PMP Chap 7 - Project Cost Management - Part 2Anand Bobade
The document discusses project cost management processes from Chapter 7 of the PMBOK Guide. It focuses on the Determine Budget process, providing details on its inputs such as the cost management plan, scope baseline, activity cost estimates, project schedule, and risk register. Tools and techniques for Determine Budget like cost aggregation, reserve analysis, and historical relationships are also explained. Key outputs include the cost baseline, project funding requirements, and updates to project documents.
PMP Chap 2- Org. Influence and Project Life CycleAnand Bobade
The document discusses different organizational structures that can influence project management. It describes functional, projectized, and matrix structures. In a functional structure, departments are grouped by specialty and execute their own projects, but project managers have little authority. A projectized structure dedicates resources solely to projects and gives project managers full control. Matrix structures combine functional and project aspects, and can be strong (project-dominant), weak (functional-dominant), or balanced. The document emphasizes that understanding an organization's structure helps a project manager effectively navigate authority, communication, and resource allocation.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
PMP Chap 7 - Project Cost Management - Part 2Anand Bobade
The document discusses project cost management processes from Chapter 7 of the PMBOK Guide. It focuses on the Determine Budget process, providing details on its inputs such as the cost management plan, scope baseline, activity cost estimates, project schedule, and risk register. Tools and techniques for Determine Budget like cost aggregation, reserve analysis, and historical relationships are also explained. Key outputs include the cost baseline, project funding requirements, and updates to project documents.
PMP Chap 2- Org. Influence and Project Life CycleAnand Bobade
The document discusses different organizational structures that can influence project management. It describes functional, projectized, and matrix structures. In a functional structure, departments are grouped by specialty and execute their own projects, but project managers have little authority. A projectized structure dedicates resources solely to projects and gives project managers full control. Matrix structures combine functional and project aspects, and can be strong (project-dominant), weak (functional-dominant), or balanced. The document emphasizes that understanding an organization's structure helps a project manager effectively navigate authority, communication, and resource allocation.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
PMP Chap 5 - Project Scope Management - Part 2Anand Bobade
The document discusses creating a work breakdown structure (WBS) as part of project scope management. It explains that a WBS subdivides project deliverables and work into smaller, more manageable components. It provides details on defining a WBS, including inputs like the scope management plan, project scope statement, and requirements documents. Techniques for creating a WBS involve decomposition and expert judgement. The main outputs are the scope baseline, which includes the project scope statement, WBS, and WBS dictionary, and updates to project documents.
PMP Chap 3 - Project Management ProcessesAnand Bobade
The document discusses project management processes and concepts. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also discusses knowledge areas, project information, and the interactions between processes. The goal is to help readers learn project management concepts and prepare for the PMP certification exam.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Pmp chap 11 - project risk management v0.1Anand Bobade
The document provides information about project risk management concepts and processes. It begins with an overview of risk management and its importance for project success. It then discusses the key risk management processes including planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Specific techniques for identifying risks such as expert judgment and Delphi technique are also covered. The document aims to help readers learn project risk management and prepare for the PMP certification exam.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
PMP - Download 49 Processes Chart | PMBOK6 | Links to all Slides | Link to Yo...Anand Bobade
The document outlines the 49 processes in project management organized by knowledge areas. It includes initiating, planning, executing, monitoring and controlling, and closing processes. For each knowledge area like scope management and schedule management, it lists the relevant processes and provides links to presentation slides and YouTube videos explaining each process. The document was created by Anand Bobade to provide resources on understanding and learning the 49 processes.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document discusses project cost management and control cost processes. It provides definitions and explanations of key concepts like earned value management, cost and schedule performance indexes, variance analysis, and forecasting. It also includes examples of how to calculate earned value, schedule and cost variances, and performance indexes to monitor project performance and costs. Input, tools and techniques, and outputs of the control cost process are defined based on the Project Management Body of Knowledge.
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
PMP Chap 5.0 Scope Management OverviewAnand Bobade
The document discusses project scope management. It defines scope management as including processes to ensure a project includes all required work and only work needed to successfully complete the project. It outlines the six key processes in scope management: plan scope management, collect requirements, define scope, create a work breakdown structure, validate scope, and control scope. It also covers scope definitions, differences between project and product scope, considerations for predictive versus agile approaches, and the roles of business analysts.
PMP Chap 5 - Project Scope Management - Part 2Anand Bobade
The document discusses creating a work breakdown structure (WBS) as part of project scope management. It explains that a WBS subdivides project deliverables and work into smaller, more manageable components. It provides details on defining a WBS, including inputs like the scope management plan, project scope statement, and requirements documents. Techniques for creating a WBS involve decomposition and expert judgement. The main outputs are the scope baseline, which includes the project scope statement, WBS, and WBS dictionary, and updates to project documents.
PMP Chap 3 - Project Management ProcessesAnand Bobade
The document discusses project management processes and concepts. It describes the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also discusses knowledge areas, project information, and the interactions between processes. The goal is to help readers learn project management concepts and prepare for the PMP certification exam.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
Pmp chap 11 - project risk management v0.1Anand Bobade
The document provides information about project risk management concepts and processes. It begins with an overview of risk management and its importance for project success. It then discusses the key risk management processes including planning risk management, identifying risks, performing qualitative and quantitative risk analysis, planning risk responses, and controlling risks. Specific techniques for identifying risks such as expert judgment and Delphi technique are also covered. The document aims to help readers learn project risk management and prepare for the PMP certification exam.
