This document discusses the Manage Communications process, which involves ensuring timely and appropriate collection, creation, distribution, storage, retrieval, and disposition of project information. It provides the key benefit of enabling efficient and effective information flow between the project team and stakeholders. The inputs, tools and techniques, and outputs of the process are described, including the project management plan, project documents, work performance reports, and potential updates to the project management plan, project documents, and organizational process assets.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
The Identify Stakeholders process involves identifying and documenting individuals, groups, or organizations that may impact, be impacted by, or perceive themselves to be stakeholders in a project. Key inputs include the project charter, business documents, project management plan, project documents, agreements, and organizational assets. Stakeholders are identified using techniques like expert judgment, meetings, data gathering/analysis, and stakeholder mapping. The main output is a stakeholder register listing each stakeholder and their assessment information. Project documents and management plans may also be updated.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
The process of Plan Stakeholder Engagement involves developing approaches to engage project stakeholders based on their needs and impact. Key inputs include the project charter, management plans, and documents like logs and registers. Tools like meetings, expert judgment, and data analysis techniques are used. The main output is the stakeholder engagement plan, which identifies strategies to effectively involve stakeholders in decision making and project execution.
The document discusses project scope management. It describes defining and managing the scope of a project as including all required work and only the required work to complete the project successfully. The scope management process involves planning scope management, collecting requirements, defining the scope, creating a work breakdown structure, validating the scope, and controlling the scope. It provides examples of collecting requirements for a project to develop an online banking website.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
The Identify Stakeholders process involves identifying and documenting individuals, groups, or organizations that may impact, be impacted by, or perceive themselves to be stakeholders in a project. Key inputs include the project charter, business documents, project management plan, project documents, agreements, and organizational assets. Stakeholders are identified using techniques like expert judgment, meetings, data gathering/analysis, and stakeholder mapping. The main output is a stakeholder register listing each stakeholder and their assessment information. Project documents and management plans may also be updated.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
The process of Plan Stakeholder Engagement involves developing approaches to engage project stakeholders based on their needs and impact. Key inputs include the project charter, management plans, and documents like logs and registers. Tools like meetings, expert judgment, and data analysis techniques are used. The main output is the stakeholder engagement plan, which identifies strategies to effectively involve stakeholders in decision making and project execution.
The document discusses project scope management. It describes defining and managing the scope of a project as including all required work and only the required work to complete the project successfully. The scope management process involves planning scope management, collecting requirements, defining the scope, creating a work breakdown structure, validating the scope, and controlling the scope. It provides examples of collecting requirements for a project to develop an online banking website.
This document provides a mind map overview of the processes involved in project management. It outlines 13 key processes including developing the project charter and management plan, directing project work, managing risk, procurement, and stakeholder engagement. For each process it lists the main inputs, tools and techniques, and outputs to plan, monitor, and control the various aspects of a project.
This document provides an overview of Module 11 on Project Risk Management. It covers 8 lessons: (1) key concepts and terms, (2) plan risk management, (3) identify risks, (4) perform qualitative risk analysis, (5) perform quantitative risk analysis, (6) plan risk responses, (7) implement risk responses, and (8) monitor risks. The module defines risk management and its processes. It discusses risk types, tools and techniques for risk planning, identification, analysis, response planning, implementation, and monitoring. The goal is to increase probability of opportunities and decrease probability of threats to optimize project success.
Monitor Communications is the process of ensuring effective information flow to stakeholders as defined in the communications management plan. It involves monitoring communications artifacts and activities to determine if they are having the desired effect. Feedback is gathered through surveys, lessons learned, and stakeholder engagement assessments to identify needed changes to communications.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
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.
PMP Chap 2- Org. Influence and Project Life CycleAnand Bobade
The document discusses different organizational structures that can influence project management. It describes functional, projectized, and matrix structures. In a functional structure, departments are grouped by specialty and execute their own projects, but project managers have little authority. A projectized structure dedicates resources solely to projects and gives project managers full control. Matrix structures combine functional and project aspects, and can be strong (project-dominant), weak (functional-dominant), or balanced. The document emphasizes that understanding an organization's structure helps a project manager effectively navigate authority, communication, and resource allocation.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
This document discusses the Plan Procurement Management process which is used to document procurement decisions, specify the approach, and identify potential sellers. Key inputs include the project charter, business documents, project management plan, and project documents. Tools and techniques used include expert judgement, data gathering, data analysis, source selection analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates, change requests, and updates to project documents and organizational process assets.
