Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. It involves evaluating seller proposals, negotiating with sellers, and selecting qualified sellers to establish legal agreements and contracts. Key inputs include the project management plan, project documents, procurement documentation, seller proposals, and organizational policies. Tools and techniques used include expert judgment, advertising, bidder conferences, data analysis, and negotiation. The main outputs are selected sellers and formal agreements and 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.
The document discusses Project Procurement Management as defined in PMBOK 12.0. It outlines the three key processes: Plan Procurement Management, Conduct Procurements, and Control Procurements. It also covers important concepts like the legal nature of contracts, the buyer-seller relationship, and trends/considerations for tailoring procurement in different project environments.
The Plan Cost Management process defines how project costs will be estimated, budgeted, managed, monitored and controlled. It provides guidance on cost management throughout the project. Key inputs include the project charter, schedule and risk plans. Expert judgement, data analysis and meetings are used. The main output is the Cost Management Plan which documents the cost processes, tools, units of measure and control thresholds.
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
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.
The Implement Risk Responses process ensures that agreed-upon risk response plans are executed as intended. It involves allocating owners to risk responses based on the risk management plan, using expert judgement and influencing skills to facilitate response implementation, and integrating responses into the project schedule and risk register. Outputs include potential change requests and updates to risk tracking documents.
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...Shamil Habet
This document provides an overview of project initiation processes based on the PMBOK 6th edition. It discusses developing a project charter, which formally authorizes a project and provides authority to the project manager. The charter documents high-level project information and objectives. It also covers identifying stakeholders, which involves analyzing relevant information about individuals or groups impacted by the project in order to effectively engage them. Techniques include stakeholder analysis and mapping stakeholders based on influence, impact and other factors. The outputs are a stakeholder register and potential change requests based on new stakeholder information.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
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.
The document discusses Project Procurement Management as defined in PMBOK 12.0. It outlines the three key processes: Plan Procurement Management, Conduct Procurements, and Control Procurements. It also covers important concepts like the legal nature of contracts, the buyer-seller relationship, and trends/considerations for tailoring procurement in different project environments.
The Plan Cost Management process defines how project costs will be estimated, budgeted, managed, monitored and controlled. It provides guidance on cost management throughout the project. Key inputs include the project charter, schedule and risk plans. Expert judgement, data analysis and meetings are used. The main output is the Cost Management Plan which documents the cost processes, tools, units of measure and control thresholds.
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
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.
The Implement Risk Responses process ensures that agreed-upon risk response plans are executed as intended. It involves allocating owners to risk responses based on the risk management plan, using expert judgement and influencing skills to facilitate response implementation, and integrating responses into the project schedule and risk register. Outputs include potential change requests and updates to risk tracking documents.
PMP Chapter 2 of 6 Initiating Process Group (2- Processes) (Based on PMBOK 6...Shamil Habet
This document provides an overview of project initiation processes based on the PMBOK 6th edition. It discusses developing a project charter, which formally authorizes a project and provides authority to the project manager. The charter documents high-level project information and objectives. It also covers identifying stakeholders, which involves analyzing relevant information about individuals or groups impacted by the project in order to effectively engage them. Techniques include stakeholder analysis and mapping stakeholders based on influence, impact and other factors. The outputs are a stakeholder register and potential change requests based on new stakeholder information.
This document provides an overview of project scope management processes, including planning how scope will be defined, collecting requirements, developing the project scope statement, creating the work breakdown structure (WBS), verifying completed deliverables meet requirements, and controlling scope changes. It discusses techniques for collecting requirements, balancing stakeholder needs, and developing the scope statement, WBS, and WBS dictionary to describe project and product scope. Formal acceptance of deliverables and managing changes to the scope baseline are also covered.
Episode 23 : PROJECT TIME MANAGEMENT
What is a project?
What is Project Management
Relationship to other Management Disciplines
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
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.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
This document defines many common project management terms and concepts. It provides definitions for terms related to project scheduling, cost estimating, risk management, quality control, communication management, and other core project management processes. Some key terms defined include the work breakdown structure (WBS), critical path method (CPM), earned value management (EVM), risk management processes like risk identification and qualitative risk analysis, and project management processes like scope management, time management, and quality control.