** PMP® Training: https://www.edureka.co/pmp **
This Edureka video on Project Management Tutorial will give you a complete insight of the fundamentals of Project Management along with its various phases and methodologies. This video will help you to learn following topics:
1. What is a Project?
2. Project Management
3. Advantages of Project Management
4. Skills Required for Project Manager
5. Project Management Phases
6. Project Knowledge Areas & Processes
7. Project Management Methodologies
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The document provides an overview of the role of a project manager. It discusses that a project manager plays a critical leadership role to achieve a project's objectives from initiation through closing. The role of a project manager is compared to that of an orchestra conductor who leads a team and has both management and technical knowledge. A project manager is defined as the person assigned by the organization to lead the team responsible for achieving the project's objectives and has influence within the project team.
PMP - Download 49 Processes Chart | PMBOK6 | Links to all Slides | Link to Yo...Anand Bobade
The document outlines the 49 processes in project management organized by knowledge areas. It includes initiating, planning, executing, monitoring and controlling, and closing processes. For each knowledge area like scope management and schedule management, it lists the relevant processes and provides links to presentation slides and YouTube videos explaining each process. The document was created by Anand Bobade to provide resources on understanding and learning the 49 processes.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document discusses project cost management and control cost processes. It provides definitions and explanations of key concepts like earned value management, cost and schedule performance indexes, variance analysis, and forecasting. It also includes examples of how to calculate earned value, schedule and cost variances, and performance indexes to monitor project performance and costs. Input, tools and techniques, and outputs of the control cost process are defined based on the Project Management Body of Knowledge.
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
PMP Chap 5.0 Scope Management OverviewAnand Bobade
The document discusses project scope management. It defines scope management as including processes to ensure a project includes all required work and only work needed to successfully complete the project. It outlines the six key processes in scope management: plan scope management, collect requirements, define scope, create a work breakdown structure, validate scope, and control scope. It also covers scope definitions, differences between project and product scope, considerations for predictive versus agile approaches, and the roles of business analysts.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
What is the Client Involvement in an Implementation/Upgrade? | BDO Connection...BDO IT Solutions
A new project is starting. You have selected your product and you have selected your partner. Do you sit back and wait for the delivery of your new system? How can you prepare for your new system? What activities can the client engage in to participate in the implementation? If resources are limited, what are the best places to focus time? We will explore expectations every client should be aware of, how your participation can reduce cost and reduce risk in the project. Hear from Tammy Robertson, Unilock Group of Companies' Project Manager, on the successful testing and validation processes they have used to ensure seamless implementations and upgrades at all their sites.
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
Pmp chap 11 - project risk management - Part 2Anand Bobade
This document discusses quantitative risk analysis as part of project risk management. It begins by defining quantitative risk analysis and distinguishing it from qualitative risk analysis. It then discusses the purpose and process of quantitative risk analysis according to the Project Management Body of Knowledge (PMBOK). This includes describing the inputs, tools and techniques, and outputs involved in performing quantitative risk analysis. Specific techniques like data gathering, probability distributions, sensitivity analysis, and expected monetary value are explained in detail with examples.
The document discusses key aspects of project integration management including:
1) The importance of project integration management and coordinating all project knowledge areas.
2) How the Airbus A380 project faced integration issues due to software version mismatches.
3) Key project integration processes like developing plans, directing execution, monitoring, and change control.
4) Methods for project selection like NPV, ROI, weighted scoring, and how a project charter and management plan are used.
Project Management Institute (PMI) enables its members to meet their peers, make new contacts, network and build knowledge. Share solutions and ideas. Enjoy activities and events. This presentation is a project that helps other PMI members build their knowledge, skills, and abilities in order to sit for the Project Management Professional (PMP) test.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document discusses the process of monitoring risk in project management. It involves tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the effectiveness of the risk management process. Key activities include performing data analysis, conducting risk audits and meetings, technical performance measurement, and reserve analysis. The goals are to improve the efficiency of the risk approach and optimize risk responses. Updates to project documents, risk register, and lessons learned are outputs of this process.
Faster New Product Introduction Using Oracle Project Portfolio ManagementMohan Dutt
The document discusses using Oracle Project Portfolio Management to improve product development processes and increase revenues, decrease costs, and improve profitability. It outlines pressures from shorter product life cycles and cost pressures that necessitate faster new product introduction. It then describes the new product life cycle and key phases, benefits of project collaboration, an overview of the product management process, and how to create and manage projects, resources, budgets, deliverables, and reports in Oracle Project Portfolio Management.
This document outlines the project management team structure for delivering a new content management system (CMS) and website 2.0 project. It introduces the key roles of the project board, project team, and review team. The project board provides executive direction and approval/decline authority. The project team is responsible for scoping, designing, building, testing, and delivering the project. The review team provides visibility, focus, and control to ensure the project stays on track and delivers promised outcomes. The presentation reviews the responsibilities and communication structure of the project management team and explains why this framework is needed to plan resources, obtain definitions, avoid issues, and provide progress visibility.
Similar to PMP Chap 4 - Project Integration Management - Part1 (20)
The document discusses the Manage Communications process from the Project Communication Management knowledge area. Manage Communications involves creating, collecting, distributing, storing, retrieving and disposing of project information according to the communication management plan. It ensures effective information flow between stakeholders. Key inputs include the project management plan, project documents, work performance reports, and enterprise/organizational factors. Techniques include communication skills, project reporting, meetings, and using a project management information system. Outputs include updated project communications, management plans, documents, and organizational process assets.
