PMP Comparisons (PMP Comparisons - PMP Comparisons)

PMP
Comparisons
The most important, By: Dr. Ahmed
Alsenosy

Contract VS Charter
All copyrights are reserved to Ahmed Alsenosy |
www.linkedin.com/in/Alsenosy
Contract Charter
A legally binding agreement between the Buyer and the
Seller.
It is usually prepared internally within the Performing
Organization.
It is a mutually agreed document between the Buyer and
the Seller.
It is issued by the Project Sponsor to the Project Manager.
Sponsor gives the commitment to provide funds and
resources while PM gives the commitment to complete the
project.
It is a legally binding agreement. Usually it is not a legally binding document.
It can be signed either for a project or for operational work. It is prepared for a project only.
Projects that are done internally without any third party
direction, support, or governance do not need a contract.
As a good practice, a charter should always be prepared.

Team charter VS Charter
Team charter Charter
The team charter is a document that establishes the team
values, agreements, and operating guidelines for the team.
It is usually prepared internally within the Performing
Organization.
The team charter works best when the team develops it.
All project team members share responsibility for ensuring
the rules documented in the team charter are followed.
It is issued by the Project Sponsor to the Project Manager.
Sponsor gives the commitment to provide funds and
resources while PM gives the commitment to complete the
project.
The team charter can be reviewed and updated periodically
to ensure a continued understanding of the team ground
rules and to orient and integrate new team members.
Usually it is not a legally binding document.
It is prepared for a project or many projects It is prepared for a project only.
As a good practice, a team charter should always be
prepared.
As a good practice, a charter should always be prepared.

Assumptions log VS Constraints log
Assumptions log Constraints log
An assumption is a belief of what you assume to be true in the future.
You make assumptions based on your knowledge, experience or the
information available on hand.
Constraints are limitations imposed on the project, such as the limitation of cost,
schedule, or resources, and you have to work within the boundaries restricted by
these constraints.
Assumptions are supposed to be true but do not necessarily end up being
true. Sometimes they may turn out to be false, which can affect your
project significantly.
Business Constraints
Business constraints depend on the state of your organization; for example, time,
budget, resource, etc.
Technical Constraints
Technical constraints limit your design choice. For example, let’s say you’re
constructing a pipeline, and according to the design your pipeline should be able
to withstand a certain amount of pressure.
Examples
You will get all resources required by you.
During the rainy season, cheap labor will be available.
All-important stakeholders will come to the next meeting.
The following are a few examples of constraints:
You must complete 25% of the work within the first 30 days.
You have to work with the given resources.
You will be given only two site engineers.

Activity Attributes VS WBS dictionary
Activity Attributes WBS dictionary
Activity attributes extend the description of the
activity by identifying the multiple components
associated with each activity.
The WBS dictionary is a document that provides detailed
deliverable, activity, and scheduling information about each
component in the WBS.
include the activity identifier (ID), WBS ID, and activity
label or name, and when completed, may include
activity codes, activity description, predecessor
activities, successor activities, logical relationships,
leads and lags , resource requirements, imposed dates,
constraints etc.
Code of account identifier, Description of work,
Assumptions and constraints, Responsible organization,
Schedule milestones, Associated schedule activities,
Resources required, Cost estimates,
Quality requirements, Acceptance criteria,
Technical references, and Agreement information.

Risk register VS Risk report
Risk register Risk report
The risk register captures details of identified individual
project risks. The results of Perform Qualitative Risk
Analysis, Plan Risk Responses, Implement Risk
Responses, and Monitor Risks are recorded in the risk
register as those processes are conducted throughout
the project.
The risk report presents information on sources of overall
project risk, together with summary information on identified
individual project risks. The results of Perform Qualitative Risk
Analysis, Perform Quantitative Risk Analysis, Plan Risk
Responses, Implement Risk Responses, and Monitor Risks are
also included in the risk report
Contains:
List of identified risks.
Potential risk owners.
List of potential risk responses.
a short risk title, risk category, current risk status, one or
more causes, one or more effects on objectives, risk
triggers
Sources of overall project risk, indicating which are the most
important drivers of overall project risk exposure;
and
Summary information on identified individual project risks,
such as number of identified threats and opportunities,
distribution of risks across risk categories, metrics and trends,
etc.

