.
Methods and tools
● Earned Value Management: the main
technique to control costs
● Forecasting: estimates of conditions
that may occur in the future of the
project based on services provided to
date (based on EVM)
● To-Complete Performance Index: it
shows the cost performance that a
project should have to achieve certain
objectives (based on EVM)
● Variance Analysis: analysis of the
variations compared to the baseline
Earned Value Management (EVM)
Three base elements of EVM​ are:
● PV - Planned Value: cost that would
have been supported for "status date",
Edoardo Favari, PhD, PMP – 2020 – page 18
according to the forecasts made in
planning. It is also referred to (Also
called:BCWS - Budgeted Cost for Work
Scheduled). PV coincides with the total
project budget and is called BAC:
Budget at Completion.
The PV can be expressed in any unit of
measure (eg day*person or €)
● AC - Actual Cost: is the cost actually
sustainable for "status date" on the
basis of statements of the resources
consumed. It’s also referred to (Also
called:ACWP - Actual Cost of Work
Performed)
● EV - Earned Value: refers to what has
been completed to the for "status date”
based on predetermined measurement
criteria. (Also called:BCWP - Budgeted
Cost of Work Performed)
There are ​three types of indicators​ in EVM:
​Variance Indexes
● Schedule Variance (SV = EV - PV)
● Cost Variance (CV = EV - AC)
● >0 ​☺
Performance Indexes
● Schedule Performance Index (SPI = EV /
PV)
● Cost Performance Index (CPI = EV / AC)
● >1 ​☺ project ahead the schedule or
costing less
Forecast
● Estimate to Complete (ETC = [BAC –
EV]/CPI) – to complete the project
● Estimate at Completion (EAC = BAC/CPI)
– revises overall project costs
● Variance at Completion (VAC =
BAC–EAC) – deviation from original
budget
 5.4 Cash management

Figure:​ Forecasted cash flow: incomes are

positive, expenses are negative.

Edoardo Favari, PhD, PMP – 2020 – page 19

 6. Quality Management
The processes required to reach contractual
quality and performance, and to avoid non
quality
Quality: definitions
● Quality is ”the degree to which a set of
inherent characteristics fulfil
requirements”. ​Source​: PMBOK – 4 th
edition
● Level of compliance with the requirem
ents of a number of inherent
characteristics. ​Source​: American
Society for Quality - 2000
● The aim of “Make things right the first
time”.
● Defects absence.
● Skill to meet customer needs.
● Best relationship cost/benefit.
Quality and grade
Grade = category assigned to products and
services having the same functional use but
different technical characteristics.
Precision and accuracy
Precision = consistency that the value of
repeated measurements are clustered and have
little scatter.
Accuracy = correctness that the measured value
is very close to the true value.
6.1 Plan Quality Management
Plan Quality is the process of identifying quality
requirements and/or standards for the project
and product, and documenting how the project
will demonstrate compliance.
Quality planning should be performed in
parallel with the other project planning
processes.For example, proposed changes in
the product to me et identified quality
standards may require cost or schedule
Edoardo Favari, PhD, PMP – 2020 – page 20
adjustments and a detailed risk analysis of the
impact to plans.
Source: PMBOK
Methods and Tools
Cost-Benefit Analysis​: the primary benefits of
meeting quality requirements can include less
rework, higher productivity, lower costs, and
increased stakeholder satisfaction. A business
case for each quality activity compares the cost
of the quality step to the expected benefit.
Cost of Quality​: analysis of amount of money
aimed at evaluating if requirements are met, to
avoid non-compliance problems.
Benchmarking​: comparison between the
practices adopted in the project and those of
other projects (internal or external) taken as a
reference model.
Design of Experiments​: statistical method aimed
at identifying those factors that can influence
the variables of a specific product or process.
SWOT analysis: ​it is a strategic planning tool
used to assess the ​strengths, weaknesses,
opportunities ​and ​threats​ of a project or
business or any other situation in which an
organization or individual needs take a decision
to achieve a goal.
6.2 Manage Quality
Quality assurance is the process of auditing the
quality requirements and the results from
quality control measurements to ensure
appropriate quality standards and operational
definitions are used.
The quality management plan describes how
quality assurance will be performed within the
project.
6.3 Control Quality
Perform Quality Control is the process of
monitoring and recording results of executing
the Quality Plan activities to assess Also: ​Control charts, Flowcharting, Histogram,
performance and recommend necessary Pareto Chart, (...)
changes.

Quality control is performed throughout the

project.

