Formally Authorizes A Prj/phase & Documenting Initial Needs/expect of Stakeholder. - Define, Integrate-Coordinate All Plans
Formally Authorizes A Prj/phase & Documenting Initial Needs/expect of Stakeholder. - Define, Integrate-Coordinate All Plans
Monitoring & Controlling Process Group Monitor & Control Project Work
-process of tracking, reviewing & regulating work defined in PMP
PMP,ACR,EEF,OPA
PMP,PR,EEF,OPA,
PMP,AD,OPA
Project purpose, Measureable Objectives, Success critirea, High Level Req- Desc- Risk, Summary Milestonebudget Project Selection 1. Benefit Measurement
Life cycle in Prj, Prj process, desc of ITTO, Comm with Stakeholder, Proj baseline( Schd-Cost-Scope) Plans Scope-Req-Sch-Cost-Qlty-Prc Impr-HR-CR-Comm Risk-Prc)
EJ CR,PMPU,PDU
EJ FP,OPAU
2.
I T O Project Scope Managem ent
Constrainzed Optimized
Collect Requirements
Process of defining & docu stakeholder needs for Prj Obj
PC,SR Interview,FG,faci Workshop,GCT(group creativity Tech),GDM(Group Decision Making Tech),Q&S,Observations,S urveys Req Doc,RMP,RTM Define Scope
Detailed desc of prj/product
GCTbrainstormin Nominal grp tech(vote) Delphi Idea/mind map Affinity diag BANDI
PC,RD
PMP,WPI,RD,RTM,OPA
Knowledg e Areas T
O
Subdividing prj delv to manageable comp
Control Schedule
Monitoring the status of Prj to update Prj progress and manage changes to schd baseline
PMP,Prj Schd,WPI,OPA Perf Review,VA,PMIS,Resource Levl,What-if Scn,Adjust leads-lags,Schd Comp,Schd tool WPM,OPAU,CR,PMPU,PDU
Performance review-> Measure/Compare & analyze schedule performance such as actual start & planned
Activity List,Activity Attributes,Milestone List,PS,OPA PDM,Dependency Determination,Applying Leads & Lags,Sch network templates, Prj Schd Network Diag, PDU Estimate Activitiy Resources
PDM/AON FS,FF,SS,SF Dependency Determination Madatory,Discretionary(preffered -soft)->During fast tracking we should review External
Free Float = Amount of activity can be delayed without delaying the start date of the successor
Knowledg e Areas I
Planning Process Group Actvity list,Activity Attributes,Resource Calendars,EEF,OPA EJ,AA(Alternative Anaylsis),Published estimating Data,Bottom Up Estimating,PMIS Activity Resource Requiremnts,RBS,PDU Estimate Actvity Durations
Actvity list,Activity Attributes,Actvity Resource Requirements,Resorce cal,PS,EEF,OPA EJ,Analogs Estimating,Parameteric Estimating,Three Point Estimating,Reserve Anaylsis Activity Duration Estimates,PDU Devlop Schedule
Anaylzing activity seq,duration,resource requirements,schedule constraints to create schedule
Parametric statistical relationship between historical data. Can be quatified by multiplying data with the unit
Actvity list,Activity Attributes,Prj Sch Network Diag,Act Res Rq,Res Cal,Act Dur Est,PS,EEF,OPA Sch Network Anay,CPM,Critical Chain,Resource Leveling,What-if Scen,Apply Lead-lags,Schd Compr,Sch Tool Prj Schd, Schd Baseline,Schd data,PDU
Critical Chain-resource constrainted critical path. It adds duration buffer that are nonwork schedule activities to mange uncertainity. End of the chain buffer is called project buffer. In between are called feeding buffer Project Schedule includes-> Milestone/bar Charts, Prj Sch Network diagram
Used for shared-critical resources those are available only at certain time/limited. Resource lvl can often cause CP to change. What-if Example -> Monte Carlo anyalsis
Knowledg e Areas
Process of identifying all people/org impacted by prj & document relevant information regarding there interest, involvement & impact on project sucess
Stakeholder Reg,Stakeholder Mgm Strtgy,EEF,OPA Com Req Anay[n(n-1)/2], Comm Tech, Comm Models,Comm Methods Comm Mgmt Plan, PDU
Stake holder Register: (identification info, Assesment Info, Stakeholder classification) Comm. Models : Encode, Message & Feedback, Meduim, Noise,Decode Comm Methods : Interactive comm., Push, Pull
The process of communicating & working with stakeholder to meet there needs & addressing the issues occur