The document discusses the process of determining the budget for a project. It involves aggregating estimated costs from the work breakdown structure to establish a cost baseline. The cost baseline is the approved time-phased budget that is used as a basis for monitoring costs. Determining the budget requires inputs like project documents, agreements, historical data, and the project management plan. Techniques used include cost aggregation, data analysis, and funding reconciliation. Key outputs are the cost baseline, funding requirements, and updates to project documents.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
The document discusses the process of sequencing project activities from the Project Management Body of Knowledge (PMBOK) 6th edition. It describes identifying and documenting relationships among project activities to define the logical sequence of work for greatest efficiency. Key tools include precedence diagramming, dependency determination, leads and lags, and project management information systems to develop the project schedule network diagram showing activity sequences and relationships. The outputs are the updated project schedule network diagram and project documents.
The document discusses Plan Schedule Management from the Project Management Body of Knowledge (PMBOK) 6th edition. It defines Plan Schedule Management as establishing policies, procedures, and documentation for planning, developing, managing, executing, and controlling a project's schedule. The key inputs are the project charter, project management plan, enterprise environmental factors, and organizational process assets. Techniques used include expert judgement, data analysis such as alternative analysis, and meetings. The main output is the Schedule Management Plan, which establishes how the project schedule will be defined, sequenced, estimated, developed, and controlled.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
5. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Integration Management - Characteristics
Includes characteristics of unification, consolidation,
articulation & integrative actions that are crucial to
project successful completion
• Making single Process.Unification
• Joining multiple processes.Consolidation
• Collect data from different processes convert
into meaningful information, Reports.
Articulation
• Take actions after integrated analysis.Integrative actions
6. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
PMBOK Processes
Interaction
Real life Interaction
Integration is the key central activity in project management.
PM must consolidate & Integrate many action on day to day basis
(Changing requirements, resources, cost overrun, risks, issues etc.)
Integration managements processes holds entire project together.
Introduction - Process Integration
7. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
8. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
9. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter
Develop Project Charter Process definition
Develop Project Charter - ITTO
What is business Case?
Project selection approach
What is Project charter & its contents
Data flow diagram
Review
Self Assessment
4.1 I T&T O
10. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter
Formally authorizes a existence of a project, & provide
PM authority to apply organizational resources to
project activities.
Authorizes a
project.
Provide PM
authority.
Gets authority to
use organizations
resources.
Issued & signed by Project initiator or sponsor or
External authority( Customer, Dept. head or PMO etc.)
4.1 I T&T O
11. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter
It should be broad, but sufficiently detailed.
Can be considered as project Kick-off document.
PM should be assigned as early as possible.
Preferably, while Charter is defined or prior to planning.
Project Charter Contains:
Business
Need
High level
requirements
Summary
Milestones
Summary
Budget
High level
risks
Project
Manager
assignment
4.1 I T&T O
12. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter->ITTO
Input
• Project statement
of work
• Business Case
• Agreements
• Enterprise
Environmental
Factors
• Organizational
process assets
Tools &
Techniques
• Expert Judgment
• Facilitation
Techniques
Outputs
• Project
charter
4.1 I T&T O
13. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project
Statement of
work
Business
Case
Agreements
Enterprise
Environmental
Factors
Organizational
process Assets
4.1 Develop Project Charter -> Input
4.1 I T&T O
14. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input-> Project SOW
Project
Statement of
work
It is a narrative description of products, services or
results to be delivered by project. It contains:
created before
project initiation
Goals
Business need
Product scope description
Risks, Assumption and Constraints
Acceptance Criteria
Summary Milestones & Budget
Product Scope Description
Characteristics of Product,
service or results
Relationship between products,
service or results
Business need that product will
address
4.1 I T&T O
15. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input-> Project SOW
Project
Statement of
work
Who issues Statement of work (SOW)?
• SOW
• (Business Need, Product Scope &
strategic Plan alignment)
• Procurement SOW
• (part of RFP or RFI etc)
Projects should be aligned with organization’s strategic plan.
This ensures each project contributes to the overall objections of the organization.
External
Customer
Project
Initiator or
Sponsor
4.1 I T&T O
16. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Vision Mission Values Objective Strategies GoalsStrategic plan
contains
4.1 Develop Project Charter -> Input -> Statement of Work
4.1 I T&T O
17. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input -> Business Case
Business
Case
A documented economic feasibility study used to
establish validity of the benefits of a selected project.
Used as a basis for authorization of further project
work.
Describes information from a business standpoint to
determine whether project is worth investment.
Written by
Project
initiator
Sponsor Stakeholder.
4.1 I T&T O
18. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input -> Business Case
Business
Case
Decision Making by Manager or Above Periodically reviewed
Business Case contains:
Business background
Business Benefits
Assumption & Constraints
GAP analysis, Cost Benefit analysis
Expected Cost, ROI
Identify Business need Establishes feasibility
Establishes business value & importance
(Cost-benefit analysis)
4.1 I T&T O
19. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project Selection Approach:
4.1 Develop Project Charter -> Input -> Business Case
• Murder board (a panel of people who try to
shoot down a new project idea)
• Peer review , Scoring models , & Economic
models
Benefit measurement
methods
(Comparative
approach)
• Linear programming , Integer programming:
Allocating limited resources in optimal way.
• Dynamic programming, Multi-objective
programming
• Programming – not referring to computer
programing but it means planning.
Constrained
optimization methods
(Mathematical
approach)
4.1 I T&T O
20. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Economic models for project selection
4.1 Develop Project Charter -> Input -> Business Case
Present value
(PV)
Future value
(FV)
Net present
value (NPV):
Internal rate of
return (IRR)
Payback period Cost benefit
analysis
4.1 I T&T O
21. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection
Money: Value depends on time.
• Receiving AED 100 today has different meaning than receiving it after 1 year.
