PMI® Authorized Certified Associate in

Project Management (CAPM)®

Exam Prep Course

Predictive
Methodologies
Planning, Project Work, and Delivery

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1
In This
Session • When should you choose a predictive, plan-based
methodology?
• Process groups of the predictive, plan-based
approach
• Tailoring a predictive life cycle
• Creating a project charter
• Building the project team
• Developing a project management plan
• Directing and managing project work
• Monitoring and controlling project work
• Closing the project or phase

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2
When Should You Choose a
Predictive, Plan-Based Methodology?

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3
Primary
Considerations Are the requirements stable and fixed?

Will the customer/end user not be available to provide feedback

during development?

Is a single point of delivery possible in the project

with very limited refinements?

Is the development and delivery process well understood with a

low risk of change?

Would incremental delivery and feedback be difficult to arrange?

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4
Primary
Considerations Are the requirements stable and fixed?

Are the needed steps to be taken known?

If the answer to any of

Is a single point of delivery possible in the project
these questions is “yes,”
with very limited refinements?
you should consider the
Do youpredictive approach.
face cost and schedule constraints?

Are the technical dependencies between deliverable

components that require a sequential methodology?

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5
Process Groups of the Predictive,
Plan-Based Approach

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What Is a
Process? A systematic series of activities directed toward
causing an end result such that one or more
inputs will be acted upon to create one or more
outputs.

Project Management Institute.

(2023). Process Groups: A Practice
Guide.

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Processes
Can Be
Grouped

Initiating Planning Executing

Monitoring and Closing

Controlling

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Notes on
Processes Groups of processes are not project phases.

Process groups can interact with each stage of a

project life cycle.

Process Groups: A
Practice Guide
The outputs of one process group generally become
the inputs for another process group.

The process groups can be used as a template to

manage all kinds of projects across industry domains.

The process groups can be used to tailor your own

project management life cycle.

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Which Group
Does It Fit In?

Initiating Planning Executing Monitoring Closing

and
Controlling

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Which Group
Does It Fit In?

Manage Quality

Initiating Planning Executing Monitoring Closing

and
Controlling

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Which Group
Does It Fit In?

Identify Risks

Initiating Planning Executing Monitoring Closing

and
Controlling

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Which Group
Does It Fit In?

Control Schedule

Initiating Planning Executing Monitoring Closing

and
Controlling

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13
Tailoring a Predictive Life Cycle

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Tailoring a
Project You create a customized
Life Cycle project life cycle by selecting
and adapting processes to
meet the needs of your project.

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15
Factors to
Consider Delivering as quickly as possible
When
Tailoring a Minimizing costs
Project Life
Cycle Optimizing value

Creating high-quality deliverables

Maintaining compliance with regulations and standards

Satisfying multiple stakeholders’ expectations

Adapting to frequent or continual change

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Tailored
Life Cycle Create the project charter
Example
Build the project team

Create the project management plan

Direct and manage project work

Manage the project scope and cost, including schedule risks

and issues

Close the project or phase

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Life Cycle
Sequence

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Creating a Project Charter

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Creating the
Process Performance
Project Processes
Group Domain
Charter
Initiating Stakeholders Develop Project Charter
Identify Stakeholders

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20
What Is a
Charter? A document issued by the project initiator or
sponsor that formally authorizes the existence of
a project and provides the project manager with
the authority to apply organizational resources to
project activities. The project charter also
describes the high-level W5+ characteristics of
the project.
Project Management Institute.
(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide)
– Seventh Edition. Project
Management Institute.

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21
Why Is a Authorizes the project to start
Charter
Important?
Lists the high-level project requirements

Creates a shared understanding of the W5+

Identifies stakeholders

Describes how the project links to ongoing work

and aligns with the organization’s mission and
goals

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22
Creating the
Project
Charter
Inputs Tools & Techniques Outputs

Business case Data gathering Project charter

Agreements Expert judgment
Interpersonal skills

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23
 Project Title
Project Introduction
Charter Problem Statement
Template Scope Outline
Definition of Success
Risk Summary
Constraints and Assumptions
Business Case
Schedule
Deliverables Schedule
Budget
Team Structure
Organizational Structure
Project Approach
16 Steering Committee Decision

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24
 A Project Charter Contains These Elements
Two of These
Things Don’t
Belong You’re right!
Sorry! Sorry!
This one Definition of
Risk Log This one
Scope does
Outline ThisSuccess
one does
doesn’t
belong belong.
belong

You’re right!
Sorry! Sorry!
Identify This one
This
Teamone does
Structure This one does
Stakeholders
Project Activities
doesn’t
belong. belong.
belong.