The document discusses project scope management. It covers collecting requirements, defining scope, creating a work breakdown structure (WBS), controlling scope, and verifying scope. The presenter outlines the key inputs, tools and techniques, and outputs for each scope management process. He provides examples of a project charter, WBS, and quizzes to reinforce the material. The overall presentation provides a comprehensive overview of how to plan, monitor, and control the scope of a project.
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
Here is the next slides of Skillogic PMP Training. The slides will explain about Project Integration Management. This is only Part 1 and will upload part 2 soon.
Skillogic Knowledge Solutions is providing PMP Classroom Training in India across many Cities like Hyderabad, Bengaluru, Chennai etc. If you are looking for PMP training in Hyderabad visit: http://in.skillogic.com/pmp-training/pmp-certification-hyderabad
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
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.
This document provides an overview of the Develop Project Charter process from the Project Integration Management knowledge area. It describes the inputs, tools and techniques, and output of developing a project charter. The key inputs include a project statement of work, business case, agreement if applicable, enterprise environmental factors, and organizational process assets. Expert judgement and facilitation techniques are used. The main output is the project charter, which formally initiates the project and provides authority to the project manager.
PMP Training - 12 project procurement managementejlp12
The document discusses project procurement management which involves planning, acquiring products or services outside the project team, administering contracts, and closing out contracts. It covers making a make-or-buy analysis, different types of contracts including fixed price and cost reimbursable, planning procurements, conducting procurements by evaluating proposals and negotiating contracts, administering contracts, and closing out procurements including resolving disputes.
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.
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.
Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes as needed. It ensures both the buyer and seller meet the contract terms. Key inputs include the project management plan, project documents, agreements, procurement documentation, approved change requests, and work performance data. Techniques used include expert judgment, claims administration, data analysis like earned value analysis, inspections, and audits. Outputs include closed procurements, updated documentation, and change requests.
Episode 23 : PROJECT TIME MANAGEMENT
What is a project?
What is Project Management
Relationship to other Management Disciplines
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
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.
The document summarizes the key processes within project integration management according to the PMBOK Guide. It discusses developing the project charter and management plan, directing and managing project execution, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The processes involve planning the project, coordinating the various management activities, monitoring project performance, controlling changes, and formally closing out the project.
This document defines many common project management terms and concepts. It provides definitions for terms related to project scheduling, cost estimating, risk management, quality control, communication management, and other core project management processes. Some key terms defined include the work breakdown structure (WBS), critical path method (CPM), earned value management (EVM), risk management processes like risk identification and qualitative risk analysis, and project management processes like scope management, time management, and quality control.
The document discusses project scope management. It covers collecting requirements, defining scope, creating a work breakdown structure (WBS), controlling scope, and verifying scope. The presenter outlines the key inputs, tools and techniques, and outputs for each scope management process. He provides examples of a project charter, WBS, and quizzes to reinforce the material. The overall presentation provides a comprehensive overview of how to plan, monitor, and control the scope of a project.
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
Here is the next slides of Skillogic PMP Training. The slides will explain about Project Integration Management. This is only Part 1 and will upload part 2 soon.
Skillogic Knowledge Solutions is providing PMP Classroom Training in India across many Cities like Hyderabad, Bengaluru, Chennai etc. If you are looking for PMP training in Hyderabad visit: http://in.skillogic.com/pmp-training/pmp-certification-hyderabad
The document provides an overview of developing a project charter and project management plan. It discusses that a project charter is the first documentation that formally authorizes a project and provides the project manager authority. It identifies key inputs to developing the charter like the project statement of work, business case, and organizational process assets. The project management plan is a collection of subsidiary plans that describes how the project will be executed, monitored, and controlled. It includes plans for scope, schedule, cost, quality and other aspects. The plan establishes baselines and the change control process for managing changes to the project documentation and deliverables.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document provides an overview of project integration management. It discusses developing the project charter and project management plan, which define the project and how it will be executed, monitored, and controlled. It also covers directing and managing project work, monitoring and controlling the project, performing integrated change control, and closing the project or phase. Project integration management aims to balance all knowledge areas and ensure the project is properly planned and executed.
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.