Quality standards include project processes and

product goals.

Project results include deliverables and project

management results, such as cost and schedule
performance.

Methods and Tools

Cause and effect diagrams​, also called Ishikawa

diagrams or fishbone diagrams, illustrate how
various factors might be linked to potential
problems or effects.

● Define the problem you want to analyze

● On each branch list one of the 6 Ms:
1. Men
2. Materials
3. Measurement
4. Machine
5. Milieu / Mother Nature
6. Methods

● Brainstorming based on the “5 Whys”

● Also used with other methods that allows to

determine the importance and priority of
each cause for your customer Cause and
Effect Diagrams

Figure:​ fishbone diagram sample

Edoardo Favari, PhD, PMP – 2020 – page 21

 7. Resource Management 7.4 Manage Team

The processes required to make the most Tracking team member performance, providing
effective use of people involved with the feedback, resolving issues, and coordinating
Project. changes to enhance project performance.

Early involvement and participation of team

members in planning and in decision making
adds their expertise during the planning process
and strengthens their commitment to the
project.

Due to the nature of processes that are part of

this framework, the components of so called
"soft skills" are determinant.

7.1 Plan resource management

It aims to establish roles, responsibilities and

relationships within the team.
It is the basis for estimate activity resources.

It aims to develop resource management plan:

● Modalities of resource acquisition

● Training needs identification
● Recognition and awards
● Compliance and security issues
● Plan impacts on the organizational
structure

7.2 Acquire resources

Obtaining the human resources needed to

complete the project.

7.3 Develop Team

Improving the competencies and interaction of

team members to enhance project
performance.

Edoardo Favari, PhD, PMP – 2020 – page 22

 8. Communication
Management
The processes required to ensure timely and
appropriate generation, collection,
dissemination, storage and ultimate disposition
of Project information
Different studies and researches have shown
that the communication is among the leading
causes of success/failure of the projects
A good PM devote a large part of its
commitment to communication (> 70%)
8.1 Plan Communications
management
The Plan Communications process responds to
the information and communications needs of
the stakeholders; for example, who needs what
information, when they will need it, how it will
be given to them, and by whom. While all
projects share the need to communicate project
information, the informational needs and
methods of distribution vary widely.
Improper communication planning will lead to
problems such as delay in message delivery,
communication of sensitive information to the
wrong audience, or lack of communication to
some of the required stakeholders.
The Plan Communications process responds to
the information and communications needs of
the stakeholders; for example, who needs what
information, when they will need it, how it will
be given to them, and by whom. While all
projects share the need to communicate project
information, the informational needs and
methods of distribution vary widely.
Improper communication planning will lead to
problems such as delay in message delivery,
communication of sensitive information to the
wrong audience, or lack of communication to
some of the required stakeholders.
Edoardo Favari, PhD, PMP – 2020 – page 23
8.2 Manage Communications
The process of making relevant information
available to project stakeholders as planned. It
is performed throughout the entire project life
cycle, and in all management processes. The
focus here is mainly in the execution process,
which includes implementing the
communications management plan, as well as
responding to unexpected requests for
information.
Effective information distribution includes a
number of techniques including:
● Sender-receiver models: feedback loops
and barriers to communication;
● Choice of media: situation specifies of when
to communicate in writing versus orally,
● when to write an informal memo versus a
formal report, and when to communicate
face-to-face versus by-mail;
● Writing style: active versus passive voice,
sentence structure, and word choice;
● Meeting management techniques:
preparing an agenda and dealing with
conflicts;
● Presentation techniques: body language
and design of visual aids; and
● Facilitation techniques: building consensus
and overcoming obstacles.
8.3 Monitor communications
Collecting and distributing performance
information. This includes status reporting,
progress measurement, and forecasting.
 9. Risk Management
A risk is any uncertain event or set of
circumstances that, should it occur, would have
an negative effect on the ability to meet
objectives
An opportunity is any uncertain event or set of
circumstances that, should it occur, would have
an positive effect on the ability to meet
objectives
Risk management aims to identify, assess,
mitigate and monitor Project Risks and
Opportunities
A well-managed risk can become an
opportunity, a badly managed opportunity can
become a risk.
Individual Risks
Individual Risks and Opportunities are managed
at Work Package / Task Level
The impact of the risk can be reduced
exclusively by an individual Work Package / Task
Common risks
Common risks are managed at Project Level
The impact of the risk can be reduced only by
the coordinated actions of several Work
Packages / Tasks
Benefit of Risk Management
Edoardo Favari, PhD, PMP – 2020 – page 24
Figure​: comparison between poor risk
management and efficient risk management in
terms of market price/profit margin
9.1 Plan Risk Management
Deciding how to approach, plan, and execute
the risk management activities for a project.
The main output of this process is the ​Risk
Management Plan​, which contains:
● Methodology : approaches and tools to be
used
● Roles and responsibility: people responsible
for management
● Budgeting: expected costs for risk
management
● Timing: duration/location of management
activities
● Definitions of risk probability and impact:
acceptable/non acceptable
● Probability and impact matrix: risks are
prioritized according to their potential
implications for having an effect on the
project's objectives.
● Tracking: any audit on risk management
processes.
9.2 Identify Risks
Identify Risks is the process of determining
which risks may affect the project and
documenting their characteristics
Identify Risks is an iterative process because
new risks may evolve or become known as the
project progresses through its life cycle.
It is aimed at the creation of a Risk Register, Enhance.​ This strategy is used to increase the
which constitutes the main instrument of risk probability and/or the positive impacts of an
management for the project duration opportunity.