Forecasting Models : Time Series models( EV, Moving Avg, , Causal/Econometric Method (ARMA), Judgmental method, Other Method simulation/probability
Stakeholder Reg,Stakeholder Mgmt Strgy,Issue Log,Change Log,OPA Comm Methods,InterposonalMgmt Skills OPAU,CR,PMPU,PDU Perfrom Quality Assurance
Quality Control
Process of auditing the qlty req & results from QC to ensure appropriprate Qlty standards & definations are used
Process of monitoring & recording results to assess performance & recommend necessary changes
Knowledg e Areas
Initating Process Group COQ-> Cost of Conformance[1. prevention Cost Training,Document Process,Equip,Tim T e to do right] 2 Approasial Cost testing,Destructive ,Inspection]+ NonConformance
Planning Process Group Cost-Benefit Anay,COQ,CC,Bench Mrkg,Desg Of Exp,Stats Sampling,Flow Charting,Propertirty Qlty Mgm Meth,Addl Qlty Planning tools
Executing Process Group Plan Qlty & Perf Qlty Ctrl & Techniques,Qlty Audits, Process Anaylsis
Monitoring & Controlling Process Group Cause & Effect Diag,CC,FlowCharting, Historogram,pareto Chart,Run Chart, Scatter Diagram,Stats Sampling, Inspections, CR
QMP,Qlty Metrics,Qlty Chklist,Process improvement plan,PDU Develop Human resource Plan Prc of identifying & docum prj roles & resp. req skills,reporting relationships,creating a staffing mgmt plan Acty Resource Req,EEF,OPA Org Charts & post Descr,Networking,organiza tion theory
OPAU,CR,PMPU,PDU
Acquire Project Team Prc of confirming human resource avail and obtaining team necessary to complete prj assignments PMP,OPA,EEF PreAssignment,Negotation,A cquistion,Virtual teams,
Content Theories Maslows Needs Hierarchy Theory: Triangle, physiological, Safety/Security, Social affiliation, Esteem, Self actualization Herzberg Motivation theory : Motivators-> Hygiene-> Having hygine does not motivate them but absence reduces perfromnace Motivators do motivate only if hygine factors are maintainted Alder/McClellen : people have a need for achievement,power & affliation, simultaneously and differing quantities Process Theories McGregors Theory of X(Lazy) and Y(Self Motivated) Ouchis Theory Z : Worker & Mgmt cooperate for Win-Win Expectancy Theory : people expect to be rewarded, Or you tell them expert they work as expert. Bad, Good, Best
I
Org Chart Hierarchical
Matrix based(RAM)
T
RACIresponsibility,accountabi lity,consult,inform Text oriented
Roles & responsibility : role,authority,responsibil ity,competency Staffing mgmt planpart of Human resource plan , staff acquisition, res cal, staff release plan, traing need,
Project Staff Assignmt,Reso Cal,PMPU Develop Project Team Process of improving competency,team interaction and overall 5
Knowledg e Areas
Executing Process Group team environment to enhance prj performance Project Staff Assignmt,Reso Cal,PMP Interpersonal Skills,Trg,Teambuilding,Ground rules,Colocation,Recognization & Rewards Team performance Assesment, EEFU Manage Project Team Process of tracking team member performance, providing feedback,resolving issues & managing changes to optimize perfromance Prj Staff Assgn,PMP,Team perf Assgmt,PR,OPA Observation & Conversation,PR Appr,Conflict Mgmt,issue log, Interpersonal Skills
Conflict Mgmt Techniques: Withdrawing/avoiding, smoothing, Compromising, Forcing, Collaborating, Conforting/Problem Solving Conflicts and disagreements due to 1. Schedules 2. Priorities 3. Resources 4. Technical beliefs * 5. Administrative policies and procedures 6. Project costs 7. Personalities Problem solving(Confronting) If we work on this together, we can find the best solution. Forcing Win-lose : Im the boss, youll do as I say, or leave the project. Compromising Compromise : We just each need a little give and take here
Withdrawal Lose-leave: Do whatever you like; I really dont care as long as it gets done! Smoothing Yield-lose: Lets not worry about this too much. I know you feel your complaints are valid, but when you look at it you both have a lot of common ground. Problem Solving (Confronting), forcing and compromising provide solutions, Smoothing and Withdrawal provide just temporary fixes at best.