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25
Building the Project Team

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Building the
Process Performance
Project Team Processes
Group Domain

Planning Team Estimate Activity Resources

Acquire Resources
Develop Team
Manage Team

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27
Put Together a
Winning Team

Whom do you want on your team?

Whom can you afford?

Who is available?

Project success comes first.

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How Do You …?

Develop the team? Estimate activity

resources?

Acquire resources? Manage the team?

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29
Developing a
Project Management Plan

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30
Developing
Process Performance
a Project Processes
Group Domain
Management
Plan Planning Development Collect Requirements
Approach and Define Scope
Life Cycle Create WBS
Planning Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Plan Quality Management
Plan Resource Management
Identify Risks
Plan Risk Responses

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What Is a
Project A document that describes how the project will
Management
be executed, monitored and controlled, and
Plan?
closed.

Project Management Institute.

(2022). A Guide to the Project
Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition. Project
Management Institute.

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32
Steps to
Developing a
Project Collect the requirements and define the scope
Management

SCOPE
Plan Create a work breakdown structure

Estimate the effort, duration, and resources

SCOPE BASELINE
Identify the critical path

Develop a schedule

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33
Developing a
Project
Schedule:
Collecting the This effort will lead to a scope statement.
Requirements
and Defining

REQUIREMENT
This is a formal document, signed by stakeholders, that provides
the Scope the basis for making all project decisions.

It ensures all the products, services, and results to be provided.

It ensures customer satisfaction and is the basis for

avoiding scope creep.

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34
Requirements
Traceability
Matrix

TRACEABILITY MATRIX
Requirement Scope Deliverable Acceptance Assumptions Constraints

REQUIREMENTS
Criteria

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35
Avoiding
Scope Creep

SCOPE CREEP
If unaddressed, the scope of a project may gradually
increase over time without appropriate changes to the
schedule or budget.

This condition is called scope creep.

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36
Developing a
Project
Schedule:
Work
Breakdown

WORK BREAKDOWN
STRUCTURE (WBS)
Structure
(WBS) The work breakdown structure is created using a process
called decomposition, which is the subdivision of the
scope into smaller, more manageable pieces.

A work package represents a specific deliverable and is

the smallest unit in the WBS.

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 WORK BREAKDOWN STRUCTURE (WBS)

Creating a STEP
1 ABC
PROJECT
Work Decompose
Breakdown requirements into 1.0 2.0 3.0

smaller activities
Structure 1.1 1.2 2.1 2.2 3.1 3.2

STEP
2
Assign
ownership
to a person

STEP
3
Specify a
measurable
deliverable

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38
Developing a
Project In the first step of schedule development, you need to identify all
Schedule: activities necessary for the delivery of every work package.

Define and
Sequence
Activities

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39
Schedule
Components

Sequence of Activities Time Estimate for Each

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40
Developing STEP
1
a Schedule Identify the
lowest-level
activity

STEP
2
Estimate the time
required for the
activity

STEP
3
Determine the
logical
dependencies for
each activity

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Understanding
Dependencies
Finish-to-start dependency Activity 1 Activity 2

Start-to-start dependency Finish-to-finish dependency

Activity 1 Activity 2

Activity 1 Activity 2

Start-to-finish dependency Activity 1 Activity 2

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Worksheet for
Schedule Activity Description Predecessors Time
Development A Find location None 3
B Determine the budget A 10
C Procure special equipment A 16
D Review safety issues C 1
E Get a permit D 10
F Make a reservation E 2

You can insert a delay between tasks.

For example, if paint should dry for 2 days before furniture is

replaced in a room, this is designated by a positive lag time
(Lag = 2d), or FS+2d.
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Estimate
Time and In the early stages of the project, you calculated a

Resources comprehensive budget and a schedule estimate to provide

information for approvals.

In this step, you will work with the project team to estimate the
time and effort required for each of the individual activities,
then roll them up to the work breakdown structure.

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44
Estimation
Methods

Analogous Parametric Three-point

estimation estimation estimation

Triangle
Beta Distribution
Distribution (PERTMethod
formula)

(Optimistic
(Optimistic + (4+ xLikely
Most +Likely)
Pessimistic)
+ Pessimistic)
Estimate
Estimate = =
3 6

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Worksheet for
Schedule Activity Description Predecessors Time
Development A Find location None 3
B Determine the budget A 10
C Procure special equipment A 16
D Review safety issues C 1
E Get a permit D 10
F Make a reservation E 2

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46
 The critical path provides an estimate of the earliest finish of
Identifying the
Critical Path the project.

Critical Path
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A Critical Path
Example

Critical Path
Plumbing &
Drywall Cabinets Flooring
Electric

END

Painting Decorating

Slack or Float Tasks

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Identifying Positive risks are called
and opportunities.
Responding to
Risk Negative risks are called
threats.