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
Pmp chap 11 - project risk management - Part 2Anand Bobade
This document discusses quantitative risk analysis as part of project risk management. It begins by defining quantitative risk analysis and distinguishing it from qualitative risk analysis. It then discusses the purpose and process of quantitative risk analysis according to the Project Management Body of Knowledge (PMBOK). This includes describing the inputs, tools and techniques, and outputs involved in performing quantitative risk analysis. Specific techniques like data gathering, probability distributions, sensitivity analysis, and expected monetary value are explained in detail with examples.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
The Plan Communications Management process develops an approach and plan for project communications based on stakeholder information needs, organizational assets, and project needs. An effective plan recognizes diverse stakeholder information needs and considers how information will be stored, retrieved, and ultimately disposed of. Regular reviews and updates ensure the plan remains applicable throughout the project. Key inputs include the project charter, project management plan, project documents, and organizational assets. Tools include expert judgment, communication analysis, models, and methods to develop the communications management plan and updates.
The document discusses Project Communications Management as defined in PMBOK 10.0. It includes three key processes: Plan Communications Management, Manage Communications, and Monitor Communications. These processes fall within the Planning, Executing, and Monitoring & Controlling process groups. The document also covers concepts, trends, tailoring considerations, and considerations for agile environments.
This document provides a mind map overview of the processes involved in project management. It outlines 13 key processes including developing the project charter and management plan, directing project work, managing risk, procurement, and stakeholder engagement. For each process it lists the main inputs, tools and techniques, and outputs to plan, monitor, and control the various aspects of a project.
This document provides an overview of Module 11 on Project Risk Management. It covers 8 lessons: (1) key concepts and terms, (2) plan risk management, (3) identify risks, (4) perform qualitative risk analysis, (5) perform quantitative risk analysis, (6) plan risk responses, (7) implement risk responses, and (8) monitor risks. The module defines risk management and its processes. It discusses risk types, tools and techniques for risk planning, identification, analysis, response planning, implementation, and monitoring. The goal is to increase probability of opportunities and decrease probability of threats to optimize project success.
Monitor Communications is the process of ensuring effective information flow to stakeholders as defined in the communications management plan. It involves monitoring communications artifacts and activities to determine if they are having the desired effect. Feedback is gathered through surveys, lessons learned, and stakeholder engagement assessments to identify needed changes to communications.
The document outlines a presentation on project communication management. It discusses the importance of communication management, defining it as ensuring timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and disposition of project information. It also covers communicating with stakeholders, various communication forms and tools, developing a communication plan, addressing requirements problems, and controlling communications.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
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.
PMP Chap 2- Org. Influence and Project Life CycleAnand Bobade
The document discusses different organizational structures that can influence project management. It describes functional, projectized, and matrix structures. In a functional structure, departments are grouped by specialty and execute their own projects, but project managers have little authority. A projectized structure dedicates resources solely to projects and gives project managers full control. Matrix structures combine functional and project aspects, and can be strong (project-dominant), weak (functional-dominant), or balanced. The document emphasizes that understanding an organization's structure helps a project manager effectively navigate authority, communication, and resource allocation.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
This document discusses the Plan Procurement Management process which is used to document procurement decisions, specify the approach, and identify potential sellers. Key inputs include the project charter, business documents, project management plan, and project documents. Tools and techniques used include expert judgement, data gathering, data analysis, source selection analysis, and meetings. The main outputs are the procurement management plan, procurement strategy, bid documents, procurement statement of work, source selection criteria, make-or-buy decisions, independent cost estimates, change requests, and updates to project documents and organizational process assets.
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
Pmp chap 11 - project risk management - Part 2Anand Bobade
This document discusses quantitative risk analysis as part of project risk management. It begins by defining quantitative risk analysis and distinguishing it from qualitative risk analysis. It then discusses the purpose and process of quantitative risk analysis according to the Project Management Body of Knowledge (PMBOK). This includes describing the inputs, tools and techniques, and outputs involved in performing quantitative risk analysis. Specific techniques like data gathering, probability distributions, sensitivity analysis, and expected monetary value are explained in detail with examples.
