The document discusses exam preparation for the Planning Process Group. It provides an overview of the planning processes, including defining the planning processes and knowledge areas. It then discusses several of the key planning processes in more detail, including their inputs, tools and techniques, and outputs. This includes collecting requirements, defining the project scope, and creating the work breakdown structure. The document is intended to help students understand the planning processes and prepare for the related questions on the PMP exam.
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Part of Cybrary's PMP certification course, these slides describe the 3rd of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
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The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
The document discusses project time management. It covers the importance of project schedules and how individual work styles and cultural differences can cause schedule conflicts. It then discusses key project time management processes like activity definition, sequencing, resource and duration estimating, and developing the project schedule. The critical path method is also explained as a technique to predict total project duration and determine which path has the least amount of slack.
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
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Follow us on Twitter: https://twitter.com/cybraryIT (@cybraryIT) & on Instagram: @cybrary.it
Part of Cybrary's PMP certification course, these slides describe the 3rd of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
Like us on Facebook: https://www.facebook.com/cybraryit/timeline or
Follow us on Twitter: https://twitter.com/cybraryIT (@cybraryIT) & on Instagram: @cybrary.it
The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
The document discusses project time management. It covers the importance of project schedules and how individual work styles and cultural differences can cause schedule conflicts. It then discusses key project time management processes like activity definition, sequencing, resource and duration estimating, and developing the project schedule. The critical path method is also explained as a technique to predict total project duration and determine which path has the least amount of slack.
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This chapter discusses the importance of project time management and key processes involved, including activity definition, sequencing, duration estimating, and schedule development. It describes tools like network diagrams, Gantt charts, critical path method, and critical chain scheduling that help project managers develop and control project schedules. The chapter emphasizes establishing realistic schedules, updating schedules regularly, and addressing people issues to manage schedule changes effectively.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
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.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of communications like effective listening, communication models, methods and tools are explained.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
This document provides an overview of project time management processes based on the Project Management Body of Knowledge (PMBOK). It discusses the key processes involved, including defining activities, sequencing activities, estimating activity resources and durations, developing the project schedule, and controlling the schedule. Tools like precedence diagramming, critical path method, resource leveling, and schedule compression are also summarized. The goal of project time management is to complete the project on time through planning, monitoring, and controlling the project schedule.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
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Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
Time Management within IT Project Managementrielaantonio
This document discusses project time management, which involves ensuring timely completion of a project. It outlines the seven main processes: 1) planning schedule management, 2) defining activities, 3) sequencing activities, 4) estimating activity resources, 5) estimating activity durations, 6) developing the schedule, and 7) controlling the schedule. Key aspects of each process are defined, such as developing a schedule management plan, creating an activity list and attributes, determining dependencies, and using techniques like critical path method, critical chain scheduling, and program evaluation and review technique.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
This document provides an overview of the initiating process group for an exam preparation course. It outlines the unit objectives which are to perform project assessment, develop the project charter, obtain approval for the charter, and perform key stakeholder analysis. It then describes the four main steps of the initiating process group: 1) performing project assessment, 2) defining the high-level project scope, 3) identifying high-level risks, assumptions and constraints, and 4) developing the project charter. It provides details on each step and what goes into a project charter including inputs like the project statement of work, business case, contract, and enterprise environmental factors.
The document provides an overview of key concepts in project management including the PMBOK Guide, project life cycles, knowledge areas, process groups, and roles of project managers, programs, and portfolios. It discusses the importance of stakeholder management and professional ethics. The purpose is to prepare students for an exam on the project management framework by defining important terms and concepts.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This chapter discusses the importance of project time management and key processes involved, including activity definition, sequencing, duration estimating, and schedule development. It describes tools like network diagrams, Gantt charts, critical path method, and critical chain scheduling that help project managers develop and control project schedules. The chapter emphasizes establishing realistic schedules, updating schedules regularly, and addressing people issues to manage schedule changes effectively.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
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.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of communications like effective listening, communication models, methods and tools are explained.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
This document provides an overview of project time management processes based on the Project Management Body of Knowledge (PMBOK). It discusses the key processes involved, including defining activities, sequencing activities, estimating activity resources and durations, developing the project schedule, and controlling the schedule. Tools like precedence diagramming, critical path method, resource leveling, and schedule compression are also summarized. The goal of project time management is to complete the project on time through planning, monitoring, and controlling the project schedule.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
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Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
Time Management within IT Project Managementrielaantonio
This document discusses project time management, which involves ensuring timely completion of a project. It outlines the seven main processes: 1) planning schedule management, 2) defining activities, 3) sequencing activities, 4) estimating activity resources, 5) estimating activity durations, 6) developing the schedule, and 7) controlling the schedule. Key aspects of each process are defined, such as developing a schedule management plan, creating an activity list and attributes, determining dependencies, and using techniques like critical path method, critical chain scheduling, and program evaluation and review technique.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
This document provides an overview of the initiating process group for an exam preparation course. It outlines the unit objectives which are to perform project assessment, develop the project charter, obtain approval for the charter, and perform key stakeholder analysis. It then describes the four main steps of the initiating process group: 1) performing project assessment, 2) defining the high-level project scope, 3) identifying high-level risks, assumptions and constraints, and 4) developing the project charter. It provides details on each step and what goes into a project charter including inputs like the project statement of work, business case, contract, and enterprise environmental factors.
The document provides an overview of key concepts in project management including the PMBOK Guide, project life cycles, knowledge areas, process groups, and roles of project managers, programs, and portfolios. It discusses the importance of stakeholder management and professional ethics. The purpose is to prepare students for an exam on the project management framework by defining important terms and concepts.