9.3 Perform Qualitative Analysis Accept.​ Accepting an opportunity is being

Prioritising risks for subsequent further analysis
or action by assessing and combining their
probability of occurrence and impact.
9.4 Perform Quantitative
Analysis
Numerically analysing the effect on overall
project objectives of identified risk.
9.5 Plan Risk Responses
To reduce threats to project objectives.
willing to take advantage of it if it comes along,
but not actively pursuing it.
Escalate.
9.6 Monitoring Risks
Tracking identified risks, monitoring residual
risks, identifying new risks, executing risk
mitigation plans, and evaluating their
effectiveness throughout the project life cycle.

Strategies for Negative Risks or Threats

Avoid.​ Risk avoidance involves changing the

project management plan to eliminate the
threat entirely. The most radical avoidance
strategy is to shut down the project entirely.

Transfer.​ Risk transfer requires shifting some or

all of the negative impact of a threat, along with
ownership of the response, to a third party.

Mitigate.​ Risk mitigation implies a reduction in

the probability and/or impact of an adverse risk
event to an acceptable threshold.

Acceptance.​ This strategy is adopted because it

is seldom possible to eliminate all threat from a
project.

Escalate.

Strategies for Positive Risks or Opportunities

Exploit.​ This strategy may be selected for risks

with positive impacts where the organization
wishes to ensure that the opportunity is
realized.

Share.​ Sharing a positive risk involves allocating

some or all of the ownership of the opportunity
to a third party who is best able to capture the
opportunity for the benefit of the project.

Edoardo Favari, PhD, PMP – 2020 – page 25

 10. Procurement
Management
Procurement and Contract Management
includes the processes required to ensure
efficient contractual management of our
contracts including with the Customer, the
Partners and the Suppliers both in Tender phase
and in Contract phase.
Tender ​: A proposal to provide goods, services
or works within a defined period and price,
subject to certain terms and conditions.
Technical – Commercial – Legal – Financial - ...
Contract​: A legally binding agreement
(governed by specific laws and resolution
mechanisms) which generates mutual
obligations:
1. The seller to provide the specified
goods - services - works by a certain
date
2. The buyer to accept delivery and pay
the price
A Contract is derived from a Tender through
negotiation between the parties.
10.1 Plan Procurement
Management
The process aims to identify which project
requirements are better met by supplies from
external or internal processes.
It includes choosing the most appropriate type
of contract and entails the complete definition
of the roles and responsibilities.
It is conditioned by the type of organization of
purchasing processes and can have significant
impacts on scheduling and project duration.
Method and Tools
Make-or-Buy Analysis​: A make-or-buy analysis is
a general management technique used to
determine whether particular work can best be
Edoardo Favari, PhD, PMP – 2020 – page 26
accomplished by the project team or must be
purchased from outside sources.
● Direct costs: costs of purchased product
● Indirect costs: costs related to the
purchase process
● Business strategies: certainly influential
on choices
Contract types
Cost-reimbursable contracts​:​ include the cost
by adding a "fee" as a seller margin
a) Cost-Plus-Fee (CPF) o
Cost-Plus-Percentage of Cost (CPPC):
“fee” calculated as a fixed percentage
of the final costs
b) Cost-Plus-Fixed-Fee (CPFF): “fixed fee”
independent from costs or contract
changes
c) Cost-Plus-Incentive-Fee (CPIF): “fee”
calculated as incentive / bonus for
reaching some objectives. A similar
form is Cost-Plus-Award-Fee (CPAF)
Fixed-price o Lump-sum​: fixed-price contracts
with possible incentives or adjustments
a) Fixed-Price Incentive Fee (FPIF):
recognition of a "fee" in case of
reaching or exceeding objectives
b) Fixed Price Economic Price Adjustment
(FPEPA): price adjustment planned for
contracts lasting several years
Time and Material (T&M)​: "open ended"
contracts where there are conditions, both
"Fixed-price" (e.g., with a fixed price per unit of
work) and "Cost reimbursable“ (e.g., by
refunding the material). The value of the
contract is generally high and in some cases it
might not be indicated in the contract.
10.2 Conduct Procurements
Conduct Procurements is the process of
obtaining seller responses, selecting a seller,
and awarding a contract. In this process the
team will receive bids or proposals and will
apply previously defined evaluation criteria, to
select one or more sellers who are both
qualified to perform the work and acceptable as
a seller. Many factors can be evaluated in the
seller selection decision process, for example:

• Price or cost can be the primary

determinant for a standard off-the-shelf
item, but the lowest proposed price may
not be the lowest cost if the seller proves
unable to deliver the products, services, or
results in a timely manner.
• Proposals are often separated into
technical (approach) and commercial
(price) sections, with each issue evaluated
separately
• Multiple sources could be required for
critical products, services, and results to
mitigate risks that can be associated with
issues such as delivery schedules and
quality requirements.

10.3 Control Procurements

The process of managing procurement
relationships, monitoring contract performance,
and making changes and corrections as needed.

Edoardo Favari, PhD, PMP – 2020 – page 27

 11. PROJECT STAKEHOLERS
– definition
• People directly involved in a project or
whose interests may be impacted by
the outcome or execution of the project
• They can affect project objectives and
outcomes
• Identify all stakeholders and their
role/influence is essential for successful
project
• They may be part of the project team,
of the company or coming from
elsewhere
Main stakeholders
● Project Manager​: responsible for managing
the project and the final outcome
● Sponsor​: principal beneficiary of the project
results (executive managers)
● Customer/end user​: recipient of the project
solution and its effects
● Project Team​: group of people hired to carry
out the project
● Influencers​: people who may affect the
project process
11.1 Identify Stakeholders
Identify all people or organizations impacted by
the project, and documenting relevant
information regarding their interests,
involvement and impact on project success.
It is essential to identify all project stakeholders
in order to increase the likelihood of project
success, as well as to document relevant
information regarding their interests,
involvement, and potential impact on the
definition or execution of the project.
It is critical for project success to identify the
stakeholders early on in the planning process,
Edoardo Favari, PhD, PMP – 2020 – page 28
and to analyse their levels of interest,
expectations, importance and influence.
11.2 Manage Stakeholders
Expectations
Manage Stakeholder Expectations is the process
of communicating and working with
stakeholders to meet their needs and
addressing issues as they occur. Managing
Stakeholder Expectations involves
communication activities directed toward
project stakeholders to influence their
expectations, address concerns, and resolve
issues.
Managing expectations helps to increase the
probability of project success by ensuring that
the stakeholders understand the project
benefits and risks.
Methods and tools
● Communications Methods​: methods of
communication used for handling
stakeholders (meetings, workshops,
face-to-face, etc.)
● Interpersonal Skills​: stakeholder
management requires appropriate ability of
interpersonal relationships such as the
ability to resolve conflicts and to create
relationships of trust.
● Management Skills​: ability to control a
group of people with the aim to coordinate
them; may include the ability to submit,
negotiate, write and speak in public.
 A. Appendix A – Interpersonal Leadership styles
skills

Starting from 4​th edition, PMBOK identifies so

called “interpersonal skills”, which assist the
project manager in effectively managing the
project. They are:

1. Leadership
Management is doing things right; leadership is
doing the right things.

Peter Drucker (1909 - 2005)

Figure​: leadership styles according to Hersey
The most spead theory about leadership is and Blanchard
Situational Leadership Theory by P.Hersey and
K.Blanchard.
Maturity levels
The fundamental underpinning of the
situational leadership theory is there is no single The right leadership style will depend on the
"best" style of leadership. Effective leadership is person or group being led.
task-relevant and that the most successful
leaders are those that adapt their leadership
style to the maturity ("the capacity to set high
but attainable goals, willingness and ability to
take responsibility for the task, and relevant
education and/or experience of an individual or
a group for the task") of the individual or group
they are attempting to lead/influence. That
effective leadership varies, not only with the
person or group that is being influenced, but it
will also depend on the task, job or function
that needs to be accomplished.[5]

The Hersey-Blanchard Situational Leadership

Model rests on two fundamental concepts; Figure​: maturity levels according to Hersey and
leadership style and the individual or group's Blanchard
maturity level.