• So, there is PV – Present value & FV – Future value.
Money
Value as of Today (PV) Future value (FV)
4.1 I T&T O
22. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> FV
• You have 1,000 • Years : 2 years
• Interest: 5% (or 0.05)
• Future Value (FV) = ??
The future value ( FV ):
• How much an asset or cash will be worth at a specific time in the
future.
FV = 1,000 (1 + 0.05)^2 )
FV = 1,000 * (1.05^2)
FV = 1,000 * 1.1025
FV = 1,102.5
What is future value of 1000 kept in a bank for 2 years with interest rate of 5%
FV = PV (1 + R)
n
• Present valuePV:
• Future valueFV:
• time of yearsn:
• Interest rateR:
4.1 I T&T O
23. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> PV
Present Value:
• The value, as of date of valuation.
• PV <= FV; because money has interest-earning potential
Present Value (PV)
Interest: 5%
Amount = 1,000
After 1 year
PV = 1,000 / [(1 + 0.05)^1] PV = 1,000 / (1.05^1) PV = 1,000 / 1.05 PV = 952
Hey Ajay, I will pay you 1,000 after one year. Can you please give me some money?
What is present value of 1,000, which Ajay will receive one year from now, if interest rate is 5%
PV =
FV
(1+ R)n
Ajay Raj
4.1 I T&T O
24. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> PV
•Present Value (PV) = ?? •Years : 3 years
•Interest: 10% (or 0.1)
•Future Value (FV) = 3,000
PV = 3,000 / [(1 + 0.1)^3]
PV = 3,000 / (1.1^3)
PV = 3,000 / 1.331
PV = 2253.94
What is present value of 3,000 received three year from now, if we expect interest
rate to be 10%?
• Present valuePV:
• Future valueFV:
• time of yearsn:
• Interest rateR:
PV =
FV
(1+ R)n
4.1 I T&T O
25. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> NPV
Net present value (NPV):
• It is PV of total benefits, minus cost over many time periods.
• Helps to compare projects & select best project.
• If NPV > 0; accept the project. The project with greater NPV is selected.
Investment (or initial cost)
( Express as negative number) All Present value’s of all possible future incomes
If project costs 100,000 & generates income as below with discounted rate of 10%. Calculate NPV?
FV (Year 1) = 50,000; FV(Year 2) = 37,000; FV(Year 3) = 43,000
PV1 = 50,000 / (1 + 0.1) ^1 = 45455.54
PV2 = 37,000 / (1 + 0.1) ^2 = 30578.50
PV3 = 43,000 / (1 + 0.1) ^3 = 32306.53
NPV = (-100,000) + 45455.54 + 30578.50 + 32306.53
NPV = 8,339.57
4.1 I T&T O
26. By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> IRR
Internal Rate of Return-
• Interest rate received for an investment consisting of payments
& income that occur at regular periods.
• Select Project with higher IRR.
• IRR calculation is complex & out of the scope of this PMP exam.
• To simplify, think project as bank account. You put money in project
which return interest.
Invest in project A - Call Center
upgrade with IRR of 10%
Invest in project B - Software
upgrade with IRR of 9%
Organization is investment of 5 million & has to choose the project
4.1 I T&T O
27. By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection -> PBP
Payback Period:
• The time it takes to recover your investment in the
project before you start accumulating profit.
• Less payback period is better.
Plan to buy property
worth 1 million
Return 200K per year
Payback period = 5 years
Return 250K per year
Payback period = 4 years
4.1 I T&T O
28. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Interest rate received for an
investment consisting of
payments and income that
occur at regular periods
Internal Rate of Return:
The time it takes to recover
your investment in the project
before you start accumulating
profit.
Payback Period:
4.1 Develop PC -> Input -> BC -> Project Selection
4.1 I T&T O
29. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection
There are four projects:
- Finance System upgrade with IRR of 10%
- Upgrading company infrastructure with IRR of 12%
- Setting centralized call centre with IRR of 14%
- CRM implementation with IRR of 14.5%
During Investment review board meeting CEO asked your recommendation to select the project.
What is you suggestion?
A) Finance System upgrade
B) Upgrading company infrastructure
C) Setting centralized call centre
D) CRM implementation
Answer :.
D) CRM Implementation
Note that, you select project with highest IRR.
4.1 I T&T O
30. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection
Cost Benefit Analysis or Benefit Cost Analysis
• It indicates how much benefit (as
%) you will get for each unit of
cost that you will invest.
• BCR = Benefit / Cost
• BCR < 1 is bad.
• BCR > 1 is good.
• The project with the bigger BCR is
the better one.
• Also, called as profitability index
Benefit Cost Ratio(BCR)
• Compares costs to benefits.
• CBR = Cost/Benefit
• CBR > 1 is bad.
• CBR < 1 is good.
• The project with the smaller CBR
is the better one.
Cost Benefit ratio (CBR)
4.1 I T&T O
31. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection
Using the Benefit Cost Ratio, which of the following projects do you
select?
A) Project A with a BCR of 1.2
B) Project B with a CBR of 0.90 and cost of 100,000
C) Project C with a cost of $100,000 and benefits of 110,000
D) Project D with a BCR of .90
Answer :
The higher the BCR the better.
Project A has the highest BCR of 1.2, hence answer is A) Project A with a BCR of 1.2
Note: For option B; We cannot compare a CBR to a BCR. We have to first calculate its BCR.
Step1: Calculate benefit => CBR = Cost/Benefit; Benefit= cost/CBR = 100,00 / 0.9 = 111,111
Step2: Calculate BCR = Benefit/Cost = 111,111 /100,000 = 1.11.