This document provides an overview of the Develop Project Charter process from the Project Integration Management knowledge area. It describes the inputs, tools and techniques, and output of developing a project charter. The key inputs include a project statement of work, business case, agreement if applicable, enterprise environmental factors, and organizational process assets. Expert judgement and facilitation techniques are used. The main output is the project charter, which formally initiates the project and provides authority to the project manager.
PMP Training - 12 project procurement managementejlp12
The document discusses project procurement management which involves planning, acquiring products or services outside the project team, administering contracts, and closing out contracts. It covers making a make-or-buy analysis, different types of contracts including fixed price and cost reimbursable, planning procurements, conducting procurements by evaluating proposals and negotiating contracts, administering contracts, and closing out procurements including resolving disputes.
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.
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.
Control Procurements is the process of managing procurement relationships, monitoring contract performance, and making changes as needed. It ensures both the buyer and seller meet the contract terms. Key inputs include the project management plan, project documents, agreements, procurement documentation, approved change requests, and work performance data. Techniques used include expert judgment, claims administration, data analysis like earned value analysis, inspections, and audits. Outputs include closed procurements, updated documentation, and change requests.
The document provides an overview of project scope management. It defines the key knowledge areas, processes, and inputs/outputs related to scope management. The main processes covered include:
1. Plan Scope Management - Creating a scope management plan to define how scope will be managed.
2. Collect Requirements - Determining stakeholder needs and requirements through techniques like interviews, questionnaires.
3. Define Scope - Developing a detailed project scope statement describing deliverables, assumptions, constraints.
4. Create WBS - Subdividing project work into smaller, more manageable components in a work breakdown structure.
5. Validate Scope - Formal acceptance of completed project deliverables through inspection and verification.
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 provides an overview of project procurement management processes and concepts for PMP certification preparation. It begins with an introduction to the 10 project management knowledge areas and the 4 procurement management processes from the PMBOK Guide. For each process, it outlines the inputs, tools and techniques, and outputs. It also includes examples of contract types, source selection criteria, and sample exam questions related to procurement management. The document aims to help participants understand the structure and approach of the session and benefit from the certification preparation material.
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.
This document discusses the key aspects of project scope management based on the Project Management Body of Knowledge (PMBOK). It defines project scope as the work performed to deliver a product, service, or result with the specified features and functions. The document outlines the six main processes for scope management: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the inputs, tools and techniques, and outputs for each process.
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 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.
This document discusses the Identify Risks process, which involves identifying individual project risks and sources of overall project risk, and documenting their characteristics. It is an iterative process that occurs throughout the project life cycle. Key inputs include the project management plan, project documents, agreements, procurement documentation, enterprise environmental factors, and organizational process assets. Tools and techniques used include expert judgment, data gathering, data analysis, interpersonal skills, prompt lists, and meetings. The main output is the project risk register.
The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.
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 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.
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.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.(The 10 Knowledge Areas & ITTOs)
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 the Project Management Body of Knowledge (PMBOK) Guide, which identifies generally recognized good practices for project management. It has gone through several editions, with changes including additional processes, knowledge areas, and incorporating agile concepts. The sixth edition features revisions to the first three sections and changes to process names and knowledge areas. It aims to harmonize terminology with other standards and better address adaptive project environments.
This document describes a project management course with the following key points:
- The course covers integration management and other core project management knowledge areas including scope, time, cost, quality, human resources, communications, risk, and procurement management.
- The course content will address the processes, tools, and techniques used in each knowledge area. Specific topics include developing project charters and management plans, directing project work, monitoring and controlling the project, integrated change control, and closing projects.
- The course is worth 9 credits and will use continuous assessment and a final examination for grading. The instructor has extensive qualifications in various engineering fields and project management.
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.
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.
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.
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.
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
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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.
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2. Conduct Procurements
Coincides with PMBOK 12.2
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?
Conduct Procurements is the process of obtaining seller responses,
selecting a seller, and awarding a contract.
Why?
The key benefit of this process is that it selects a qualified seller and
implements the legal agreement for delivery. The end results of the
process are the established agreements including formal contracts.