The document discusses preparing for the PMP certification exam. It outlines the credentials offered by PMI, including the PMP, and skills tested in the PMP exam like decision making, problem solving, and project management methodologies. The exam contains 200 multiple choice questions across five process groups. The document provides tips for effective exam preparation including starting early, using reference materials like the PMBOK Guide, taking practice exams, developing a study plan, and strategies for test-taking like managing time and answering all questions.
FINCBS INC. provides program and project management services for the banking and financial services sector. Their services include:
1) Managing IT programs and projects through their entire lifecycle from initial planning through execution and closeout.
2) Providing domain expertise in banking and financial services through experienced consultants.
3) Optimizing business processes to simplify, integrate and automate workflows to improve efficiency.
Their goal is to help clients successfully deliver programs and projects on-time and on-budget through structured project management and leveraging expertise in the BFSI domain.
Process Implementation - The Project Begin with the definitional of Process and the organizational framework. In this case, it is possible to provide very concrete instructions, as this project phase allows itself to be extensively standardized. Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.
This document provides an overview of key project management concepts and processes. It discusses what defines a project, factors that lead to project success or failure, and the main areas of project management including scope, cost, quality, communication, and risk management. It also outlines the requirement gathering, development, and QA processes, and includes a QMS audit checklist of typical project artifacts and documentation. The presentation concludes with time for questions.
This document provides an overview of a Microsoft Project 2007 training module that introduces participants to project management concepts and planning projects using Microsoft Project. The training covers topics such as the basics of project management, using Microsoft Project to plan tasks and resources, and project scheduling techniques like PERT charts and the critical path method. The course objectives are to teach participants how to identify, organize, manage and schedule tasks, resources, time and costs to complete a project.
The document discusses project scope management based on the PMBOK Guide. It covers the key processes involved in scope management: plan scope management, collect requirements, define scope, create the work breakdown structure (WBS), validate scope, and control scope. For each process, it describes the inputs, tools and techniques, and outputs as defined by PMBOK. It also includes an example WBS and questions about the scope management processes.
The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method used to drive improvements in systems and software engineering processes. SCAMPI appraisals involve trained teams examining processes, documents, and interviews to evaluate strengths, weaknesses, and determine a maturity rating. The appraisal follows a defined process including planning, conducting interviews and documentation review, validating findings, and reporting results to identify improvement opportunities.
Compare project management tool - FMS vs Redminemekongsolution
FMS and Redmine are both open-source, web-based project management tools that are cross-platform. FMS is designed to support CMMI processes and focuses on processes, while Redmine focuses on flexibility and web 2.0 features. Redmine supports features like Gantt charts, wikis, and version control integration that FMS lacks. Both tools support basic project management tasks and multiple projects, but FMS additionally supports senior managers and customers.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
This document provides an overview of the Capability Maturity Model Integration (CMMI) Version 1.2. It discusses the history and development of CMM models, the reasons for integrating them into CMMI, and the key components and concepts of CMMI including constellations, maturity levels, process areas, and continuous improvement. CMMI Version 1.2 focuses on systems engineering and software engineering and covers five levels of process maturity from initial/ad hoc processes to optimized, continuously improving processes.
The document outlines the 9 knowledge areas and 42 processes in project management according to the PMBOK Guide. It provides an overview of the processes within each of the knowledge areas including inputs, outputs, and tools and techniques. The knowledge areas covered include integration management, scope management, time management, cost management, quality management, human resource management, communication management, risk management, and procurement management.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Here are the key points about scope management:
- Scope management involves defining and controlling what work needs to be done to deliver the project objectives and meet stakeholder requirements. It aims to identify all required work, and only the work required, to complete the project successfully.
- The main scope management processes are collect requirements, define scope, create WBS, verify scope, and control scope.
- Collect requirements involves gathering stakeholder needs and documenting them as the project requirements. This forms the basis for all subsequent planning.
- Define scope develops a detailed description of the project and deliverables based on the requirements.
- Create WBS breaks the project deliverables and work down into smaller, more manageable components in
The ISD model is a 5-step instructional design process that includes analyzing, designing, developing, implementing, and evaluating instruction. It provides an organized procedure for developing instructional materials and activities.
The document summarizes a 3PLM software product called TouchBase. It describes TouchBase as an enterprise software product for project, process, and product lifecycle management. The summary highlights that TouchBase offers configurable solutions for industries, rapid implementation, integration with other applications, and immediate ROI. It also provides an overview of TouchBase's capabilities for key areas like project management, document management, and product data management.
The document discusses key aspects of project management including definitions, features, stages, questions to consider in different stages, phases of the project lifecycle, and attributes of an effective project manager. It defines a project as a unique endeavor with time, cost and quality constraints, and project management as the skills, tools and processes to undertake a project successfully. The major stages are initiate, plan, execute, and close. Planning involves developing detailed plans for tasks, resources, costs, quality, risks, and acceptance. Execution focuses on monitoring and controlling deliverables. Closure includes final delivery, documentation handover, and lessons learned.
Επαγγελματικές & Ακαδημαϊκές Επιλογές
- Προοπτικές στην Αγορά Εργασίας
- Διαμόρφωση της Ταυτότητας του Εφήβου
- Ο ρόλος του Γονέα και της Οικογένειας κατά τις επιλογές του Εφήβου
Οι αλλαγές στο ΝΕΟ λύκειο, οι νεα διαδικασία επιλογής των πανελληνίων εξετ'ασεων, τα επαγγέλματα αιχμής, οργάνωση του χρόνου του μαθητή, Πλάνο δράσης, δέσμευση και συνέπεια
Διαμόρφωση της ταυτότητας του εφήβου και γονεϊκός ρόλος, το ευρύτερο πολιτισμικό πλαίσιο στο οποίο η οικογένεια ολοκληρώνει την κοινωνικοποίηση των εφήβων, η δυναμική της οικογένειας
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
2. Knowledge Area
Unit Objectives
At the end of this unit, you will be able to:
Exam – Define the Planning process group and the
Preparation knowledge areas that occur in Planning
– Describe the inputs, tools & techniques, and
outputs for each of the Planning processes
– Create the WBS, develop a budget plan, a
project schedule, a HR management plan, a
communication plan, a procurement plan, a
quality plan, a change management plan, a
risk management plan
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 2
3. The Planning Process Group
• Defines and refines objectives,
Exam
Preparation
• Plans the course of action required to
attain the objectives and scope that
the project was undertaken to address
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 3
4. Project Integration Management
The Project Management (PM) Plan…
Exam
• Documents the collection of outputs of
Preparation
the other planning sub-processes of
the planning process group
• Varies depending upon the application
area and complexity of the project
All projects are scaleable at the sub-process level.