Hence, Project A has higher BCR ‘1.2’ compare to project B ‘1.11’
4.1 I T&T O
32. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop PC -> Input -> BC -> Project Selection
• Net Present value (NPV)Higher
• Internal Rate of Return (IRR)Higher
• Benefit Cost ration (BCR)Higher
• Pay back Period (PBP)Lower
Project selection : Select project with
4.1 I T&T O
33. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input -> Agreements
Agreements
Any document or communication that defines the
initial intentions of a project.
Contract
Memorandum of Understanding (MOU’s)
Service Level Agreements (SLA)
Letter of agreements
Letter of intents
Verbal Agreement
Email or other written agreements
Agreement
forms:
4.1 I T&T O
34. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input -> EEF
Enterprise
Environmental
Factors
Market conditions:
• For Business case approval which will lead to Project charter.
Organizations structure:
• For Project charter approval decision.
Resources:
• PM allocation
4.1 I T&T O
35. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Input -> OPA
Organizational
process Assets
Project initiation & approval process.
• Program or Portfolio management methodology.
Project Management methodology.
• For Project charter approval decision.
Historical data:
• Data related to similar projects.
• Lessons learned.
4.1 I T&T O
36. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Tools & Techniques
Expert Judgment
Facilitation
Techniques
4.1 I T&T O
37. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> T&T -> Expert Judgment
Expert Judgment
Asses inputs (Business case, Project SOW, agreements
etc.) used to develop project charter.
Can be applied to all technical & management details
during this process.
Industry expertise Technical expertise
Financial/Costing expertise
Project Management
expertise
Area’s of
expertise
Experts:
SME
Other units
within
organization
Consultants
Other
Stakeholders
(including
customer)
Professional &
technical
associations
Industry
groups
PMO
4.1 I T&T O
38. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter->T&T->Facilitation Technique
Facilitation
Techniques
It help’s group of people understand their common objectives & assists
them to achieve these objectives.
Helps develop a consensus for decision. Cross functional team
members are involved.
Reconciling stakeholder differences, and guides development of
project charter.
Technical
expertise
Industry /
Operational
expertise
Financial /
Costing
expertise
Project
Management
expertise
Facilitated
meeting
Brainstorming
Project
Charter:
- Project
Objective
- High level
description
- Budget
Neutral
Observer
Brainstorming Conflict resolutions Problem solving
Meetings
management
4.1 I T&T O
39. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project
Charter
4.1 Develop Project Charter -> Output
4.1 I T&T O
40. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project
Charter
Formally authorizes a project & provide PM with
authority to apply organizational resources to project.
Project Purpose or Justification.
Measurable objectives & success
criteria's.
High level requirements.
High level project description.
High level risks.
4.1 Develop Project Charter->Output-> Project Charter
4.1 I T&T O
41. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project
Charter
4.1 Develop Project Charter->Output-> Project Charter
Summary milestone schedule.
Summary budget.
Initial Stakeholder list.
Project approval requirements.
Assignment of Project manager.
4.1 I T&T O
42. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Process Flow
4.1 I T&T O
43. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Review
Develop Project Charter Process
What is statement of Work?
What is business Case?
What is PV, FV, NPV, Payback period etc
Techniques: Expert Judgement & Facilitation
technique
What is Project charter & its contents.
4.1 I T&T O
44. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Question1
Which process formally authorizes the project?
A. Receive project approval
B. Identify Project Manager
C. Develop preliminary project statement
D. Develop project charter
Answer: D. Develop project charter
Develop project charter process formally authorizes the project and identifies the project
manager.
4.1 I T&T O
45. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.1 Develop Project Charter -> Question2
Which of the following is not true about project charter?
A. Project charter is written by the Project Manager.
B. Project charter defines the purpose of the project
C. Identify and authorizes the Project Manager
D. Project charter is authorized by Executive Management
Answer: A. Project charter is written by the Project Manager.
4.1 I T&T O
46. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
4.1 I T&T O
47. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop Project Management Plan
Develop PMP Process definition
Develop Project Management Plan - ITTO
How to develop PMP?
Content of PMP.
What is process tailoring?
What are different subsidiary plans?
What are project documents?
Data flow diagram
Review
Self Assessment
4.2 I T&T O
48. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
4.2 I T&T O
49. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
4.2 I T&T O
50. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Why?
What?
Who?When?
How?
Manage
ment
4.2 Develop Project Management Plan
4.2 I T&T O
51. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop Project Management Plan
Prepare
With the Help of
Project
management
Team
Project Management Plan
Project Approach / methodology-phases
Contains Baselines (Scope, Cost, Schedule)
Describes how to Direct & Manage resources?
Describes how to Monitor & control resources
Describe how to manage changes?
Reporting structure, frequency etc
Document assumptions & Decisions
Used for stakeholder communication
4.2 I T&T O
52. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Defining
Preparing Coordinating
Integrating
Subsidiary
Plans
4.2 Develop Project Management Plan
The process of defining, preparing, coordinating &
integrating subsidiary plans.
It is a central document that defines the basis of all
project work.
4.2 I T&T O
53. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Scope Baseline Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirements
Management
Plan
Schedule
Manageme
nt plan
Cost
Management
Plan
Quality
Management
Plan
HR management
Plan
Communication
Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvement
Plan
Change
Management
Configuration
Management
Subsidiary plans:
4.2 Develop Project Management Plan
4.2 I T&T O
54. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop Project Management Plan
Integrates all Subsidiary plans.
Defines actions related to all project work.
Defines how project will be monitored, controlled &
closed.
Define Change Control process.