The document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
The Plan Communications Management process develops an approach and plan for project communications based on stakeholder information needs, organizational assets, and project needs. An effective plan recognizes diverse stakeholder information needs and considers how information will be stored, retrieved, and ultimately disposed of. Regular reviews and updates ensure the plan remains applicable throughout the project. Key inputs include the project charter, project management plan, project documents, and organizational assets. Tools include expert judgment, communication analysis, models, and methods to develop the communications management plan and updates.
The document discusses Project Communications Management as defined in PMBOK 10.0. It includes three key processes: Plan Communications Management, Manage Communications, and Monitor Communications. These processes fall within the Planning, Executing, and Monitoring & Controlling process groups. The document also covers concepts, trends, tailoring considerations, and considerations for agile environments.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the 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.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
This document provides information on project communications management processes based on the Project Management Body of Knowledge (PMBOK). It describes the three processes: plan communications management, manage communications, and monitor communications. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. It also provides more details on some of the specific tools and techniques used in each process such as communication requirements analysis, communication methods, and information management systems.
1. The document discusses key project management concepts including process flow diagrams, major project documents, project integration management, and developing the project charter, scope statement, and management plan.
2. It describes monitoring and controlling project work, which involves comparing actual performance to plans, recommending corrective actions, and monitoring risks.
3. Integrated change control involves managing changes to the project plans, scope, schedule, and costs.
Project Management Body of Knowledge. Chapters 1-3Brian Davis
The Project Management Body of Knowledge (PMBOK) contains and exhaustive body of knowledge (500+ pages) about project management (https://bit.ly/2jaOFjc). I have developed slides based on the PMBOK, chapters 1-3
This document discusses project integration management, which involves identifying, defining, combining, and coordinating the various processes and activities involved in a project. It involves making choices about resource allocation and trade-offs. The key aspects of project integration management covered are developing the project charter and management plan, directing and managing project work, monitoring and controlling work, performing integrated change control, and closing the project or phase.
1. The document discusses project integration management and its key processes and knowledge areas. It maps the processes to the five process groups and provides descriptions of integration management.
2. It then provides more detailed descriptions of six key processes: develop project charter, develop project management plan, direct and manage project work, manage project knowledge, monitor and control project work, and perform integrated change control.
3. For each process, it lists the inputs, tools and techniques, and outputs, and provides explanations of activities within several of the processes.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
The document discusses project stakeholder management as defined by PMBOK 13. It identifies the four key processes as identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor stakeholder engagement. It provides overviews of the processes, inputs, tools and techniques, and outputs as well as key concepts, trends, tailoring considerations, and considerations for agile environments.
Project scope management includes processes for defining and controlling what work needs to be done to deliver the project, beginning with developing a scope management plan, collecting requirements, and creating a detailed project scope statement that outlines the deliverables, exclusions, assumptions and acceptance criteria. It also involves breaking the work down into a work breakdown structure and validating that the project scope accurately reflects stakeholder needs through requirements traceability and change control. Effective scope management is crucial for project success by ensuring the project includes all necessary work and only the work required to complete the project.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
The document provides an overview of project integration management based on the PMBOK Guide. It discusses key concepts such as ensuring alignment of project activities and objectives. Ten knowledge areas of integration management are listed including scope, schedule, cost, quality, communication, procurement, resource, and risk management. Trends in integration management involve tools, visual management, knowledge management, and expanding project manager responsibilities. The document also covers tailoring integration management to the project life cycle, development approach, and environment as well as considerations for agile/adaptive projects.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
This document discusses project scope management knowledge areas from the Project Management Body of Knowledge (PMBOK). It covers the key processes involved in scope management, including plan scope management, collect requirements, and define scope. Plan scope management involves developing a scope management plan to define how project scope will be managed. Collect requirements focuses on determining stakeholder needs through techniques like interviews, surveys and prototypes. Define scope develops a detailed project scope statement and boundaries by analyzing requirements and deliverables.