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 4
5. 5.1 Collect Requirements
Tools & Techniques
Exam Inputs 1. Interviews
Preparation 1. Project Charter 2. Focus groups Outputs
2. Stakeholder 3. Facilitated 1. Requirements
register workshops documentation
4. Group creativity 2. Requirements
techniques management plan
5. Group decision 3. Requirements
making techniques traceability matrix
6. Questionnaires
& surveys
7. Observations
8. Prototypes
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 5
6. 5.1 T & T
• Interviews: one-on-one
Exam
Preparation
• Quest/Surveys: feedback from a large
number of stakeholders (statistical analysis)
• Observations: “job shadowing” to uncover
hidden requirements
• Prototypes: experimental, gives feedback
to move to a design or build phase
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 6
7. Focus groups vs
Facilitated workshops
• FG are gatherings of prequalified SMEs
Exam and stakeholders where the intention is to
Preparation
gather feedback from these individuals
• FW consists of cross-functional
stakeholders who work together to define
cross-functional requirements
eg. JAD joint application development
QFD quality function deployment
VOC voice of the customer
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 7
8. Group creativity techniques
• Brainstorming
Exam
Preparation • Nominal group technique
• Delphi technique
• Idea/Mind mapping
• Affinity diagram
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 8
9. Group decision-making techniques
• Unanimity
Exam
Preparation • Majority
• Plurality
• Dictatorship
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 9
10. 5.1 Outputs
• Requirements documentation
Exam
Preparation
• Requirements management plan
(how requirements will be analyzed,
documented, managed)
• Requirements traceability matrix
(links requirements to business needs and
project objectives)
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 10
11. Requirements traceability matrix
Exam
Preparation
TEST TEST
ID Description Source Priority STATUS
Scenario Verification
0 Requirement -Project B -How will be -Approved -Added
0 ONE objective tested -Failed -Deferred
1 -Stakeholder -During -Cancelled
which phase
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 11
13. T&T: Product Analysis
• Method for converting the product
Exam
Preparation description and project objectives into
tangible deliverables and
requirements
• Might include : value analysis,
functional analysis, systems analysis,
engineering techniques, product
breakdown
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 13
14. Output: Project Scope Statement
• Guides the work of the project team during
Exam
the executing process
Preparation
• All change requests will be evaluated
against this
• The criteria outlined will be used to
determine whether the project is completed
successfully
• Includes: scope description, acceptance
criteria, deliverables, exclusions, constrains,
assumptions
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 14
15. • Deliverables: components of
goals and objectives in a
Exam
Preparation quantifiable way
• Requirements: specifications of
the deliverables
• Critical success factor: those
elements that must be completed
for the project to be considered
complete.
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 15
17. T&T: Decomposition
• A planning technique that subdivides
Exam the project scope and project
Preparation
deliverables into smaller, more
manageable components, until the
project work associated with
accomplishing the project scope and
providing the deliverables is defined in
sufficient detail to support executing,
monitoring and controlling the work
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 17
18. Output: Work Breakdown Structure
Exam
Project
Control WBS
Preparation XYZ
Accounts
Control
A B C Accounts
Work
Work Packages
A.1 A.2 B.1 B.2 Packages
Activities
Work Packages
B.1.1 B.1.2
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 18
19. Creating rules
• Involve team
• Include all work needed to create deliverables
Exam
Preparation • Continue break down until work packages that
can be realistically and confidentially estimated
and assigned to a resource with clear
accountability and responsibility
• Each level is a smaller piece of the level above
• The entire project is included in each of the
highest levels of the WBS
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 19
20. • WBS - the foundation of the project =
almost everything that occurs afterwards in
Exam planning is directly related to it
Preparation
• The 100% rule = all the levels of the WBS roll up
to the top so that all the work is capture
• Rolling wave planning = process of elaborating
deliverables, project phases, subprojects in the
WBS to differing level of decomposition
depending on the expected day of the work
• Decomposition is what you are doing, WBS is the
tool to do it
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 20
21. Benefits of using WBS
• Helps prevent work from slipping through the
cracks
Exam
Preparation • Provides the project team with the “big picture”
• Gets team buy-in and builds the team
• Facilitates communication
• Helps people get their minds around the project
• Serves as a supportive tool in change control
• Provides a basis for estimating staff, cost, time
• Provides a proof of need for staff, cost, time
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 21
22. Output: WBS Dictionary
• A document that describes each component
Exam
in the work breakdown structure
Preparation
• Has a separate entry for each WBS
component that may include:
– Scope or statement of – Start and end dates
work – Resources required
– Defined deliverables – Cost estimates
– Activities lists – Charge number
– Milestones – Contract information
– Responsible – Quality requirements
organization – Technical references
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 22
23. Scope Baseline
• Consists of:
Exam
Preparation
– The approved detailed project scope
statement
– Its associated WBS and WBS
dictionary
• Will allow PM to
– Document schedules
– Assign resources
– Monitor & control project work
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 23
24. 6.1 Define Activities
Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Decomposition
1. Scope baseline 2. Rolling wave
2. Enterprise 1. Activity list
planning
environmental 2. Activity attributes
3. Templates
factors 3. Milestone list
4. Expert
3. Organizational 5. Judgment
process assets
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 24
25. Rolling Wave Planning
• A form of progressive elaboration
Exam planning
Preparation
• The work to be accomplished:
– In the near term is planned in detail at a
low level of the WBS
– Far in the future is planned for WBS
components that are at a relatively high
level of the WBS
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 25
26. Planning Component
Exam
Preparation
In rolling wave
planning, this element
could represent a:
– Work package
– Planning package
– Control account
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 26
27. 6.1 Outputs
• Activity list: all scheduled activities required on the
project in sufficient details to ensure that project
Exam team members understand what work is required to
Preparation
be completed
• Activity attributes: ID, description, predecessor or
successor activities, leads or lags, person
responsible, resource requirements, imposed
dates, constraints, assumptions, etc.