Quality reports VS Quality control measurements
Quality reports Quality control measurements
The quality reports can be graphical, numerical, or
qualitative. The information provided can be used by
other processes and departments to take corrective
actions in order to achieve the project quality
expectations.
Quality control measurements are the documented results of
Control Quality activities. They should be captured in the
format that was specified in the quality management plan.
may include:
all quality management issues escalated by the team;
recommendations for process, project, and product
improvements; corrective actions recommendations
(including rework, defect/bugs repair, 100% inspection,
and more); and the summary of findings from the
Control Quality process.
Measurements include:
Inspection results
Test results
Any deviations or variations
Any other quality control measurements

Quality tests VS Quality inspections
QUALITY TESTS QUALITY INSPECTIONS
Testing is an organized and constructed investigation conducted to
provide objective information about the quality of the product or
service under test in accordance with the project requirements.
An inspection is the examination of a work product to determine if it
conforms to documented standards. The results
of inspections generally include measurements and may be conducted at
any level.
The intent of testing is to find errors, defects, bugs, or other
nonconformance problems in the product or service.
- HVAC systems
- Elevators
- Data base integration
- BMS
The results of a single activity can be inspected, or the final product of the
project can be inspected. Inspections may be called reviews, peer reviews,
audits, or walkthroughs. In some application areas, these terms have
narrow and specific meanings. Inspections also are used to verify defect
repairs.
- Concrete inspection
- Plastering inspection
- Painting inspection

Quality tests VS Quality inspections
Quality tests Quality inspections
Testing is an organized and constructed investigation
conducted to provide objective information about the
quality of the product or service under test in
accordance with the project requirements.
An inspection is the examination of a work product to
determine if it conforms to documented standards. The results
of inspections generally include measurements and may be
conducted at any level.
The intent of testing is to find errors, defects, bugs, or
other nonconformance problems in the product or
service.
- HVAC systems
- Elevators
- Data base integration
- BMS
The results of a single activity can be inspected, or the final
product of the project can be inspected. Inspections may be
called reviews, peer reviews, audits, or walkthroughs. In some
application areas, these terms have narrow and specific
meanings. Inspections also are used to verify defect repairs.
- Concrete inspection
- Plastering inspection
- Painting inspection

Analogues est. VS Parametric est.
Analogues est. Parametric est.
Analogous estimating is a technique for estimating the
duration or cost of an activity or a project using
historical data from a similar activity or project.
Analogous estimating uses parameters from a previous,
similar project, such as duration, budget, size, weight,
and complexity, as the basis for estimating the same
parameter or measure for a future project.
Parametric estimating is an estimating technique in which an
algorithm is used to calculate cost or duration based on
historical data and project parameters. Parametric estimating
uses a statistical relationship between historical data and other
variables (e.g., square footage in construction) to calculate an
estimate for activity parameters, such as cost, budget, and
duration.
Analogous duration estimating is frequently used to
estimate project duration when there is a limited
amount of detailed information about the project.
is generally less costly and less time-consuming than
other techniques, but it is also less accurate.
This technique can produce higher levels of accuracy
depending on the sophistication and underlying data built into
the model.
Example:
If you have completed 1000 m3 excavation for previous
project in 10 days and your current project have 2000
m3 then your current project excavation will take 20
days
Example:
If the assigned resource is capable of installing 25 meters of
cable per hour, the duration required to
install 1,000 meters is 40 hours (1,000 meters divided by 25
meters per hour).

Scope Validation VS Quality Control
item Scope Validation Quality Control
Definition Reviewing the deliverables with the customer to ensure that
they are completed satisfactorily and within project approved
Scope
Evaluates the project results (outputs, deliverables)
to ensure they comply with quality standard
timing At the end of each phase or the project Throughout the project life cycle from start to end
How Establish a good Scope management plan and collect clear
,complete and census requirements (functional or non functional
) and put suitable traceability matrix
Finding & eliminating sources of quality problems
through tools & equipment so that customer's
requirements are continually met.
Who implement Project manager, client or consultative body Quality control team
Example
As part of my project management
requirements, I need to produce a
weekly project performance report.
provide the performance report to my sponsor for his approval check the data and figures within my performance
report to ensure they are correct
Output (major) Formal acceptance Tally sheet, check sheet, inspection sheet

Manage Quality vs Quality Control
item Manage Quality Quality Control
Definition QA is a set of activities for ensuring quality in the processes by which
products are developed as well as continues improvements.
QC is a set of activities for ensuring quality in
products. The activities focus on identifying defects
in the actual products produced.
Focus on QA aims to prevent defects with a focus on the process used to make the
product. It is a proactive quality process.
QC aims to identify (and correct) defects in the
finished product. Quality control, therefore, is a
reactive process.
How Establish a good quality management system and the assessment of its
adequacy. Periodic conformance audits of the operations of the system.
Finding & eliminating sources of quality problems
through tools & equipment so that customer's
requirements are continually met.
Responsibility Everyone on the team involved in developing the product is responsible for
quality assurance.
Quality control is usually the responsibility of a
specific team that tests the product for defects.
Statistical Techniques Statistical Tools & Techniques can be applied in both QA & QC. When they
are applied to processes (process inputs & operational parameters), they
are called Statistical Process Control (SPC); & it becomes the part of QA.
When statistical tools & techniques are applied to
finished products (process outputs), they are called
as Statistical Quality Control (SQC) & comes under
QC.
Process group Execution Control

