PMP Chap 4 - Project Integration Management - Part1

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PMP Chap 4 - Project Integration Management - Part1

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PMP Chap 4 - Project Integration Management - Part1

  1. 1. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) Chapter 4 : Project Integration Management (Part 1) Develop Project Charter Develop Project Management plan Direct and Manage Project work Monitor & Control Project Work Perform Integrated change Control Close Project or phase Initiating Planning Executing Monitoring & Controlling Closing Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  2. 2. By: Anand Bobade (nmbobade@gmail.com) Chapter 4 : Project Integration Management Introduction Project Integration Management Definition Project Integration Management Processes Each Process in details Review of Project Integration knowledge area Self Assessment
  3. 3. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) He is the Integrator of this Orchestra Maestro Introduction
  4. 4. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) Integration Management Definition Define processes needed to identify, define, combine, unify, & coordinate the various processes & Project Management activities. Processes & PM activities Integration ManagementIdentify Define Combine Unify Coordinate
  5. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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
  103. 103. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) 4.3 Direct & manage project work-> Output -> PMP & docs update PMP updates Scope, Requirements, Schedule, Cost, Quality, Process improvement, HR, Communication, Risk, Procurement, stakeholders, Baselines Project document updates Requirements documents, logs, Risk Register, Stakeholder Register 4.3 I T&T O
  104. 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. 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. 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. 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. 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
  109. 109. By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com) Thank You! To Learn Project Management, Contact Anand Bobade (055 5932004) •nmbobade@gmail.com •https://ae.linkedin.com/in/anandbobade •http://www.slideshare.net/anandbobade •Conduct Online training, Corporate Training, evening & weekend workshops. Free learning resources on slide share

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