Edoardo Favari, PhD, PMP – 2020 – page 29

 2. Team building 3. Motivation
It means establishing goals, defining and
negotiating roles and procedures, and
processes. Offering maximum self-satisfaction related to
what people value most.
Below some tip for team bulding, skipped into
categories:

Communication (real time thoughts, opinions,

information)

● Speech
● Writing
● Signs (emoticons)

Collaboration​ (product, service)

● Jointly

Cooperation​ (common goal) Motivating staff:

● Agreeable, pleasant environment ● It’s individual (result oriented, money

● Supporting each other driven, technically motivated)
● Not silos! ● Make if fun (take time out of the
project, celebrate, sense of humor)
Commitment ​(to the cause)
● Set realistic goals (SMART)
● Pledging − Specific,
● Engaging − Measurable,
● Giving of oneself − Agreed,
− Realistic,
Consensus on the approach − Time-bound
● Measure performances (against
● Comply
baseline)
● Permit
● Know your team
● Allow
● Agree
● Approve

Celebrating ​(achievements, milestones)

● Timely
● Frequently

Edoardo Favari, PhD, PMP – 2020 – page 30

 4. Communication

Communication is one of the single biggest

reason for project success or failure.

Openness in communication is a gateway to

teamwork and high performance.

It is important to identify communication

channels.

Listening is an important part of

communication. Conversational implicature

The 4 life positions Refers to what is ​suggested​ in a statement,

even though neither expressed nor ​strictly
implied​ by the statement itself.

Exemples:

● I run out of gas. T​ here’s a gas station

around the corner.
● Mary had a baby and got married
● Joe is poor but happy

The art of questioning

Take care to question using open or closed

Negative feedback
Start with a positive feedback pointing out what
you agree about, than provide the negative
feedback on a specific part.
Always provide objective evidences to justify
your diageement.
Never say: “Yes, but…” but: “I agree with you,
and…”
forms, according to your needs. An open
question let the answerer free to talk a lot not
focussing on specific information.
A closed question, on the contrary, is good to
obtain a specific information. It is the basis of
the ​reformulation technique​, which is saying
with your own words what you have
understood from what has been said by the
other.

Communicative model

Consider that the information, from your brain

to the other’s, passes through many steps!

Edoardo Favari, PhD, PMP – 2020 – page 31

 ● Produce more added value than
consumed otherwise the investment
Active Listening will dry up.
When you listen a person, there are some tip
The biorhythm must be taken into account :
you must use to increase the attitude of your
partner to feel at ease: ● 09.00 / People wakes up. Use interactive
technique: participant discussion, individual
Rule n.1: the ​silence reflection and light action.
and: ● 09.30 - 11.00 / People’s attention level is at
its highest. The leader can address a lot of
● Smile content and expect a high degree of
● Eye contact proactivity.
● Nodding ● 11.00 / People is hungry and agitated. The
● Open Body Movements group ‘s concentration must be simulated,
● Take notes use sense of humour to increase attention.
● 12.30 / Starvation. Sleep and/or
The Law of diffusion
aggressivity set in. Time for lunch.
If they don't know what you are doing people Participants cannot produce any more at
think that you are not doing anything at all. this point.
● 14.00 / People takes a nap. The leader must
Rules for good meeting sessions explain very clearly.
● 15.00 / People’s attention level is at its
An agenda is mandatory.
highest. The leader can address a lot of
As meeting is part of a process (or sub-process), content and expect a high degree of
you need to arrange: proactivity.
● 16.00 / People is excited. There is a risk of
● Input (preparation), conflict and aggressive discussions. Avoid
● Process (running - leading), touchy subjects.
● Formalised Output (decisions – actions) ● 17.00 / Participants are looking at their
watches. Attention is vanishing. The leader
To head a meeting means:
must use interactive.
● Welcome ● 17.30 / People wants to go home. The
● Present Purpose & Topics leader must close the session.
● Discuss the item (stay with the subject,
have all participants express
themselves, stop any digression,…)
● Recap the conclusions at regular
intervals
● Conclusion - Tracking - Commitments -
Timing
● Questions/Answers

To lead efficiently a meeting it is necessary to:

● Manage energy, time and group

information.