Risk
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Positive and
Negative Risk?

THREATS
Negative risks are called Positive risks are called
threats opportunities

OPPORTUNITIES
The purpose of risk management is to actively predict risks
that might impact the project objectives and to manage those
that have already occurred.

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Taking
Advantage of
Opportunities

Exploit Escalate Share

Enhance Accept

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Review Your
Risk Strategy

Do your risk management plans trigger any secondary risks?

Will any residual risk remain once your responses have been
carried out?

Repeat until residual risk is compatible with the organization’s risk

appetite.

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Subsidiary
Management
Plans
Scope Requirements Schedule Cost Quality
management management management management management
plan plan plan plan plan

Resource Communications Risk Procurement Stakeholder

management management management management engagement
plan plan plan plan plan

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53
Matching Activity: Project Management Planning Terms

Can estimate the earliest end

Scope Creep
date for a project

Work Breakdown Structure Can result in cost overruns and

(WBS) delays
Click to begin
Critical Path Scope Decomposition

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54
Directing and Managing Project Work

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55
Directing and
Process Performance
Managing Processes
Group Domain
Project Work
Execution Work Acquire Resources
Delivery Develop Team
Manage Team
Direct and Manage Project Work
Manage Quality
Manage Communications
Manage Stakeholder Engagement
Conduct Procurements

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56
Factors that
Facilitate
Adaptive
Approaches

Organizational Process Enterprise

Assets Environmental Factors

A Guide to the Project

Management Body of
Knowledge (PMBOK® Guide) –
Seventh Edition

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Organizational
Process
Assets (OPA)

Business

Process Assets (OPA)

Templates Policies
Plans

Organizational
Protocols Knowledge

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58
Enterprise
Environmental INTERNAL EXTERNAL
Factors (EEF)
■ Organizational process assets ■ Marketplace conditions,
such as tools, methodologies, regulatory environment, social and
approaches, templates, cultural influences, commercial
frameworks, or PMO resources databases, and industry standards

Environmental Factors
■ Governance policies and ■ Political climate, regional
processes, including procedures customs and traditions, public

Enterprise
and practices for security and holidays and events, codes of
safety conduct, ethics, and perceptions
■ IT resources, organizational ■ Academic research examples,
culture and structure, resources, such as industry studies,
and infrastructure—including their publications, and benchmarking
geographic distribution and their results
capacity and capability

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… Directing
and Managing
Project Work
Comes Later
in Our
Training

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Monitoring and Controlling
Project Work

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Monitoring
Process Performance
and Processes
Group Domain
Controlling
Project Work Monitoring Measurement Monitor and Control Project Work
and Control Costs
controlling Control Schedule
Monitor Risks
Validate Scope
Control Scope
Perform Integral Change Control
Monitor Stakeholder Engagement

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62
Life Cycle
Sequence

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63
Managing
Issues
An issue is a current condition or situation that may have an
impact on the project objectives.

Whenever an issue is raised, it should be addressed as soon as

possible to avoid complications later.

The issue needs to be recorded, assigned, and researched,

and a resolution needs to be proposed.

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Issue Tracking
Log

Issue No Raised Date Description Impact Resolution Assigned Date

by Opened to Closed

Some project managers might choose to log and track a specific

issue in a risk register and manage it as a risk or an uncertainty.

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65
Change
Clarify the need for the change.
Requests

Formally log and document the change

Evaluate the change and document its impact

Get a decision on the proposed change

If the change is approved, create a new baseline and

update all project documentation

Communicate to the team and impacted stakeholders

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Monitoring
and
Controlling
Project Cost
and Schedule

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Closing the Project or Phase

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Closing the
Process Performance
Project or Processes
Group Domain
Phase
Closing Delivery Close Project or Phase

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Meanwhile, Over at Tickets!

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Choosing
Your Teams’
Ways of
Working:
Steve Nicol
User
Experience
Team

Tom and his team need to upgrade the Tickets! website and app
to fix some known problems and improve the user experience.

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Choosing
Your Teams’
Ways of
Working:
Emilie Mallory
and the Legal
Team

Emilie and her team need to make sure Tickets! complies with
privacy regulations in all the markets in which they plan to sell
tickets.
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Your Task

Your task is to choose and justify the most appropriate

approach for each team.

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Return and
Report

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Wrapping Up

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Summary • When should you choose a predictive, plan-based methodology?

• Process groups of the predictive, plan-based approach

• Tailoring a predictive life cycle

• Creating a project charter

• Building the project team

• Developing a project management plan

• Directing and managing project work

• Monitoring and controlling project work

• Closing the project or phase

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Up Next:
Project Work and
Delivery

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