Conduct Procurements
Coincides with PMBOK 12.2
4. Inputs Tools & Techniques Outputs
1. Project management plan
• Scope management plan
• Requirements management plan
• Communications management
plan
• Risk management plan
• Procurement management plan
• Configuration management plan
• Cost baseline
2. Project documents
• Lessons learned register
• Project schedule
• Requirements
• documentation
• Risk register
• Stakeholder register
3. Procurement documentation
4. Seller proposals
5. Enterprise environmental factors
6. Organizational process assets
1. Expert judgment
2. Advertising
3. Bidder conferences
4. Data analysis
• Proposal evaluation
5. Interpersonal and team skills
• Negotiation
1. Selected sellers
2. Agreements
3. Change requests
4. Project management plan updates
• Requirements management plan
• Quality management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Scope baseline
• Schedule baseline
• Cost baseline
5. Project documents updates
• Lessons learned register
• Requirements documentation
• Requirements traceability matrix
• Resource calendars
• Risk register
• Stakeholder register
6. Organizational process assets updates
Inputs, Tools & Techniques, Outputs
Conduct Procurements Coincides with PMBOK 12.2
5. 12.2 Conduct
Procurements
Project
Management
Plan
• Lessons learned register
• Project schedule
• Requirements
• documentation
• Risk register
• Stakeholder register
• Sellers proposals
Project
Documents
• Lessons learned register
• Requirements documentation
• Requirements traceability matrix
• Resource calendars
• Risk register
• Stakeholder register
• Scope management plan
• Requirements management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Configuration management plan
• Cost baseline
Project
Documents
• Change Requests
• Requirements management plan
• Quality management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Scope baseline
• Schedule baseline
• Cost baseline
Project
Management
Plan
Enterprise/Orga
nization • Organizational process assets
• Selected Sellers• Enterprise organizational factors
• Organizational process assets
Conduct Procurements
Coincides with PMBOK 12.2
Enterprise/Orga
nization
Procurement
Documentation
Sellers
12.3 Control
Procurements
4.6 Perform
Integrated
Change Control
4.1 Develop
Project Charter
4.5 Monitor and
Control Project
Work
4.7 Close
Project or
Phase
6.5 Develop
Schedule
7.3 Determine
Budget
9.6 Control
Resources
12.3 Control
Procurements
13.1 Identify
Stakeholders
13.1 Identify
Stakeholders
• Agreements
6. Conduct Procurements - Inputs
Coincides with PMBOK 12.2
Project Management Plan
Project management plan components include:
• Scope management plan
• Requirements management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Configuration management plan
• Cost baseline
7. Project Documents
Project documents that should be considered as inputs for this process include:
• Lessons learned register
• Project schedule
• Requirements
• documentation
• Risk register
• Stakeholder register
Conduct Procurements - Inputs
Coincides with PMBOK 12.2
8. Procurement Documentation
Procurement documentation provides a written record used in reaching the legal
agreement, and may include older documents predating the current project.
Procurement documentation can include:
• Bid Documents
• Procurement statement of work
• Independent cost estimates
• Source selection criteria
Conduct Procurements - Inputs
Coincides with PMBOK 12.2
9. Seller Proposals
• Seller proposals, prepared in response to a procurement document package, form
the basic information that will be used by an evaluation body to select one or more
successful bidders (sellers).
• The evaluation body reviews each submitted proposal according to the source
selection criteria and selects the seller that can best satisfy the buying
organization’s requirements.
Conduct Procurements - Inputs
Coincides with PMBOK 12.2
10. Enterprise Environmental Factors
The enterprise environmental factors that can influence the Conduct Procurements
Process include:
• Local laws and regulations regarding procurements
• Local laws and regulations ensuring that the major procurements involve local
sellers
• External economic environment constraining procurement processes
• Marketplace conditions
• Information on relevant past experience with sellers, both good and bad
• Prior agreements already in place
• Contract management systems
Conduct Procurements - Inputs
Coincides with PMBOK 12.2
11. Organizational Process Assets
The organizational process assets that can influence the Conduct Procurements
process include but are not limited to:
• List of preferred sellers that have been prequalified
• Organizational policies that influence the selection of a seller
• Specific organizational templates or guidelines that will determine the way
agreements are drafted and built
• Financial policies and procedures regarding invoicing and payment processes.