Are used for schedule developing
• Milestone list: ID & type (mandatory, optional etc)
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 27
28. 6.2 Sequence Activities
Tools & Techniques
Exam Inputs
Outputs
Preparation 1. Precedence
1. Activity list diagramming
2. Activity 1. Project schedule
method (PDM)
attributes network diagrams
2. Dependency
3. Milestone list 2. Project documents
determination
4. Project scope updates
3. Applying leads
Statement and lags
5. Organizational 4.Schedule
process assets network templates
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 28
29. Precedence Diagramming Method
(PDM)
Exam
Preparation
B D G J M
A E H K L N
C F I
Activity-On-Node (AON)
Node=
Dependency
activity
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 29
30. Dependency Relationships
Exam Finish-to-Finish
Preparation Finish-to-Start
A A
B B
Start-to-Finish Start-to-Start
A A
B B
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 30
31. Arrow Diagramming Method
(ADM)
Exam
Preparation
B D
A H
Z
Dummy G I
Task
C F Dummy
Task J
E
Activity-On-Arrow (AOA)
Activity
Activities
Connection
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 31
32. Dependency Determination
• Types of dependencies to define the
Exam sequence among the activities:
Preparation
– Mandatory: defined by a contract, the
nature of work required
– Discretionary: defined by the team
based on past experience and best
practice
– External: non-project activities, outside
the project team control
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 32
33. Applying Leads and Lags
• Lead – the modification of a logical
Exam relationship that allows an acceleration
Preparation
of the successor activity
• Lag – the modification of a logical
relationship that directs a delay in the
successor activity
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 33
35. 6.3 Estimate Activity Resources
Tools & Techniques
Exam Inputs
1. Expert Outputs
Preparation
1. Activity list judgment
2. Activity 2. Alternatives 1. Activity resource
Attributes analysis requirements
3. Resource 3. Published 2. Resource
Calendars estimating data breakdown structure
4. Enterprise 4. Bottom-up 3. Project document
environmental estimating updates
factors 5. Project
5. Organizational management
process assets software
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 35
36. Inputs: Resource Calendars
A composite resource calendar for the
Exam project which
Preparation
• Specifies when & how project
resources (whether a person or
material) can be active or is idle
• Includes availability, capabilities, skills
(for human resources), location, etc
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 36
37. 6.3 Outputs
• Activity Resource Requirements: type
Exam
and quantities of resources required for
Preparation each activity in a work package (includes
basis of estimation and assumptions)
• Resource Breakdown Structure (RBS):
A hierarchical structure of the identified
resources by resource category and
resource type
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 37
38. Resource Breakdown Structure
Examples of
Application categories:
Development
Project
-Labor
Exam -Hardware
Preparation -Equipment
-Supplies
Labor Equipment Examples of
types:
-Skill level
-Quality grade
-Cost
Developers Architects Computers Servers
Frank Sally Roger
Level 1 West Central
Smith Gozalez Brown
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 38
40. Effort vs. Duration
• Effort estimate • Duration estimate
Exam – The number of labor – The total number of
Preparation units required to work periods
complete a required to
schedule activity complete a
– Usually expressed schedule activity
as staff hours, staff – Usually expressed
days, or staff weeks as work days, or
– Sometimes referred work weeks
work estimate
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 40
41. T&T: Estimating Methods
• Analogous: uses parameters by comparison to
a previous similar project or activity (not so
Exam accurate, top-down, a form of expert judgment)
Preparation
• Parametric: uses a statistical relationship
between historical data and other variables (a
mathematical model)
• Three-Point: improved accuracy by considering
uncertainty and risk.
Program Evaluation & Review Technique
(PERT) define a range using optimistic, most
likely and pessimistic scenarios
tE = (tO + 4tM + tP) / 6
• Reserve analysis
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 41
42. Expected Accuracy Range
Exam
Project life cycle
Preparation
+/- 50 to 100% +/- 5 to 10%
Rough Order of Magnitude Definitive
(ROM)
+/- 15 to 25%
Budgetary
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 42
45. T&T: The Critical Path Method
Exam
Preparation Activity A
Early start Duration Late start
Early finish Float Late finish
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 45
46. Start
CPM – example
Activity
Early start Duration Late start
Activity A Activity B Early Float Late finish
Exam0 finish
7 5
Preparation
Finish
Activity C Activity D
2 3
Activity E
3
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 46
47. Start
CPM - forward pass
Activity
Early start Duration Late start
Activity A Activity B Early Float Late finish
Exam0 finish
7 7 5
Preparation
7 12
Finish
Activity C Activity D
7 2 12 3
9 15
Activity E
0 3
3
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 47
48. Start
CPM – backward pass
Activity
Early start Duration Late start
Activity A Activity B Early Float Late finish
Exam0 finish
7 0 7 5 7
Preparation
7 7 12 12
Finish
Activity C Activity D
7 2 10 12 3 12
9 12 15 15
Activity E
0 3 12
3 15
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 48
49. Start
CPM – float calculation
Activity
Early start Duration Late start
Activity A Activity B Early Float Late finish
Exam0 finish
7 0 7 5 7
Preparation
7 0 7 12 0 12
Finish
Activity C Activity D
7 2 10 12 3 12
9 3 12 15 0 15
Activity E
0 3 12
3 12 15
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 49
50. Float
Total float – the total amount of time that a
schedule activity may be delayed from its early start
Exam
Preparation date without delaying the project finish date, or
violating a schedule constraint.