Live document–progressively updated/modified.
PMP should be approved before project work begins.
Scope
Baseline
Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirement
s
Management
Plan
Cost
Management
Plan
Quality
Management
Plan
HR
management
Plan
Communicati
on Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvemen
t Plan
Change
Management
Configuratio
n
Management 4.2 I T&T O
55. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
The PMP contains scope, schedule, and cost baselines,
against which the PM will need to report project
performance.
4.2 Develop Project Management Plan
Scope baseline :
Scope statement,
Work breakdown
structure (WBS),
and WBS dictionary
Schedule baseline:
The agreed-upon
schedule, including
the start and end
dates, Milestones.
Cost baseline :
The time-phased cost
budget
4.2 I T&T O
56. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Deviations from baselines are often due to incomplete
risk identification and risk management.
How to handle a problem on a project?
Look at your Project management plan to see how you
planned to handle such a problem.
Both are Different
4.2 Develop Project Management Plan
Project Management Plan
• How work will be performed
Project Schedule
• Activities/ Milestones on timeline
4.2 I T&T O
57. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Inputs
• Project charter
• Outputs from
other processes
• Enterprise
Environmental
Factors
• Organizational
process assets
Tools
&Techniques
• Expert Judgment
• Facilitation
Techniques
Outputs
• Project
Management
plan
4.2 Develop Project Management Plan->ITTO
4.2 I T&T O
58. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Project
Charter
Output from
Other Processes
EEF OPA
4.2 Develop Project Management plan -> Input
4.2 I T&T O
59. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PMP -> Inputs -> Project charter
Project
Charter
It acts as a starting point for initial planning
Purpose or Justification
Measurable objectives
High level requirements
High level project
description
Summary milestone
Summary budget
Stakeholder list
High level risks
Input to
develop PMP
Project
Management
Plan
Scope
(Requirements)
Schedule Project Budget
4.2 I T&T O
60. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PMP->Inputs->Output from other processes
Output from
Other Processes Communication
Management plan
Scope
Management plan
Quality
Management plan
Any baselines & subsidiary plans that are output
from other planning processes are input to PMP.
4.2 I T&T O
61. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PMP->Inputs->Output from other processes
Jan Feb Mar Apr
Project Management Plan
Scope Management Plan
Collect Requirements
Schedule Management Plan
Develop Schedule
Cost Management Plan
Develop Budget
Note: Similar logic is applicable for all other subsidiary plans
PMP will integrates details from plan’s of all knowledge areas.
Further, scope, time & cost knowledge area’s all planning processes has to complete
to generate respective baselines, which will be incorporated in PMP.
4.2 I T&T O
62. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PMP->Inputs-> EEF
Enterprise
Environmental
Factors
PMIS:
• PMP has to consider organizations PMIS and integrate its utilization
& adaptation in the project.
Company infrastructure:
• Staffing arrangement & communication may be dependant on
available infrastructure.
Organization structure & resources:
• Organization structure may impact PMP approval.
• Existing resource capabilities may impact PMP.
4.2 I T&T O
63. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PMP->Inputs-> OPA
Organizational
process Assets
Project Management methodology.
• Project approach/ Phases & PMP preparation.
Historical data:
• Data related to similar projects.
• Lessons learned.
4.2 I T&T O
64. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Expert Judgment
Facilitation
Techniques
4.2 Develop Project Management plan-> Tools and Techniques
4.2 I T&T O
65. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Tailor process
Develop technical and management details
Determine resources and skill levels
Define level of configuration management
Work prioritization
Technical expertise
Quality management
expertise
HR & Training Expertise
Configuration
Management expertise
Experts
4.2 Develop PM plan-> T&T -> Expert Judgment
Expert Judgment
4.2 I T&T O
66. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> T&T -> Facilitation Techniques
Facilitation
Techniques
It help’s group of people understand their common objectives &
assists them to achieve these objectives.
Helps develop a consensus for decision. Cross functional team
members are involved.
Reconciling stakeholder differences, and guides development of
PMP.
Technical
expertise
Industry /
Operational
expertise
Quality,
Financial
expertise
Project
Management
expertise
Facilitated
meeting
Brainstorming
Neutral Observer Brainstorming Conflict resolutions Problem solving
Meetings
management
4.2 I T&T O
67. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop Project Management plan-> Output
Project
Management
plan
4.2 I T&T O
68. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
Describes how project will be executed, monitored and
controlled.
It integrates & consolidates all subsidiary plans and
baselines from planning processes.
PMP contents:
Project authorization
Project Approach / Phases
Project Baselines
Subsidiary Plans
Integrated Change control
Performance measurements & Reporting
Links to supporting documents
4.2 I T&T O
69. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
PMP may also include the flowing's:
Project Lifecycle & applicable processes for each phase
How work will be executed to meet project objectives
How integrity of project baseline will be maintained
Communication among stakeholders
Key management review for constraints
Configuration management plans
4.2 I T&T O
70. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Process Tailoring (Software development example):
Select Project Management
processes for each phase
Detail level of process
implementation
Description of selected
process Tools & Techniques
Majority of planning &
some Direct/manage
process.