Conduct Procurements - Inputs
Coincides with PMBOK 12.2
12. Expert Judgement
Expertise should be considered from individuals or groups with specialized knowledge
or training in the following topics:
• Proposal evaluation
• Technical or subject matter
• Relevant functional areas such as finance, engineering, design, development,
supply chain management, etc.
• Industry regulatory environment
• Laws, regulations, and compliance requirements
• Negotiation
Conduct Procurements – Tools & Techniques
Coincides with PMBOK 12.2
13. Advertising
Advertising is communicating with users or potential users of a product,
service, or result. Existing lists of potential sellers often can be expanded by
placing advertisements in general circulation publications such as selected
newspapers or in specialty trade publications. Most government jurisdictions
require public advertising or online posting of pending government contracts.
Conduct Procurements – Tools & Techniques
Coincides with PMBOK 12.2
14. Bidder Conferences
Bidder conferences (also called contractor conferences, vendor conferences,
and pre-bid conferences) are meetings between the buyer and prospective
sellers prior to proposal submittal. They are used to ensure that all prospective
bidders have a clear and common understanding of the procurement and no
bidders receive preferential treatment.
Conduct Procurements – Tools & Techniques
Coincides with PMBOK 12.2
15. Data Analysis
A data analysis technique that can be used for this process includes but is not
limited to proposal evaluation. Proposals are evaluated to ensure they are
complete and respond in full to the bid documents, procurement statement of
work, source selection criteria, and any other documents that went out in the
bid package.
Conduct Procurements – Tools & Techniques
Coincides with PMBOK 12.2
16. Interpersonal and Team Skills
• Interpersonal and team skills that can be used for this process include negotiation.
• Negotiation is a discussion aimed at reaching an agreement. Procurement
negotiation clarifies the structure, rights, and obligations of the parties and other
terms of the purchases so that mutual agreement can be reached prior to signing
the contract.
• The negotiation should be led by a member of the procurement team that has the
authority to sign contracts.
Conduct Procurements – Tools & Techniques
Coincides with PMBOK 12.2
17. Selected Sellers
• The selected sellers are those who have been judged to be in a competitive
range based on the outcome of the proposal or bid evaluation.
• Final approval of complex, high-value, high-risk procurements will generally
require organizational senior management approval prior to award.
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
18. Agreements
A contract is a mutually binding agreement that obligates the seller to provide the specified
products, services, or results; obligates the buyer to compensate the seller; and represents a
legal relationship that is subject to remedy in the courts. The major components in an
agreement document may include:
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
• Incentives and penalties
• Insurance and performance bonds
• Subordinate subcontractor approvals
• General terms and conditions
• Change request handling
• Termination clause and alternative dispute
resolution mechanisms
• Procurement statement of work or major
deliverables
• Schedule, milestones, or date by which a schedule
is required
• Performance reporting
• Pricing and payment terms
• Inspection, quality, and acceptance criteria
• Warranty and future product support
19. Change Requests
Change requests to the project management plan, its subsidiary plans,
and other components are processed for review and disposition through
the Perform Integrated Change Control process
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
20. 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 require
a change request for the project management plan include:
• Requirements management plan
• Quality management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Scope baseline
• Schedule baseline
• Cost baseline
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
21. Project Document Updates
Project documents that may be updated as a result of carrying out this process include:
• Lessons learned register
• Requirements documentation
• Requirements traceability matrix
• Resource calendars
• Risk register
• Stakeholder register
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
22. Organizational Process Assets Updates
Elements of the organizational process assets that can be updated as a result of the
Conduct Procurements process can include:
• Listings of prospective and prequalified sellers
• Information on relevant experience with sellers, both good and bad.
Conduct Procurements – Outputs
Coincides with PMBOK 12.2
Editor's Notes
This process is performed periodically throughout the project as needed.
Scope management plan - The scope management plan describes how the overall scope of work will be managed, including the scope performed by sellers.
Requirements management plan - The requirements management plan describes how requirements will be analyzed, documented, and managed. The requirements management plan may include how sellers will manage the requirements they are under agreement to satisfy.