Edoardo Favari, PhD, PMP – 2020 – page 32

 5. Influencing
Strategy of sharing power and relying to get
other people involved on the project to
cooperate towards common goals.
The ​DESC method was conceived by Sharon and
Gordon Bower and is discussed more fully in
their book, ​Asserting Yourself​.
DESC stands for Describe, Express, Specify, and
Consequences.
• D​escribe the situation as precisely and
as objectively as possible.
• E​xpress one's feelings about
situation diplomatically.
• S​pecify solutions in order to reach an
agreement with the other person.
• Specify the ​C​onsequences
positive and negative).
The ​body language​ also matter!
• Good eye contact
• Smile
• Nod
• Open arms
• Stand tall
• Shoulders back
• (…)
6. Decision making
Lack of decisions is one of the most important
causes of projects’ failing.
Simple decisions usually need a simple
decision-making process.
Difficult decisions typically involve issues like:
Edoardo Favari, PhD, PMP – 2020 – page 33
• Uncertainty ​- Many facts may not be
known.
• Complexity ​- You have to consider
many interrelated factors.
• High-risk consequences ​- The impact of
the decision may be significant.
• Alternatives ​- Each has its own set of
uncertainties and consequences.
• Interpersonal issues -​ It can be difficult
to predict how other people will react.
There are six steps to make an effective
decision:
the
1. Create a constructive environment.
2. Generate good alternatives, to dig
deeper.
3. Explore these alternatives.
(both
4. Choose the best alternative.
5. Check your decision.
6. Communicate your decision, and take
action.
7. Political and cultural
awareness
Global environment requires the knowledge of
political and cultural issues (religion, custums,
belief, …) of the country of people you are
dealing with.
Understanding is better than adaptating to
another culture.
Examples:
• Parallel/linear time management
• Task oriented culture: UK & Germany
• Risk allowed-culture
 • Separation between professional and
personal life.

Crushing iceberg

When two people meet, it is like two icebergs

meet: the most part of them is not clearly
visible, but stands behind.

USA: core cultural values

Asia: core cultural values ● Performance driven society

● Individualism
● Respect for elders
● Tailored systems
● Tradition and religion affect the
● Impulsive acting, than correcting
business (a lot of Moon holidays)
● Very flexible
● Harmony: never negative feedback, low
● Second chance culture
volume
● Competition as a value
● National pride: never show negative
● Very friendly: always smiling etc.
things
● Politically correct: black, indian,
● Family: the father decides for the son,
sales(police,fire)man->african-american
the husband for the wife
, native american, sales person, police
● Face culture
or fire official

Shame culture VS guilty culture

Edoardo Favari, PhD, PMP – 2020 – page 34

 8. Negotiation
Negotiation is a strategy of conferring with
parties of shared or opposed interests with a
view to compromise or reach an agreement.

Negotiation tactics:

– Good Guy / Bad Guy

– Deadline

– Limited Authority

– Missing Man

– Fair and Reasonable

– Delay

– Extreme Demands

– Withdrawal

– Fait Accompli

Negotiation tactics for ​conflict resolution can

be represented as following:

Edoardo Favari, PhD, PMP – 2020 – page 35

 B. Appendix B – Professional
Ethics

• Ethics from [greek] ​ethos​: ​ related to

custom, habit

Ethics is ​a set of principles of (right) conduct.

Shared (professional) ethics is a key factor for

successful project management, because in
complex environment having confidence of
other project actors behaviour solid the team
and contribute in reducing complexity making
the management of the project easier and
verifiable.

11.3 Responsibility
Responsibility is our duty to take ownership for
the decisions we make or fail to make, the
actions we take or fail to take, and the
consequences that result.

11.4 Respect
Respect is our duty to show a high regard for
ourselves, others, and the resources entrusted
to us.

An environment of respect engenders trust,

confidence, and performance excellence by
fostering mutual cooperation an environment
where diverse perspectives and views are
encouraged and valued.

11.5 Fairness
Fairness is our duty to make decisions and act
impartially and objectively. Our conduct must
be free from competing self-interest, prejudice,
and favouritism.

11.6 Honesty
Honesty is our duty to understand the truth and
act in a truthful manner both in our
communications and in our conduct.

Further reading:

https://www.pmi.org/about/ethics/code

Edoardo Favari, PhD, PMP – 2020 – page 36