QUALITATIVE vs QUANTITATIVE
QUALITATIVE RISK ANALYSIS QUANTITATIVE RISK ANALYSIS
A qualitative risk analysis prioritizes the identified
project risks using a pre-defined rating scale
A quantitative risk analysis is a further analysis of the
highest priority risks during a which a numerical or
quantitative rating is assigned in order to develop a
probabilistic analysis of the project.
risk-level project-level
subjective evaluation of probability and impact probabilistic estimates of time and cost
quick and easy to perform time consuming
no special software or tools required may require specialized tools

Risk Mitigation Plan VS Risk Contingency Plan
RISK MITIGATION PLAN RISK CONTINGENCY PLAN
You identify actions which you will take in advance irrespective
of the occurrence of risk
You plan actions, but you monitor certain warning signs. You
take these actions only when you see the warning signs. Or
when you accept certain types of risk
You spend time and money in advance for the given risk
condition
You do not spend time or money in advance, but you keep
them ready, and invest them when needed
We are expected to mitigate the risks which are outside the
risk threshold. By applying a mitigation plan, we reduce the
probability of impact of the identified risk.
By identifying the contingency plan, we do not change the
probability or impact of the current risk, but we plan to control
the impact as risk event looks like occurring.
This works as the first level of defense for the high exposure
risks
This works as a fallback plan for the high exposure risks.

Secondary Risks VS Residual Risks
Manage communication Manage Stakeholders
Manage Communication is all about interacting
with the Stakeholder . It focuses on the Medium -
Phone, Face to Face, Web conference. It also
focuses on the Stakeholder Encoding, Sending,
Receiving ,Decoding and Acknowledge project
communication to and from the Project Manager .
Communications plan is all about how frequently ,
how and when you will communicate (Part of
Communication Management Plan).
Stakeholder engagement on the other hand
focuses on Relationship Building with the
stakeholder . Use your negotiation, leadership,
influence skills to interact and manage stakeholder
expectations, foresee and proactively control
changes to scope,
Examples:
• project reports
• Project meetings
• Any information exchange inside or outside from
or to the project.
Examples:
If essential changes are requested by
Stakeholders, go through the proper Change
Control Process, Seek endorsement and support
from your sponsor at all times,
Keep stakeholder informed of project progress at
all times and balance their conflicting needs with
regards to scope, cost, time, risks, priorities.

Contingency
Plan
VS Fallback
Plan
Contingency Plan: a contingency plan is
developed to be taken only when risk event
occurs
• only for risks that have been accepted (i.e. no
proactive actions to be taken to minimize their
occurrence)
• for identified risks (known unknowns)
• developed during Plan Risk Responses process
Fallback Plan: a fallback plan is developed
to deal with risks if the primary planned risk
response is not effective
• to be taken after the Contingency Plan
• for identified risks (known unknowns)
• developed during Plan Risk Responses process

EEFs VS OPAs
Enterprise environmental factors are
internal and external environmental
factors that can influence a project’s
success, including:
Organizational culture
Organizational structure
Internal and external political climate
Existing human resources
Available capital resources
Regulatory environment
Financial and market conditions
1
Organizational process assets include
any of the organization’s process assets
that may be used to ensure project
success.
They generally fall into two categories:
Processes, guidelines, and procedures,
such as: organizational standard
processes, standardized guidelines,
templates
The corporate knowledge base, such
as, lessons learned, historical
information, past project files (I call
this: The Repository of Goodness)
2

Funding Limit reconciliation VS Funding Req.
Funding Limit reconciliation Funding Requirements
When you first lay your cost estimates over time
and aggregate the funds by time period, you
should compare the results with any funding
limitations identified in the scope statement or
elsewhere.
Each working period should have required fund
to cover all required costs.
Cost budgeting technique Cost Budgeting output
May accompanied with changing network
diagram or critical path.
Sponsor may change project plan to satisfy funds.

Control chart’(control limits vs specifications limits)
Control Limits Specification Limits
Voice of the process Voice of the customer
Calculated from Data Defined by the customer
Appear on control charts Appear on histograms
Apply to subgroups Apply to items
Guide for process actions Separate good items from bad
What the process is doing What we want the process to do
Specification limits are the targets set for the process/product by customer or market performance or
internal target. In short it is the intended result on the metric that is measured.
Control limits on the other hand are the indicators of the variation in the performance of the process. It is
the actual values that the process is operating on. It is the real time value.
http://www.whatissixsigma.net

Project Management Information System VS
Information Management Systems
• Project Management Information System. An information system consisting of the tools
and techniques used to gather, integrate, and disseminate the outputs of project
management processes. It is used to support all aspects of the project from initiating
through closing, and can include both manual and automated systems.
• An information management system provides a set of standard tools for the project
manager to capture, store, and distribute information to stakeholders about the project’s
costs, schedule progress, and performance. Some software packages allow the project
manager to consolidate reports from several systems and facilitate report distribution to
the project stakeholders.

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