The difference between the early finish dates and
the late finish dates.
Free float – the amount of time a schedule activity
can be delayed without delaying the early start date
of any immediately following schedule activities.
PMBOK® Guide – Fourth Edition, Glossary
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 50
51. Calculate total float of each path
Exam ABD = 0 + 0 + 0 = 0
Preparation
ACD = 0 + 3 + 0 = 3
AED = 12
ABD is the critical path
Any change in ABD durations changes the
duration of the project
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 51
52. Calculate free float
Subtract the early finish of the predecessor activity
from the early start of the successor activity to
Exam
Preparation
determine free float.
ESj – EFi = free float
ES of activity D = 12
EF of activity C = 9
Free float is 12 – 9 = 3
Free float is where the schedule is most flexible
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 52
53. The critical path
The only way to shorten the schedule
Exam is to shorten the critical path
Preparation
Reducing the critical path will often
lead to a new critical path
Continue compressing the schedule
until you can meet an acceptable date,
or there are no remaining reasonable
actions to reduce it
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 53
54. T&T: Critical Chain Method
• An alternative schedule network analysis
technique that:
Exam
Preparation – Modifies the project schedule to account for
limited resources
– Uses the Critical Path with added duration
buffers to activities that use the identified limited
resources
• It is not a replacement of CPM, it is an
addition to CPM
• It is known as resource constrained CP
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 54
55. T&T: Resource Leveling
• Moving resources from one activity to
another in order to maintain as close to a
Exam
Preparation level resource requirement as possible for
the duration of the project
• Often results in an extended schedule as a
compromise for being able to use a constant
amount of resources on a project
• Often results changes to the original CP
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 55
56. T&T: What-If Scenario Analysis
• Asks the question “what if X happened”
Exam
and then analyzes the impact to the
Preparation project duration in order to prepare
contingency and response plans
• Monte Carlo Analysis is a common
example of simulation and distribution of
possible outcomes
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 56
57. T&T: Schedule Compression
• Schedule compression shortens the
Exam project schedule without changing the
Preparation
project scope
• Two basic techniques are:
– Crashing
– Fast-tracking
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 57
58. T&T: Crashing
• Applying additional resources to shorten
Exam
the schedule
Preparation
• A positive crash slope indicates that we
can actually save money by crashing
• A negative crash slope indicates that it will
cost more money, but still successfully
compresses the schedule
• Can lead to increased risk, increased cost,
a change to the critical path
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 58
59. T&T: Fast-Tracking
• Scheduling work packages or activities
Exam in parallel that normally would be done
Preparation
in sequence
• Likely to increase risk on the project
and rework
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 59
60. Output: Project Schedule
• Can be in any form that the performing
Exam organization wants it to be in
Preparation
Network diagrams
Bar charts
Milestones charts
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 60
61. Output: Schedule Baseline
• A specific version of the project
Exam schedule developed from the schedule
Preparation
network analysis of the schedule
model
• The planned schedule that will be used
to determine and measure variations,
to assess the progress on the project
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 61
62. Output: Schedule Data
Includes:
Exam • Milestones
Preparation
• Schedule activities and
documentation
• Resources requirements by time
period (histogram)
• Alternative schedules
• Contingency reserves
• Delivery schedules
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 62
64. 7.1 Inputs
1. Scope baseline: scope statement
Exam
(constrains in quality, resources, etc),
Preparation WBS (components & deliverable), WBS
dictionary (the work required)
2. Project schedule: quantity of resources
and amount of time applied
3. Human resource plan: staffing attributes,
rates, rewards, etc
4. Risk register: take into account the risk
response planning
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 64
65. T&T: Estimating Methods
• Analogous: uses parameters by comparison to
a previous similar project or activity (not so
Exam
Preparation
accurate)
• Parametric: uses a statistical relationship
between historical data and other variables
• Bottom-Up: summarize costs to higher levels
• Three-Point: improved accuracy by considering
uncertainty and risk. Program Evaluation &
Review Technique (PERT) define a range using
optimistic, most likely and pessimistic scenarios
cE = (cO + 4cM + cP) / 6
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 65
66. T&T: Estimating Methods
• Reserve analysis:
1. Contingency allowances for unplanned but potentially
Exam
required changes as a result from realized risks
Preparation
identified in the risk register
• Are included in cost baseline
2. Management reserves for unplanned changes to project
scope and cost
• PM may be required to obtain approval before spending
management reserve
• Not part of the project cost baseline
• May be part of the total project cost
• Cost of quality
• The work added to accommodate quality
• Conformance / non-conformance cost
• Vendor bid analysis
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 66
67. Types of Cost
• Variable costs : cost of material, supplies,
Exam wages
Preparation
• Fixed costs : set-up, rental, etc
• Direct costs : directly attributed to the
project
• Indirect costs : overhead costs incurred
for the benefit of more then one project
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 67
69. T&T: Cost Aggregation
• Individual activity cost Cost budget
Exam
estimates are aggregated Mng reserve
Preparation (brought together) at the Cost baseline
work package level of the
WBS Contingency rsv
• The work package Project
estimates are then
Control account
aggregated to the control
account level and ultimately Work packages
to the project level Activities
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 69
70. T&T: Funding Limit Reconciliation
• Funding availability (as in when the
Exam funds are available) may be a
Preparation
constraint that effects scheduling
activities
• Project Managers must reconcile
spending rates with funding rates to
insure the integrity of the schedule
baseline
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 70
71. Output: Cost Baseline
Exam
Preparation
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 71
72. 8.1 Plan Quality
Tools & Techniques
Inputs 1. Cost-benefit
Exam Outputs
analysis
Preparation
