The document discusses various project management concepts including predictive, iterative, and adaptive life cycles; organizational structures; project influences; the role of the project manager; stakeholders; scope management techniques like work breakdown structures and user stories; sequencing and estimating activities; developing the project schedule; managing quality; resource management; communications management; risk management; procurement; and stakeholder management. Several tools are also presented such as precedence diagramming, Gantt charts, burndown charts, and stakeholder analysis matrices.

1. 1.7.1
PREDICTIVE
LIFE CYCLES

2. 1.7.2 ITERATIVE AND INCREMENTAL LIFE CYCLES

3. 1.7.3 ADAPTIVE LIFE CYCLES (AGILE)
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks
3 weeks

4. 1.7.4
PROJECT LIFE
CYCLES
VARIABLES

5. 1.8 PROJECT
MANAGEMENT
PROCESS
INTERACTIONS

6. 1.10 PROJECT
INFORMATION

7. 2.3
ORGANIZATIONAL
STRUCTURES
Functional

8. 2.3
ORGANIZATIONAL
STRUCTURES
Weak Matrix:

9. 2.3
ORGANIZATIONAL
STRUCTURES
Balanced Matrix:

10. 2.3
ORGANIZATIONAL
STRUCTURES
Strong Matrix:

11. 2.3
ORGANIZATIONAL
STRUCTURES
Projectized:

12. 2.3
ORGANIZATIONAL
STRUCTURES

13. 2.4 PROJECT
INFLUENCES

14. 2.4.1 ORGANIZATIONAL
PROCESS ASSETS (OPA)
Corporate/Organizational Knowledge
Base
- Financial databases.
- Historical information and lessons
learned knowledge bases
- Issue and defect management
databases
- Process measurement databases
- Project files from previous projects

15. 2.4.2 ENTERPRISE ENVIRONMENTAL
FACTORS

16. 3.2 ROLE OF THE PROJECT MANAGER
Interpersonal Skills
Leadership Political and
Cultural awareness
Team building Negotiation
Motivation Trust Building
Communication Conflict
Management
Influencing Coaching
Decision Making

17. 3.4 PROJECT STAKEHOLDERS

18. PROJECT MANAGEMENT PLAN VS. PROJECT DOCUMENTS

20. WBS EXAMPLE

21. WBS EXAMPLE

22. 5.4.3 CREATE WBS: OUTPUTS
• Project scope statement
• WBS
• Work Package
• WBS dictionary
1. Scope Baseline
2. Project Documents Updates

23. 5.4.3 CREATE
WBS: OUTPUTS

24. PRODUCT BACKLOG

25. PRODUCT VS
SPRINT
BACKLOG

26. AGILE
CONCEPTS FOR
SCOPE
MANAGEMENT
 User Story: It is a stakeholder need or requirement. It
has a description about the needs, and acceptance
criteria to know if the deliverable meets the
requirements. Another name is backlog items.

27. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
1. Precedence Diagramming Method (PDM)
 Finish-to-start (FS). An activity must finish before
the successor can start. This is the most
commonly used relationship. Example: You
must finish digging a hole before you can start
the next activity of planting a tree.
 Finish-to-finish (FF). An activity must finish
before the successor can finish. Example: You
must finish testing before you can finish
documentation.

28. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
1. Precedence Diagramming Method (PDM)
 Start-to-start (SS). An activity must start before
the successor can start. Example: You must
start designing and wait for two weeks’ lag in
order to have enough of the design
completed to start coding.
 Start-to-finish (SF). An activity must start before
the successor can finish. This dependency is
rarely used.

29. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES

30. 6.3.2 SEQUENCE ACTIVITIES: TOOLS AND
TECHNIQUES
Arrow Diagram Method (ADM)

31. 6.3.3
SEQUENCE
ACTIVITIES:
OUTPUTS
1. Project Schedule Network Diagrams

32. T-SHIRT SIZING EXAMPLE

33. T-SHIRT SIZING EXAMPLE
After you with your team
identity the main features you
should break down the main
features in smaller components
called User Stories.

34. T-SHIRT SIZING EXAMPLE
Next step: Classify
each user story as you
did with the main
features. You can use
the same t-shirt sizes
based on complexity
for each user story.

35. PLANNING
POKER
Planning poker: (also called Scrum poker) helps agile
teams estimate the time and effort needed to complete
each initiative on their product backlog. The name from
this gamified technique is planning poker because
participants use physical cards. These cards, which look
like playing cards, estimate the number of story points for
each backlog story or task up for discussion.

36. PLANNING POKER
How Does Planning Poker Work?
 Planning poker brings together stakeholders
from across departments in the organization to
reach a consensus on the estimated effort
needed for several backlog initiatives. For an
agile software organization, stakeholders can
include a product owner, developers, UX
designers, QA testers, and product managers,
among others.

37. 6.5.2 DEVELOP SCHEDULE: TOOLS AND
TECHNIQUES
1. Schedule Network Analysis
2. Critical Path Method
 It is the longest path(s) in the
network diagram. By definition
all the activities in the critical
path have zero float.

38. 6.5.2 DEVELOP
SCHEDULE: TOOLS AND
TECHNIQUES
Resource Optimization Techniques

39. 6.5.2 DEVELOP SCHEDULE: TOOLS AND
TECHNIQUES
Schedule Compression
 Fast Tracking
 Crashing
Agile Release Planning
Agile projects are often divided into
releases and iterations (sprints). An
iteration is a short, timeboxed
developed period, typically one to four
weeks in duration. A release is a group
of iterations that results in the
completion of a valuable deliverable on
the project. An agile project will have
one or more releases, each of which will
contain one or more iterations.

40. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Agile Release Planning

41. 6.5.3 DEVELOP
SCHEDULE: OUTPUTS
1. Schedule Baseline
2. Project Schedule
 Bar Charts
 Milestone Charts
 Project schedule network diagram

42. 6.6.2 CONTROL
SCHEDULE: TOOLS
AND TECHNIQUES
Example of a Burndown Chart:

43. 7.3.3 DETERMINE BUDGET: OUTPUTS

44. 7.4.2 CONTROL COSTS: TOOLS AND TECHNIQUES

45. 8.1.2 PLAN
QUALITY
MANAGEMENT:
TOOLS AND
TECHNIQUES
Cost of Quality (COQ)

46. 8.2.2 MANAGE
QUALITY:
TOOLS AND
TECHNIQUES

47. 8.2.2 MANAGE QUALITY: TOOLS AND
TECHNIQUES

48. 8.2.2 MANAGE QUALITY: TOOLS AND TECHNIQUES
Pareto Diagram
Histogram

49. 8.2.2 MANAGE QUALITY: TOOLS AND TECHNIQUES
Control Chart
Scatter Diagram

50. 8.2.2 MANAGE QUALITY: TOOLS AND TECHNIQUES
Flow Chart
Serve rice
Fill pan with water
Heat pan on stove
Yes
No
Add rice
Drain pan into sieve
Is the water
boiling?
Reduce heat to low,
cook for 15 minutes
How to boil rice

51. 8.2.2 MANAGE QUALITY: TOOLS AND TECHNIQUES
Run Chart

52. 8.3.2 CONTROL QUALITY: TOOLS AND
TECHNIQUES
1. Data Gathering
 Checklist
 Check sheets
 Statistical Sampling
 Questionnaires and Surveys
2. Data Analysis
 Performance Reviews
 Root-cause analysis
3. Inspection

53. 9.1.2 PLAN RESOURCE MANAGEMENT:
TOOLS AND TECHNIQUES
1. Expert Judgment
2. Data Representation

54. 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND
TECHNIQUES
RBS Example (Resource Breakdown Structure)

55. 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND
TECHNIQUES
OBS Example (Organizational Breakdown
Structure)

56. 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND
TECHNIQUES
2. Data Representation (RACI)

57. 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND
TECHNIQUES
Organizational Theory: (Maslow’s Hierarchy of needs)

58. 9.1.2 PLAN RESOURCE MANAGEMENT: TOOLS AND
TECHNIQUES
Organizational Theory: (McGregor, Theory X and Theory Y)

59. 9.2.3 ESTIMATE ACTIVITY RESOURCES: OUTPUTS
RBS Example

60. 9.4.2 DEVELOP TEAM: TOOLS AND TECHNIQUES
Dreyfus Model of Adult Skill Acquisition

61. 10.1.2 PLAN COMMUNICATIONS MANAGEMENT:
TOOLS AND TECHNIQUES
4. Communication Model

62. 11.1.3 PLAN RISK MANAGEMENT: OUTPUTS

63. 11.1.3 PLAN RISK MANAGEMENT: OUTPUTS

64. 11.1.3 PLAN RISK MANAGEMENT: OUTPUTS
Probability Impact Matrix:

65. 11.2.3 IDENTIFY RISKS: OUTPUTS
1. Risk Register
List of identified risks
Potential risk owners
List of potential responses
ID Risk Trigger Event Cause Impact Owner Response Plan
1 Infrastructure
team is not
available
when
needed.
Predecessor
tasks not
completed
on time
Operating
System
Upgrade
delayed
Equipment
was not
delivered
on time
Schedule
delay
Brown Compress the
schedule by
beginning tasks in
the next milestone
while working on
operating system
upgrade

66. 11.3.2 PERFORM QUALITATIVE RISK ANALYSIS:
TOOLS AND TECHNIQUES
Probability & Impact Assessment (Example)

67. 11.4.2 PERFORM QUANTITATIVE RISK ANALYSIS:
TOOLS AND TECHNIQUES
Simulations(Monte Carlo) Example:

68. 11.4.2 PERFORM QUANTITATIVE RISK ANALYSIS:
TOOLS AND TECHNIQUES
Sensitivity Analysis Example:

69. 11.4.2 PERFORM QUANTITATIVE RISK ANALYSIS:
TOOLS AND TECHNIQUES
Decision Tree
Analysis
Example:

70. 11.5.2 PLAN RISK RESPONSES: TOOLS AND
TECHNIQUES

71. 12.1.1 PLAN PROCUREMENT
MANAGEMENT: INPUTS
5. Enterprise Environmental Factors
• Fixed-price contracts (FFP, FPIFC, FP-EPA)
• Cost-reimbursable contracts (CPFF, CPIF, CPAF, CPF or CPPC)
• Time and Material Contracts (T&M)
6. Organizational Process Assets

72. 13.1.2 IDENTIFY STAKEHOLDERS: TOOLS AND
TECHNIQUES

73. 13.2.2 PLAN STAKEHOLDER ENGAGEMENT: TOOLS AND
TECHNIQUES
- C indicates the current engagement.
- D indicates the desired engagement.

74. 12.1.1 PLAN
PROCUREMENT
MANAGEMENT: INPUTS
Risk and Contract Types