Communications management plan - The communications management plan describes how communications between buyers and sellers will be conducted.
Risk management plan - The risk management plan is a component of the project management plan and describes how risk management activities will be structured and performed for the project.
Procurement management plan - The procurement management plan contains the activities to be undertaken during the Conduct Procurements process.
Configuration management plan - The configuration management plan defines those items that are configurable, those items that require formal change control, and the process for controlling changes to such items. It includes formats and processes for how sellers will provide configuration management in a way that is consistent with the buyer’s approach.
Cost baseline - The cost baseline includes the budget for the procurement as well as costs associated with managing the procurement process and sellers.
Lessons learned register - Lessons learned earlier in the project with regard to conducting procurements can be applied to later phases in the project to improve the efficiency of this process.
Project schedule - The project schedule identifies the start and end dates of project activities, including procurement activities. It also defines when contractor deliverables are due.
Requirements documentation - Requirements documentation may include:
Technical requirements the seller is required to satisfy, and
Requirements with contractual and legal implications that may include health, safety, security, performance, environmental, insurance, intellectual property rights, equal employment opportunity, licenses, permits, and other nontechnical requirements.
Risk register - Each approved seller comes with its own unique set of risks, depending on the seller’s organization, the duration of the contract, the external environment, the project delivery method, the type of contracting vehicle chosen, and the final agreed-upon price.
Stakeholder register - This document contains all of the details about the identified stakeholders.
Bid documents - Procurement documents include the RFI, RFP, RFQ, or other documents sent to sellers so they can develop a bid response.
Procurement statement of work - The procurement statement of work (SOW) provides sellers with a clearly stated set of goals, requirements, and outcomes from which they can provide a quantifiable response.
Independent cost estimates - Independent cost estimates are developed either internally or by using external resources and provide a reasonableness check against the proposals submitted by bidders.
Source selection criteria - These criteria describe how bidder proposals will be evaluated, including evaluation criteria and weights.
If the seller is going to submit a price proposal, good practice is to require that it be separate from the technical proposal.
Final document language reflects all agreements reached.
Negotiation concludes with a signed contract document or other formal agreement that can be executed by both buyer and seller.
The project manager and other members of the project management team may be present during negotiation to provide assistance as needed.
Requirements management plan - There may be changes to project requirements due to changes identified by sellers.
Quality management plan - Sellers may offer alternative quality standards or alternative solutions that impact the quality approaches defined in the quality management plan.
Communications management plan - As sellers are hired, the communications management plan is updated to incorporate their communications needs and approaches.
Risk management plan - Each agreement and seller has its own set of risks that may require updates to the risk management plan. Specific risks are incorporated into the risk register.
Procurement management plan - Updates may be required depending on the results of the contracting and negotiations processes.
Scope baseline - The project WBS and deliverables documented in the scope baseline are considered when performing procurement activities. Any one or all of these may change during the procurement process.
Schedule baseline - If there are delivery changes created by sellers that impact overall project schedule performance, the baseline schedule may need to be updated and approved to reflect the current expectations.
Cost baseline - Contractor and materials prices can change frequently during the delivery of a project. These changes can occur because of fluctuating materials and labor prices created by the external economic environment and need to be incorporated into the cost baseline.
Lessons learned register - The lessons learned register is updated with information on challenges encountered while conducting procurements and how they could have been avoided as well as approaches that worked well.
Requirements documentation - Requirements documentation may include:
Technical requirements that the seller is required to satisfy, and
Requirements with contractual and legal implications that may include health, safety, security, performance, environmental, insurance, intellectual property rights, equal employment opportunity, licenses, permits, and other nontechnical requirements.
Requirements traceability matrix - As sellers are incorporated into the project’s plan, the requirements register and the traceability matrix may change depending on the capabilities of the specific seller.
Resource calendars - Schedule resource calendars may need to be updated depending on the availabilities of the sellers.
Risk register - Each approved seller comes with its own unique set of risks, depending on the seller’s organization, the duration of the contract, the external environment, the project delivery method, the type of contracting vehicle chosen, and the final agreed-upon price.
Stakeholder register. - This document contains all the details about the identified stakeholders. The stakeholder register is updated as agreements are made with specific sellers.