1. Scope baseline 2. Cost of quality
2. Stakeholder 3. Control charts 1. Quality
register 4. Benchmarking management plan
3. Cost 5. Design of 2. Quality metrics
performance baseline experiments 3. Quality checklists
4. Schedule baseline 6. Statistical 4. Process
5. Risk register sampling Improvement plan
6. EEF 7. Flowcharting 5. Project document
7. OPA 8.Proprietary updates
quality mng meth
9. Additional quality
planning tools
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 72
73. Quality management recognize
the importance of
• Customer satisfaction
Exam • Prevention over inspection: quality is
Preparation
planned, designed, built in
• Continuous improvement
• Management responsibility:
success requires the
participation of all team members,
management responsibility is to provide
the resources needed
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 73
74. Common Quality Terms
• Quality: the degree to which a set of inherent
characteristics fulfill requirements
Exam
Preparation • Grade: a category assigned to products or services
having the same functional use but different
technical characteristics
• Precision: the values of repeated measurements
are clustered and have little scatter
• Accuracy: the measured value is very close to the
true value
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 74
75. Common Quality Terms
• Variable – a quality characteristic measured
Exam
in increments
Preparation
• Attribute – a quality characteristic that
either is classified as conforming or non-
conforming
• Mean – the mathematical average
• Mode – the middle most figure
• Median – the most frequent
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 75
76. T&T: Cost-Benefit Analysis
• Look at all of the tangible and intangible
Exam
costs of a quality program
Preparation
• Look at all of the tangible and intangible
benefits of a quality program
• Decide the size of quality program on the
project (less rework, higher productivity,
lower costs, increased stakeholders
satisfaction)
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 76
77. T&T: Cost of Quality (COQ)
Cost of Conformance: money spent during the
Exam
project to avoid failure
Preparation – Prevention cost (build a quality product)
• Training, studies, surveys
• Document processes
• Equipment
• Time to do it right
– Appraisal costs (assess the quality)
• Field testing, planning, and execution
• Statistical process control costs
• Quality audits
• Test evaluation
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 77
78. T&T: Cost of Quality (COQ)
Cost of Nonconformance: money spent
Exam
Preparation
during & after the project because of
failure
– Internal failure costs (found by the project)
• Rework
• Scarp
– External failure costs (found by the customer)
• Liabilities
• Warranty work
• Lost business
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 78
79. Quality Theorists
Edward Deming Plan, do, check, act cycle & 14 steps to
TQM, 85% of quality is management’s
responsibility
Exam
Preparation Phillip Crosby Prevention over inspection, zero
defects, quality is free=conformance to
requirements
Joseph Juran The 80/20 principle, top management
involvement, “fitness for use”, grades of
quality
Walter Shewhart Statistical tools, control chart techniques
Kaoru Ishikawa Seven tools for quality management,
Quality Circles
Kaizen Approach First improve quality of the people, then
the quality of product or services
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 79
80. Standard Deviation
• A measure of
dispersion around 1 Standard Deviation 68.26%
Exam
Preparation some central point,
usually the mean 2 Standard Deviations 95.46%
• Six Sigma
methodologies: 3 Standard Deviations 99.73%
– DMADV (define,
measure, analyze, 6 Standard Deviations 99.99%
design, verify)
– DMAIC (define,
measure, analyze,
improve, control)
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 80
81. T&T: Control Charts
• Are used to determine whether or not
Exam a process is stable or has predictable
Preparation
performance
• Terms:
– Upper & lower specification limits = based
on requirements, reflect max/min values
allowed
– Upper & lower control limits = set by the
PM, reflect the points for corrective action
to prevent exceeding specification limits
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82. T&T: Control Charts
• How to apply:
Exam – Control limits are generally ±3σ
Preparation
– Out of control when
1. One data exceed a control limit
2. Seven consecutive data are above or below
the mean
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83. T&T: Benchmarking
• Comparing actual or planned practices
Exam to those of comparable projects to
Preparation
identify best practices and provide
standards against which to measure
performance
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84. T&T: Design of Experiments
(DOE)
Exam
Preparation
• A statistical method or tool that helps
identify which factors may influence
specific variables of a product or
process
• Is used to determine the number and
type of tests and their impact on cost
of quality
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85. T&T: Statistical Sampling
• Choose part of a population of interest
Exam for inspection to determine whether it
Preparation
falls within acceptable variance
• Cost of quality will include the number
of tests, expected scrap, etc
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86. T&T: Flowcharting
• A graphical representation of a
Exam process showing the relationship
Preparation
among process steps
• Helps identify quality issues before
they occur
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87. Additional Quality Planning Tools
• Brainstorming
Exam
Preparation
• Affinity diagrams (organize thoughts & facts)
• Force Field Analysis (examines the drive
and resistance of change)
• Nominal Group Techniques
• Matrix diagrams (relationships between
factors, causes, objectives)
• Prioritization Matrices
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88. • Gold plating = give customer extras –
NO – PMI = focus on meeting the
requirements
• Prevention over inspection = metrics
Exam
Preparation
must be determined before the work
begins
• Responsibility of quality = work should
meet requirements, testing must be
done before submission
• Impact of pure quality = spending time
on quality has value
• Marginal analysis: incremental
revenue from improvements =
incremental costs to secure it
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89. • Quality planning = 1. identify which
quality standards are relevant to the
project, 2. determine how to satisfy
Exam them
Preparation
• Quality assurance = determine if the
project is complying with
organizational and project policies and
processes
• Quality control = measure specific
project results against standards to
identify ways to eliminate causes of
unsatisfactory performance
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 89
90. Output: Quality Management Plan
• Describes how the project
Exam management team will implement the
Preparation
performing organization’s quality policy
• Will be an input to the overall project