O Project Cost Managem Prj initiation : 50 % Later : 10% Estimate Cost Budget
Process of developing approximation of the monetary resources needed for prj activities
Knowledg e Areas I
Reserve anaylsis : establish both conginency + management resrve. Mgmt resve not part of cost basline( Appr for PM required from mgmt)
Planning Process Group SB,Prj Schd,Human Resource plan,RR,EEF,OPA Expert Judgement,Analogus Estmating,paramtetric Est,Bottom Up Est, Three Point Est, Reserve Anaylsis,COQ,Prj Mgmt Est Software,vendr Bid Anay
Monitoring & Controlling Process Group PMP,Prj Funding Req,WPI,OPA EVM,Forecasting,ToComplete Perf Index,Perf Rev, VA,PMIS
EVM : concept of performance measurement . PV:authorized budget for prj EV: value of work performed in terms of appoved budget AC: Actual cost incurred SV = EV-PV CV=EV-AC SPI = EV/PV CPI=EV/AC Forecasting : EAC= AC+bottom up +ETC EAC = AC+BAC-EV EAC=BAC/Cumm CPI EAC= AC+ [(BAC-EV)/ (CPIXSPI)] BAC TCPI= Work remaing (BAC-EV)/ Fund Rem (BAC-AC) or (EAC-AC)
ent
WPM,Budget Forecasts,CR,PMPU,PDU
Activity-Cost Est,Basis of Est,SB,Prj Sch,Res Cal, Contrct, OPA Cost Aggregation,Resrv Anay,EJ,Hist Relationship,Funding limit Reconciliation Cost Perf baseline,Prj Funding Req,PDU Plan Risk management
how to conduct risk mgmt activities
RR,RMP,WPI,Perf Rprt
Knowledg e Areas T
Monitoring & Controlling Process Group Risk Assmt,Risk Audits,variance & Trend Anay, Tech perf Measurement, Reserve Anay, Status Meeting RRU,OPAU,CR,PMPU,PDU
Which risk might affect prj & documenting them Prob abilt y Thre at Opport unity
.9 .7 .5 .1
RMP,Acty Cost Est,Acty Dura Est,SB,Stakeholder Reg,Cost Mgmt Plan, Schd Mgmt Plan, Qlty Mgmt Plan, PD,EEF,OPA
Documentation Review,Info gathering Tech,Chk Anay, Assumption Anya, Diag Tech, SWOT,EJ RR Qualitative Risk Anayalsis
Info. Gathering Tech : BIRD( brainistormin, Interviewing, Root cause, Delphi) Diag. Tech : Cause & effect, System-flow chart, Influence diag
RR,RMP,PS,OPA Risk Probailbilty Assmt, Probaility & Impact matrx, Risk Data Qlty Assmt,Risk Cate,Risk Urgency Assmt, EJ RRU Quantitiative Risk Anayalsis
Numerical anaylis
I T O
RR,RMP,CMP,Sch Mgmt Plan,OPA Data Gathering & Representation Tech, Quantiative Risk Anya & Modeling Tech,EJ RRU
Knowledg e Areas
Monitoring & Controlling Process Group For residual risk we make the contingency planning
RR,RMP Strgy for Postive-Negative Risks, Contigency Response,EJ RRU,Risk related contract decs, PMPU,PDU Plan procurements
Negative Risk -> Avid,transfer,mitigate, accept Positive -> Expolit, Share, Enhance,Accept Conduct Procurements Administer Procurements Contract closeout
Process of documenting purchasing decision,specifying approach & potential sellers Teaming Aggr : legal aggrement between 2 or more parties to make a joint venture/parternship or some other agreement