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPIDavidMcLachlan1
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
Scenario - Project Management Processes | 1 of 2DavidMcLachlan1
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management EnvironmentDavidMcLachlan1
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile EnvironmentDavidMcLachlan1
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principlesDavidMcLachlan1
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
2.0 The Differences Between Agile and Waterfall, Incremental, Iterative and H...DavidMcLachlan1
This document discusses different project life cycle models and how to choose the appropriate one based on a project's characteristics. It provides information on predictive, iterative, incremental, agile, and hybrid life cycles. Predictive life cycles are sequential with a single delivery, iterative life cycles use prototypes and feedback, incremental life cycles deliver in frequent smaller releases, and agile life cycles expect requirements to change with customer satisfaction increasing through early delivery. Hybrid models combine elements. The document also lists factors like demand patterns, team experience, and quality that influence tailoring the approach.
Control Costs is the process of monitoring project costs and managing changes to the cost baseline. It involves analyzing variances, forecasting costs, and updating cost estimates and budgets as needed. Key inputs include the cost management plan, cost baseline, and work performance data. Tools like earned value analysis, variance analysis, and forecasting are used. Outputs include updated cost forecasts, change requests, and revisions to cost documents and plans. The goal is to maintain an accurate cost baseline throughout the project.
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. Manage Communication
Coincides with PMBOK 10.2
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. What is it?
Manage Communications is the process of ensuring timely and
appropriate collection, creation, distribution, storage, retrieval,
management, monitoring, and the ultimate disposition of project
information.
Why?
The key benefit of this process is that it enables an efficient and
effective information flow between the project team and the
stakeholders
Manage Communication
Coincides with PMBOK 10.2
4. Overview
This process goes beyond the distribution of relevant information and seeks to ensure
that the information being communicated to project stakeholders has been
appropriately generated and formatted, and received by the intended audience.
Techniques and considerations for effective communications management include:
• Sender-receiver models
• Choice of media
• Writing style
• Meeting management
• Presentations
• Facilitation
• Active listening
Coincides with PMBOK 10.2
Manage Communication
5. Manage Communication
Coincides with PMBOK 10.2
Inputs Tools & Techniques Outputs
1. Project management plan
• Resource management plan
• Communications management
plan
• Stakeholder engagement plan
2. Project documents
• Change log
• Issue log
• Lessons learned register
• Quality report
• Risk report
• Stakeholder register
3. Work performance reports
4. Enterprise environmental factors
5. Organizational process assets
1. Communication technology
2. Communication methods
3. Communication skills
• Communication competence
• Feedback
• Nonverbal
• Presentations
4. Project management information
system
5. Project reporting
6. Interpersonal and team skills
• Active listening
• Conflict management
• Cultural awareness
• Meeting management
• Networking
• Political awareness
7. Meetings
1. Project communications
2. Project management plan updates
• Communications management
plan
• Stakeholder engagement plan
3. Project documents updates
• Issue log
• Lessons learned register
• Project schedule
• Risk register
• Stakeholder register
4. Organizational process assets
Inputs, Tools & Techniques, Outputs
6. Manage Communication
Coincides with PMBOK 10.2
10.2 Manage
Communication
Project
Management
Plan
Enterprise/Orga
nization
4.5 Monitor
and Control
Project Work
• Project communications
• Change log
• Issue log
• Lessons learned register
• Quality report
• Risk report
• Stakeholder register
• Enterprise environmental factors
• Organizational process assets
• Resource management plan
• Communications management
plan
• Stakeholder engagement plan
Project
Documents
• Work Performance Report
Project
Documents
Project
Management
Plan
• Issue log
• Lessons learned register
• Project schedule
• Risk register
• Stakeholder register
Project management plan
updates:
• Communication
management plan
• Stakeholder engagement
plan
Enterprise/Orga
nization• Organizational process
assets update
7. Manage Communication - Inputs
Coincides with PMBOK 10.2
Project Management Plan
Project Management Plan components include:
• Resource management plan
• Communication management plan
• Stakeholder engagement plan
9. Manage Communication - Inputs
Coincides with PMBOK 10.2
Work Performance Reports
Work performance reports are circulated to the project stakeholders through this
process as defined in the communications management plan. Examples of work
performance reports include status reports and progress reports. Work performance
reports can contain earned value graphs and information, trend lines and forecasts,
reserve burndown charts, defect histograms, contract performance information, and
risk summaries.