management plan
• Includes quality control, quality
assurance, continuous process
improvement approaches
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 90
91. More Outputs
• Quality metrics: operational definition that
Exam
describes what something is and how the
Preparation quality control process measures it
• Quality checklists: structured tool, usually
component-specific, used to verify that a set of
required steps has been performed
• Process improvement plan: Details the
steps for analyzing processes that will facilitate
the identification of waste and non-value added
activity thus increasing customer value
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92. 9.1 Plan Human Resource
Tools & Techniques
Exam Inputs
• Organization Outputs
Preparation
1.Activity resource charts and position
requirements descriptions 1. Human resource
2. Enterprise 2. Networking Plan
environmental 3. Organization
factors theory
3. Organizational
process assets
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93. Resource planning techniques
Responsibility Matrix Identifies who does what and when
Exam
Preparation
Resource Quantifies work hours against work
Spreadsheet period
Resource Identifies daily work to be accomplished
daily/weekly by each resource
allocation sheet
Resource Gantt Illustrates calendar time a resource is
Chart active on a task
Resource Histogram Column chart illustrating the number of
(Resource Loading resources needed during each work
Chart) period
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94. Responsibility matrix example
Responsibility
Name Primary Secondary
Exam Project Planning, communications,
Preparation manager tracking, reporting
Functional Requirements analysis, Traceability of requirements
consultant scope elaboration
Technical Technical requirements, Integration
architect architecture, traceability
Designer User interface, module Integration test cases
design review
Developer Coding, program unit testing Scope mapping, traceability
Database Database design, Optimization, application
administrator normalization performance
QA – test QA planning, test case Requirement testability
analyst development, execution,
results tracking
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95. Resource spreadsheet and allocation
Name Function Experience Contact E-mail
Person 1 Project Manager 9 years 022-xxxxxx alex@abc.com
Person 2 Technical lead 7 years 022-xxxxxx mike@abc.com
Person 3 Functional cons. 6 years 022-xxxxxx flora@abc.com
Exam Person 4 Architect 7 years 022-xxxxxx arj@abc.com
Preparation
Person 5 Developer C#, 3 years 022-xxxxxx kan@abc.com
Javascript, HTML,
MS.net 2.0
Name Mon Tue Wed Thu Fri 8-12 Oct 15-19 22-26
1-Oct 2-Oct 3-Oct 4-Oct 5-Oct Oct Oct
Person 1 PM PM PM PM PM PM PM PM
Person 2 Tech Tech Tech Tech. Tech. Develop Develop Develop
analysis analysis analysis workshop workshop
Person 3 Func. Func. Func. Func. Func. Func.
Consulting Consulting Consulting Consulting Consulting Consulting
Person 4 Security Security Network Application Infrastructur
e
Person 5 Program Specs. Specs. Specs
specs.
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 95
96. Resource histogram example
120%
Exam 100%
Preparation % allocation Person 1
80%
Person 2
60% Person 3
Person 4
40%
Person 5
20%
0%
1-Oct 2-Oct 3-Oct 4-Oct 5-Oct
Date
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97. Responsibility assignment matrix
•A responsibility assignment matrix (RAM) is used to
assign roles to each deliverable or activity.
Exam
Preparation •Roles can include:
Accountable = the person who owns the activity. This person
reports on the status and insures the work is done and done
correctly
Responsible = the person doing the work. This can be the
same person as the accountable resource, or it can be a
different person
Consult = this person can provide expertise, past experience or
information needed for the activity
Inform = this person needs to be aware of the results and the
status of the activity
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 97
98. RAM example
Activity Person 1 Person 2 Person 3 Person 4
Exam
Collect
Preparation A R R S
requirements
Develop design A C S
Build prototype A S
Layout production A C
Develop A I
Test I I A
Deploy A
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99. Organizational Theory
Functional A hierarchy where each employee has one
Exam clear superior, grouped by specialty
Preparation
Matrix A blend of functional and projectized
characteristics
Projectized Most of the organization’s resources are
involved in project work; project team
members are co-located
Composite A combination of all three other structures
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100. Functional Project Structure
Chief
Exam Executive
Preparation
Functional Functional Functional
Manager Manager Manager
Project Staff Staff Staff
Coordination
Staff Staff Staff
Staff Staff Staff
Project Team
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 100
103. Output: Human Resource Plan
• Provides guidance on how project
Exam human resources should be defined,
Preparation
staffed, managed, controlled, released
– Role, authority, responsibility, competency
– Project organization charts
– Staffing management plan: staff
acquisition, resource calendars, staff
release plan, training needs, recognition
and rewards, compliance, safety
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104. 10.2 Plan Communications
Tools & Techniques
Exam Inputs
1. Communication Outputs
Preparation
• Stakeholder requirements
Register analysis 1. Communication
2. Stakeholder 2. Communication management plan
Management strategy Technology 2. Project documents
3. EEF 3. Communication updates
4. OPA Models
4. Communication
methods
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105. T&T:
Communication requirements analysis
• Determines the information needs of
Exam the project stakeholders
Preparation
• Can be
o Formal or informal communication
o Horizontal and/or vertical communication
o Written and/or verbal communication
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106. • Encode the message carefully =
select the appropriate
communication mean & method
Exam
Preparation
• Confirm the message is
understood = feedback
• Decode the message carefully =
effective listening
• Recognize the communication
channels
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107. Effective Communication
Verbal
Exam
Preparation
Paralinguistic
Non-verbal
!!! Loss of effectiveness when you only have
words to convey your message
93% loss on e-mails
55% on phone calls
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108. Communication Channels
• A communication channel
Exam is the line of
Preparation
communication between
two or more
parties
n(n-1) / 2
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 108
109. Output: Communications Plan
Stakehol Information
Medium Frequency Owner
Exam der Needs
Preparation
Sponsor Project Written Monthly Project
status report manager
Project Project Meetings Weekly Project
team updates manager
These five items constitute the minimum components of a
communications plan.