Managing prc relationships,monitoring contract perfromnace,making changes and corrective actions if needed
SB,Req Doc, teaming Aggr, RR,Risk Related Cntr Decision, Actvy Rsrc req, PS, Actvy Cost Est, Cost Perf baseline, EEF,OPA Make-Buy Anay, EJ, Ctrt Types
PMP,Prod Docu,Source Selection Crt, Qualified Seller list, Seller proposals,prj Docu, make-buy Dec, Teaming Aggr,OPA Bidder Conf, proposal Eval tech, Independenat Est, EJ,Advt, Internet Search, Proc negotations
PMP,Proc Docu
Cont Chng Ctrl System,Proc perf Review, Inspection & Audits, Perf Rprt, Payment Syst,Claims Admn,PMPU
Seller Risk H to L Buyer Risk L to H O Proc Mgmt Plan, Pro SOW, Make-buy Decision,Proc Doc, Source Selection Critirea, CR Selected Sellers,proc Contrt Award, Resource Cal, CR, PMPU,PDU Closed procu, OPA
PERT= (P + 4M + O )/ 6 Pessimistic, Most Likely, Optimistic Standard Deviation=(P - O) / 6 Variance= [(P - O)/6 ]squared Order of Magnitude Estimate=-25% - +75% (-50 to +100% PMBOK) Budget Estimate=-10% - +25% Definitive Estimate=-5% - +10% Range of Estimate = PERT+- SD Float or Slack=LS-ES and LF-EF Cost Variance=EV - AC Schedule Variance=EV - PV Cost Perf. Index=EV / AC Sched. Perf. Index=EV / PV Est. At Completion (EAC)= BAC / CPI Initial Estimates are flawed= AC + ETC Future variance are Atypical = AC + BAC - EV Future Variance would be typical = AC + (BAC - EV) / CPI Est. To Complete = EAC - AC Percentage complete = EV/ BAC Var. At Completion=BAC EAC Sigma 1 = 68.27% 2 = 95.45% 3 = 99.73% Discounted Cash Flow=Cash Flow X Discount Factor 6 = 99.99985%
To Complete Performance IndexTCPI= Values for the TCPI index of less then 1.0 is good because it indicates the efficiency to complete is less than planned. How efficient must the project team be to complete the remaining work with the remaining money?( BAC - EV ) / ( BAC - AC )
Net Present Value=Bigger is better (NPV) Present Value PV=FV / (1 + r)^n Internal Rate of Return Bigger is better (IRR) Benefit Cost Ratio Bigger is better ((BCR or Benefit / Cost) revenue or payback VS. cost) Or PV or Revenue / PV of Cost Payback Period=Less is better or Net Investment / Avg. Annual cash flow. Comm. Channels=N(N -1)/2 Expected Monetary Value=Probability * Impact
Point of Total Assumption (PTA)=((Ceiling Price - Target Price)/buyer's Share Ratio) + Target Cost Contract related formulas Savings = Target Cost Actual Cost Bonus = Savings x Percentage Contract Cost = Bonus + Fees Total Cost = Actual Cost + Contract Cost Return on Sales ( ROS ) =Net Income Before Taxes (NEBT) / Total Sales OR Net Income After Taxes ( NEAT ) / Total Sales Return on Assets( ROA ) =NEBT / Total Assets OR NEAT / Total Assets Return on Investment ( ROI ) =NEBT / Total Investment OR NEAT / Total Investment Working Capital=Current Assets - Current Liabilities
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