10. Coincides with PMBOK 10.2
Enterprise Environmental Factors
The enterprise environmental factors that can influence this process include but are
not limited to:
• Organizational culture, political climate, and governance framework
• Personnel administration policies
• Stakeholder risk thresholds
• Established communication channels, tools, and systems
• Global, regional, or local trends and practices or habits
• Geographic distribution of facilities and resources
Manage Communication - Inputs
11. Coincides with PMBOK 10.2
Organisational Process Assets
The organizational process assets that can influence this process include:
• Corporate policies and procedures for social media, ethics, and security
• Corporate policies and procedures for issue, risk, change, and data management
• Organizational communication requirements
• Standardized guidelines for development, exchange, storage, and retrieval of
information
• Historical information from previous projects, including the lessons learned
repository
Manage Communication - Inputs
12. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Communication Technology
Factors that influence the technology include whether the team is
collocated, the confidentiality of any information that needs to be
shared, resources available to the team members, and how the
organization’s culture influences the way in which meetings and
discussions are normally conducted.
13. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Communication Methods
The choice of communication methods should allow flexibility in the event that the
membership of the stakeholder community changes or their needs and expectations
change. Methods of communication can include:
• Interactive communication
• Push communication
• Pull communication
14. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Communication Skills
Communication techniques that can be used for this process include:
• Communication Competence
• Feedback
• Nonverbal
• Presentations
15. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Project Management Information System
Project management information systems can ensure that stakeholders can easily
retrieve the information they need in a timely way. Project information is managed
and distributed using a variety of tools, including:
• Electronic project management tools
• Electronic communications management
• Social media management
16. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Project Reporting
Project reporting is the act of collecting and distributing project information. Project
information is distributed to many groups of stakeholders and should be adapted to
provide information at an appropriate level, format, and detail for each type of
stakeholder. While work performance reports are the output of the Monitor and
Control Project Work process, this process develops ad hoc reports, project
presentations, blogs, and other types of communication about the project.
17. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Interpersonal and Team Skills
Interpersonal and team skills that can be used for this process include:
• Active Listening
• Conflict Management
• Cultural Awareness
• Meeting Management
• Networking
• Political Awareness
18. Manage Communication – Tools & Techniques
Coincides with PMBOK 10.2
Meetings
Meetings support the actions defined in the communication strategy and
communications plan.
19. Manage Communication – Outputs
Coincides with PMBOK 10.2
Project Communications
Project communications artifacts may include but are not limited to:
performance reports, deliverable status, schedule progress, cost incurred,
presentations, and other information required by stakeholders.
20. Manage Communication – Outputs
Coincides with PMBOK 10.2
Project Management Plan Updates
Any change to the project management plan goes through the organization’s change
control process via a change request. Components of the project management plan
that may be updated as a result of carrying out this process include:
• Communications management plan
• Stakeholder engagement plan
21. Manage Communication – Outputs
Coincides with PMBOK 10.2
Project Document Updates
Project documents that may be updated as a result of carrying out this process
include:
• Issue log
• Lessons learned register
• Project schedule
• Risk register
• Stakeholder register
22. Manage Communication – Outputs
Coincides with PMBOK 10.2
Organizational Process Assets
Organizational process assets that may be updated as a result of this process include
but are not limited to:
• Project records such as correspondence, memos, meeting minutes and other
documents used on the project
• Planned and ad hoc project reports and presentations
Editor's Notes
This process is performed throughout the project.
. It also provides opportunities for stakeholders to make requests for further information, clarification, and discussion.
Sender-receiver models - Incorporating feedback loops to provide opportunities for interaction/participation and remove barriers to effective communication.
Choice of media - Decisions about application of communications artifacts to meet specific project needs, such as when to communicate in writing versus orally, when to prepare an informal memo versus a formal report, and when to use push/pull options and the choice of appropriate technology.
Writing style - Appropriate use of active versus passive voice, sentence structure, and word choice.