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110. 11.1 Plan Risk Management
Tools & Techniques
Exam Inputs
Preparation 1. Planning Outputs
1. Project Scope meetings and
Statement Analysis 1. Risk management
2. Cost management Plan
Plan
3. Schedule
Management plan
4. Communication
Management plan
5. EEF
6. OPA
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 110
111. Output: Risk management plan
• Describes how risk management will be structured
and performed on the project
Exam
Preparation
• Includes
– Methodology
– Roles & Responsibilities
– Budgeting
– Timing
– Risk categories (as a list or a RBS)
– Definition of risk probability and impact
– Probability and Impact matrix
– Revised stakeholders tolerances
– Reporting formats
– Tracking
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113. T&T:
Information Gathering Techniques
• Brainstorming
Exam
Preparation • Delphi Technique
• Interviewing
• Root Cause Identification
• SWOT Analysis
• Checklists Analysis
• Assumptions Analysis
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114. T&T: Diagramming Techniques
• Cause-and-effect diagrams
Exam (Ishikawa or fishbone diagrams)
Preparation
• System or process flow charts
(how elements interrelate)
• Influence diagrams (relationships
among variables and outcomes)
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115. Output: Risk Register
• A component of the project
Exam management plan
Preparation
• At this point in a project it includes:
– List of identified risks
– List of potential responses
– Root causes of risk
– Updated risk categories
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116. 11.3 Qualitative Risk Analysis
Tools & Techniques
Exam Inputs
1. Risk probability Outputs
Preparation
• Risk register and impact
• Risk mng plan Assessment • Risk register
• Project Scope 2. Probability and updates
Statement Impact matrix
4. OPA 3. Risk data
Quality assessment
4. Risk
categorization
5. Risk urgency
assessment
6. Expert judgment
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117. Dimensions of the risks
• Probability
Exam
Preparation • Impact
• Exposure = Probability x Impact
• Causes
• Effects
– Negative Treat
– Positive Opportunity
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118. T&T:
Probability and Impact Matrix
Exam
Preparation high
Probability
low
low high
Impact
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119. Using the P x I Matrix (Example)
Med Risk score = P x I High
(yellow) (red)
Exam
Probability
Preparation
5 5 10 15 20 25
4 4 8 12 16 20
3 3 6 9 12 15
2 2 4 6 8 10
1 1 2 3 4 5
1 2 3 4 5
Low
(green) Impact (linear scale) on [an objective]
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120. Other assessment T&T
• Risk data quality assessment: Determine the
usefulness of the data gathered (is unbiased and
Exam accurate?)
Preparation
• Risk Categorization:
– May include categorization by source of risk,
phase of project, type of risk, etc.
– Grouping risks by common root causes may
lead to developing more effective risk
responses
• Risk urgency assessment: how quickly a
response is needed? Risks triggers, time needed
to develop and implement, etc
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122. 11.4 Quantitative Risk Analysis
Tools & Techniques
Exam Inputs
Preparation • Data gathering Outputs
1. Risk register and representation
2. Risk mng plan techniques 1. Risk register
3. Cost mng plan 2. Quantitative risk Updates
4. Schedule mng analysis and
plan modeling
5. OPA techniques
3. Expert judgment
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123. T&T: Data Gathering and
Representation Techniques
Exam • Interviewing stakeholders to determine the
Preparation
three-point estimates for each WBS
element
• Probability Distributions
• Modeling techniques:
– sensitivity analysis / tornado diagram
– Expected monetary values analysis
– Modeling & simulation / Monte Carlo technique
• Expert Judgment
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124. Expected Monetary Value (EMV)
• EMV is frequently used with decision
Exam trees to quantify a decision
Preparation
EMV = Value * Probability
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125. A Decision Tree Example
Decision Chance
Path Values
Decisionand Project Cost
Technology Technology Chance Profits
Profits and Probabilities Path Values
and Project Cost And Probabilities
30%
Exam Works Well $2,200
Preparation $3,000
Profit:
New
Technology $450 = (30% x $2,200) + (70% x $ -300)
$ -800 70%
Has
$ -300
Problems
$500
Technology
Choice
80%
Works Well $700
$1,000
Old Profit:
Technology $600 = (80% x $700) + (20% x $200)
$ -300 20% $200
Has
Problems
$500
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126. EMV Example
Delay EMV
Probability Impact Total
Exam Contractor in
of Delay per day Impact (P x I)
Preparation Days
A 35% 60 $1,000 $60,000 $21,000
B 55% 20 $1,000 $20,000 $11,000
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127. Decision Tree Analysis
Exam
Preparation
Decision A Decision A will return
A $6,000 and has a 60%
cost $1,800
likelihood of success
Decision B will return
Decision B
$8,500 and has a 40%
cost $1,400 B likelihood of success
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128. • Decision Tree Analysis using
EMV
Exam
Preparation EMV
Decision A will return
Decision A A $3,600
cost $1,800 $6,000 and has a 60%
likelihood of success -1,800
$1,800
Decision B will return
Decision B
$8,500 and has a 40%
cost $1,400 B likelihood of success
$3,400
-1,400
$2,000
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129. • Decision Tree Analysis using
EMV with a cost element
included
Exam
Preparation
EMV
Decision A will return $3,600
Decision A A
cost $1,800 $6,000 and has a 60% -1,800
likelihood of success $1,800
Decision B will return
Decision B
$8,500 and has a 40% $3,400
cost $1,400 B likelihood of success -1,400
$2,000
PMP® Exam | Unit 3: Planning Process Group Irene Andrioti 129