Initiate Study Design Build &
Test
Operate
Majority of initiation
& some planning
processes
Majority of Direct/manage
& Monitoring/controlling
processes
Some of Direct/Manage,
M&C and majority closing
processes
4.2 I T&T O
71. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
Subsidiary plans of PMP:
Scope Baseline Schedule
baseline
Cost Baseline Scope
Management
Plan
Requirements
Management
Plan
Cost
Management
Plan
Quality
Management
Plan
HR management
Plan
Communication
Plan
Stakeholder
Management
Plan
Risk
Management
Plan
Procurement
Plan
Process
Improvement
Plan
Change
Management
Configuration
Management
4.2 I T&T O
72. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
Supporting documents / other project documents:
Project Agreements/ contacts
Seller Information
Project forecasts
Activity lists
Project estimates
Performance assessments
4.2 I T&T O
73. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Output -> Project Management Plan
Project
Management
plan
Project Statement of work
Project funding requirements
Project charter
Milestone list
Stakeholder Register
Issue log
Risk Register
Change Request
Change log
Forecast & analysis:
• Cost Forecast
• Schedule Forecast
• Team performance assessment
• Work Performance Data
• Work Performance Information
• Work Performance Reports
Schedule related:
•Activity List , Activity attributes
•Activity resource requirements
•Resource calendars
•Project Schedule Network diagram,
•Project Schedule, Project Calendar
•Schedule data
•Project staff assignments
•Resource breakdown structure
Cost related:
•Basis of estimates
•Activity cost estimates
Quality related:
•Quality Checklist
•Quality Metrics
•Quality control measurements
Procurement relates:
•Procurement documents
•Procurement SOW
•Sellers proposal
•Source selection criteria
•Agreement
Requirements related
•Requirements documents
•Requirement Traceability Matrix
Project documents (No need of CR for updating these docs.)
4.2 I T&T O
74. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Process Flow
4.2 I T&T O
75. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop Project Management Plan -> Review
Develop Project Management Plan Process
Tools & Techniques: Expert Judgement &
Facilitation techniques
Why PMP?
Content of PMP.
Process tailoring?
Different subsidiary plans.
Difference between PMP & Project documents.
4.2 I T&T O
76. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.2 Develop PM plan-> Question1
The project management team has selected the project management
processes that will be used in an Software development project. In
which document, project sponsor will be able to find such information?
A. Project charter
B. Project Statement of work
C. Project scope statement
D. Project management plan
Answer: D. Project management plan
4.2 I T&T O
77. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
4.2 I T&T O
78. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work
Direct & Manage Project Work Process definition
Direct & Manage activities.
Direct & Manage Project Work - ITTO
How to deal with Approved Change request.
What is PMIS?
What is work performance data?
Data flow diagram
Review
Self Assessment
4.3 I T&T O
79. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.1 Develop Project Charter:
Formally authorizes a project, and provide the project
manager with the authority to apply organizational
resources to the project activities.
4.2 Develop Project Management plan:
The process of defining, preparing, coordinating and
integrating all subsidiary plans.
4.3: Direct and Manage Project work:
Carrying out the project management plan by
performing the activities included in it
4.3 I T&T O
80. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4. Integration Management processes
4.4 Monitor & Control Project Work:
Tracking, reviewing, and reporting the progress to meet
the performance objectives defined in the project
management plan
4:5 Perform Integrated change Control:
The process of reviewing all change requests,
approving changes and managing changes to
deliverables, OPA, project documents & PMP.
4.6 Close Project or phase:
Finalizing all project activities to formally close the
project
4.3 I T&T O
81. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Direct
resources
Manage
resources
Manage
Vendor
Train
resources
This is about executing the plan. Performing actual work.
Deliverables
(Prototype,
Software build,
tested
application)
Results in
4.3 Direct & Manage Project Work
4.3 I T&T O
82. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work
Focus on Delivering
Project results to
Achieve project
objectives. PM must spend
only necessary
efforts, time &
resources.
4.3 I T&T O
83. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work
The process of performing work defined in PMP
to achieve the project’s objectives.
It related to overall Management of project work.
Defined in PMP
Achieve Project
objectives
Performing work
4.3 I T&T O
84. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work
Activities involved:
Perform activities to
collect requirements
Create project
deliverables
Obtain, manage & use
resources
Provide Staff, training Establish & manage
project
communication
Generate project data
( Cost, schedule,
progress and quality)
4.3 I T&T O
85. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work
Manage risks Manage sellers
and suppliers
Manage
stakeholders
Document
Lesson learned
Issue change
requests
Implements
standards
Activities involved:
4.3 I T&T O
86. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->TTIO
Input:
• Project
management
plan
• Approved
Change
request
• EEF
• OPA
Tools &
Techniques:
• Expert Judgment
• Project
Management
Information
System
• Meetings
Outputs:
• Deliverables
• Work
performance
data
• Change request
• PMP update
• Project
document
updates
4.3 I T&T O
87. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project work-> Input
Project
Management Plan
Approved Change
Request
Enterprise
Environmental
Factors
Organizational
process
Assets
4.3 I T&T O
88. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project work-> Input -> PMP
Project
Management Plan
Describes how project will be executed, monitored and
controlled.
Perform activities to
collect requirements
Obtain, manage & use
resources
Establish & manage
project
communication
Scope Management
Plan
HR management
Plan
Communication Plan
4.3 I T&T O
89. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project work-> Input -> Approved CR
Approved Change
Request
It is output of Perform Integrated change Control process.
Approved CR’s are scheduled & implemented by project team.
Corrective action —Realigns the performance of
the project work with PMP. E.g., add temporary
resource to recover from delay.
Preventive action—Ensures future performance
of project work is aligned with PMP (minimize
risks). E.g., add resource to ensure timely
completion of activities to avoid future delay.
Defect repair—Modify a nonconforming product
or product component. E.g., add additional test
cycle to ensure all defects are fixed & tested.