Meeting management - Preparing an agenda, inviting essential participants, and ensuring they attend. Dealing with conflicts within the meeting or resulting from inadequate follow-up of minutes and actions, or attendance of the wrong people.
Presentations. Awareness of the impact of body language and design of visual aids.Facilitation - Building consensus and overcoming obstacles such as difficult group dynamics, and maintaining interest and enthusiasm among group members.
Active listening - Listening actively involves acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension.
Resource management plan - The resource management plan describes the communications that are needed for management of team or physical resources.
Communications management plan - The communications management plan describes how project communications will be planned, structured, monitored, and controlled.
Stakeholder engagement plan - The stakeholder engagement plan describes how stakeholders will be engaged through appropriate communication strategies.
Change log - The change log is used to communicate changes and approved, deferred, and rejected change requests to the impacted stakeholders.
Issue log - Information about issues is communicated to impacted stakeholders.
Lessons learned register - Lessons learned earlier in the project with regard to managing communications can be applied to later phases in the project to improve the efficiency and effectiveness of communications and the communication process.
Quality report - Information in the quality report includes quality issues, project and product improvements, and process improvements.
Risk report - The risk report presents information on sources of overall project risk, together with summary information on identified individual project risks.
Stakeholder register -The stakeholder register identifies the individuals, groups, or organizations that will need various types of information.
They can be presented as dashboards, heat reports, stop light charts, or other representations useful for creating awareness and generating decisions and actions.
Interactive communication - Between two or more parties performing a multidirectional exchange of information in real time. It employs communications artifacts such as meetings, phone calls, instant messaging, some forms of social media, and videoconferencing.
Push communication - Sent or distributed directly to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communications artifacts include letters, memos, reports, emails, faxes, voice mails, blogs, and press releases.
Pull communication - Used for large complex information sets, or for large audiences, and requires the recipients to access content at their own discretion subject to security procedures. These methods include web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories.
Communication competence - A combination of tailored communication skills that considers factors such as clarity of purpose in key messages, effective relationships and information sharing, and leadership behaviours.
Feedback - Feedback is information about reactions to communications, a deliverable, or a situation. Feedback supports interactive communication between the project manager, team and all other project stakeholders. Examples include coaching, mentoring, and negotiating.
Nonverbal - Examples of nonverbal communication include appropriate body language to transmit meaning through gestures, tone of voice, and facial expressions
Presentations - A presentation is the formal delivery of information and/or documentation.
Electronic project management tools - Project management software, meeting and virtual office support software, web interfaces, specialized project portals and dashboards, and collaborative work management tools
Electronic communications management - Email, fax, and voice mail; audio, video and web conferencing; and websites and web publishing.
Social media management - Websites and web publishing; and blogs and applications, which offer the opportunity to engage with stakeholders and form online communities.
The format may range from a simple communication to more elaborate custom reports and presentations.
Information may be prepared regularly or on an exception basis.
Active listening - Techniques of active listening involve acknowledging, clarifying and confirming, understanding, and removing barriers that adversely affect comprehension
Conflict management - refers to techniques and ideas designed to reduce the negative effects of conflict and enhance the positive outcomes for all parties involved.
Cultural awareness - understanding of the differences between themselves and people from other countries or other backgrounds, especially differences in attitudes and values.
Meeting management - Meeting management is taking steps to ensure meetings meet their intended objectives effectively and efficiently
Networking. Networking is interacting with others to exchange information and develop contacts
Political awareness - Political awareness assists the project manager in engaging stakeholders appropriately to maintain their support throughout the project
Communication management plan - When changes are made to the project communications approach as a result of this process, these changes are reflected in the project communications plan.
Stakeholder engagement plan - Stakeholder communication requirements and agreed-upon communications strategies are updated as a result of this process.
Issue log -The issue log is updated to reflect any communication issues on the project, or how any communications have been used to impact active issues.
Lessons learned register - The lessons learned register is updated with information on challenges encountered and how they could have been avoided as well as approaches that worked well and what did not work well for managing communications.
Project schedule - The project schedule may be updated to reflect the status of communication activities.
Risk register - The risk register is updated to capture risks associated with managing communications.
Stakeholder register -The stakeholder register can be updated to include information regarding communications activities with project stakeholders.