Change
request can
be raised as
4.3 I T&T O
90. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project work-> Input -> Approved CR
Approved Change
Request
Create CR Analyse CR Present to CCB
Approve/Reject
CR
Implement Change
Create/ update
deliverables
Perform
additional testing
Acquire new
resources
Direct & manage project work
Perform Integr’d Change Control
4.3 I T&T O
91. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project work-> Input -> EEF
Enterprise
Environmental
Factors
Organizational, company, or customer culture and structure of
the performing or sponsor organizations
Infrastructure (e.g., existing facilities and capital equipment);
Personnel administration (e.g., hiring and firing guidelines,
employee performance reviews, and training records)
Stakeholder risk tolerances, for example allowable cost overrun
percentage.
PMIS (Scheduling software tool, a configuration management
system, an information collection & distribution system etc)
4.3 I T&T O
92. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work-> T&T
Expert Judgment
PMIS
Meetings
4.3 I T&T O
93. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->T&T->Expert Judgment
Expert Judgment
Risk Management experts Technical experts
Quality experts
EVM / Performance
management experts
Expertise provided by:
It is applied to all technical and management details
during this process.
Review approved change request for updating deliverables
Discuss completed deliverables
Discuss work performance data which may lead to raising a
change request
4.3 I T&T O
94. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->Tools & Technics-> PMIS
Project
Management
Information
System
It’s collection of tools helps project manager & project
management team to perform project management activities;
efficiently manage the project.
It automates information gathering and reporting on key
performance indicators (KPI).
Scheduling
Resource
management,
Change control
tool,
Procurement
management,
Project records
management
Cost management,
Performance
reporting,
Forecasting (SPI,
CPI)
PMIS
MS-Share point with MS-
Project
HP-Project Portfolio
Management
4.3 I T&T O
95. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->Tools & Technics-> PMIS
PMIS
Helps to plan, store, retrieve & distribute project
documents. Track resource utilization.
Work authorisation system.
• Ensure work is only started when formal authorization is
given. E.g., construction project with huge resource pool
Information collection
• e.g., no. or percentage of tasks completed
Information distribution
• Reporting on KPI’s (Schedule/Cost performance)
Manage Change requests
• Approval workflow, change log etc.
4.3 I T&T O
96. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->Tools & Technics-> PMIS
4.3 I T&T O
97. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->T&T-> Meetings
Meetings
Meeting Types
Information
Exchange
(WSR, Team
status meetings)
Brainstorming,
Option evaluation
or Design
Decision making
(Steering
committee, CCB
meetings)
Meetings should not be mixed
Should have well defined Agenda, Objective & timeframe.
Minutes of the meeting should be document and stored.
Most effective when all participants are face to face.
4.3 I T&T O
98. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Deliverables Work
performance data
(Raw data)
Change Request
4.3 Direct and Manage Project Work -> Output
PMP update Project document
updates
4.3 I T&T O
99. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work-> Output -> Deliverables
Deliverables
Any unique or verifiable product, result or a capability to perform the service.
Completion of a final deliverable indicates completion of project phase. E.g.,
Software build ready, means development phase of software project is
complete.
They are typically tangible components completed to meet the project
objective. Example are:
Elements of PMP
Requirements
documents
Completed
Product Signed Contract
Software
Component
Deliverables Verified deliverables
Monitoring & Controlling
process groupExecuting Process Group
Direct and Manage
Project work Control Quality
Examples:
4.3 I T&T O
100. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work-> Output -> Deliverables
Deliverables
• Done during execution phase of the Project.
• Executing process group
• Integration management - Direct &
Management Project work process (Output
is deliverables)
Produce
Deliverables
• To meet quality standards as defined in
Quality management plan.
• Monitoring & Controlling process group
• Quality management - Perform Quality
Control process. (Output - verified
deliverables)
Verify Deliverables
• For final Customer acceptance/approval.
• Monitoring & Controlling process group.
• Scope Management – Validate scope
process. (Output is Accepted deliverables)
Accept
Deliverables
4.3 I T&T O
101. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & Manage Project Work->Output->WPD
Work
Performance
Data (Raw data)
Raw observations and measurements identified during
activities being performed to carry out the project work.
Data is gathered through work execution and passed to the
controlling processes of each process area for further analysis.
Executing Process Group ->
Direct and Manage Project work
Control Scope Control Schedule Control Cost Control Quality Control Risks
Monitoring &
Controlling PG
Work completed
Technical performance
measures
Start & finish dates of
scheduled activities
No of Change requests Number of defects
Actual cost
Actual duration
4.3 I T&T O
102. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work-> Output -> Chang Request
Change Request
Formal proposal to modify any document, deliverables or baseline
Delay in work
Risk Mitigation
Acceptance failure
This process has
Approved CR as
Input & CR as
output
Corrective
action
Preventive
action
Defect repair
4.3 I T&T O
104. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work-> Process Flow
4.3 I T&T O
105. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work-> Quick review
What is purpose of Direct and Manage project work
process.
Tools & Techniques: Expert Judgment, PMIS, Meetings
What is change Request?
What are deliverables?`
What is work performance data?
4.3 I T&T O
106. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work -> Question1
Project work activities like Provide Staff, training & manage project team members
is done in which process
A. Direct and Manage Project work
B. Monitor & Control Project Work
C. Perform Integrated Project work
D. Close Project or phase
Answer: A. Direct and Manage Project work
4.3 I T&T O
107. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
4.3 Direct & manage project work -> Question1
Stakeholder risk tolerances, for example allowable cost overrun percentage is an
example of:
A. Organizational process assets
B. Enterprise Environmental Factors
C. Lesson Learned
D. Project Management Information System
Answer: B. Enterprise Environmental Factors
4.3 I T&T O
108. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
4.3 I T&T O