The document summarizes Project Integration Management processes from chapter 4 of an unknown book. It discusses developing the project charter and project management plan. For developing the project charter, it describes inputs like the project statement of work and business case. Tools and techniques include using expert judgement and facilitation. The key output is the project charter. For developing the project management plan, it describes integrating subsidiary plans like scope, schedule, cost, quality and risk management plans. The project management plan consolidates these to describe how the project will be executed.
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
Pmbok 5th planning process group part four _ Project Risk ManagementHossam Maghrabi
This is PMBOK Guide Planning Process Group Part Four. It includes one Knowledge Area - Project Risk Management - with five processes - Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses -.
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
Episode 21 : Project Scope Management
Introduction to Project scope management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
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
PMP Exam Flashcards common definitions 7th edition original v2.0Vinod Kumar, PMP®
The Project Management Professional (PMP) exam is quite hard. The exam consists of 200 multiple-choice questions in a period of only four hours. The questions are written for a high difficulty level and are designed to test your understanding of the subjects and the ability to problem solve in real life.
Flashcards are small note cards used for testing and improving memory through practiced information retrieval.
Hence, I have captured 342 of the most important common definitions around Project Management in the Microsoft PowerPoint Presentation format aligned with the NEW 2021 PMP Exam and the PMBOK Guide, it will be very useful while you are preparing for your PMP exam to understand the concepts and no need to memorize anymore, also you can quickly review during your free time.
At doubt you can easily do a quick search for the required Common Definition.
All the very best for your PMP Examination!
- What is project scope?
- why scope management is important?
- what are the processes of scope management?
- what is Scope Baseline?
- how to create WBS?
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
Episode 21 : Project Scope Management
Introduction to Project scope management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
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
PMP Exam Flashcards common definitions 7th edition original v2.0Vinod Kumar, PMP®
The Project Management Professional (PMP) exam is quite hard. The exam consists of 200 multiple-choice questions in a period of only four hours. The questions are written for a high difficulty level and are designed to test your understanding of the subjects and the ability to problem solve in real life.
Flashcards are small note cards used for testing and improving memory through practiced information retrieval.
Hence, I have captured 342 of the most important common definitions around Project Management in the Microsoft PowerPoint Presentation format aligned with the NEW 2021 PMP Exam and the PMBOK Guide, it will be very useful while you are preparing for your PMP exam to understand the concepts and no need to memorize anymore, also you can quickly review during your free time.
At doubt you can easily do a quick search for the required Common Definition.
All the very best for your PMP Examination!
Similarities and differences between PMBOK® Guide and PRINCE2® methodSvetlana Sidenko
This presentation is about
- Similarities and differences between PMBOK® Guide and PRINCE2® method.
- How PRINCE2® provides added value to a PMBOK® Guide knowledge base.
- Why you should be interested in PRINCE2®?
7.12Chapter 7 Problem 12a). Complete the spreadsheet below by esti.docxalinainglis
7.12Chapter 7 Problem 12a). Complete the spreadsheet below by estimating the project's annual after tax cash flow.b). What is the investment's net present value at a discount rate of 10 percent?c). What is the investment's internal rate of return?d). How does the internal rate of return change if the discount rate equals 20 percent?e). How does the internal rate of return change if the growth rate in EBIT is 8 percent instead of 3 percent?Facts and AssumptionsEquipment initial cost $$ 350,000Depreciable life yrs.7Expected life yrs.10Salvage value $$0Straight line depreciationEBIT in year 128,000Tax rate38%Growth rate in EBIT3%Discount rate10%Year012345678910Initial cost350,000Annual depreciation50,00050,00050,00050,00050,00050,00050,000EBIT28,00028,84029,70530,59631,51432,46033,43334,43635,47036,534Net present value @ 10%Internal rate of return
7.13Chapter 7 Problem 13In many financial transactions, interest is computed and charged more than once a year. Interest on corporate bonds, for example, is usually payable every six months. Consider a loan transaction in which interest is charged at the rate of 1 percent per month. Sometimes such a transaction is described as having an interest rate of 12 percent per annum. More precisely, this rate should be described as a nominal 12 percent per annum coumpounded monthly.Clearly, it is desirable to recognize the difference between 1 percent per month compounded monthly and 12 percent per annum compounded annually. If $1,000 is borrowed with interest at 1 percent per month compounded monthly, the amount due in one year is:F = $1,000(1.01)12 = $1,000(1.1268) = $1,126.80 This compares to F = $1,000(1+.12) =$1,120.00 for annual compounding.Hence, the monthly compounding has the same effect on the year-end amount due as the charging of a rate of 12.68 percent compounded annually. 12.68 percent is referred to as the effective interest rate. To generalize, if interest is compounded m times a year at an interest rate of r/m per compounding period. Then,The nominal interest rate per annum, or the APR = m(r/m) = r.The effective interest rate per annum,or the EAR = (1+r/m)m - 1.Consider a $100,000, 30 year, fixed-rate, 9 percent, home mortgage requiring monthly payments.a. The monthly interest rate on the mortgage is 9%/12 months = .75%. What is the APR on the mortgage?b. What is the EAR on the mortgage?c. The borrower's payment book will look something like the following. Complete the entries for the first 6 months.Outstanding Balance Beginning of MonthMonthly paymentInterest duePrincipal paymentOutstanding Balance End of MonthDate01-31$100,00002-2803-3104-3005-3106-30d. After paying on this mortgage for 15 years, what will be the remaining principal outstanding? e. Suppose after 15 years the borrower has the opportunity to refinance the remaining principal on the mortgage with a new 15-year mortgage carrying an interest rate of 7 1/8%. Refinancing will involve $250 in costs and "points.
Top of Form 1.The difference between the present value.docxamit657720
Top of Form
1.
The difference between the present value of an investment?s future cash flows and its initial cost is the:
net present value.
internal rate of return.
payback period.
profitability index.
discounted payback period.
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
2.
Which statement concerning the net present value (NPV) of an investment or a financing project is correct?
A financing project should be accepted if, and only if, the NPV is exactly equal to zero.
An investment project should be accepted only if the NPV is equal to the initial cash flow.
Any type of project should be accepted if the NPV is positive and rejected if it is negative.
Any type of project with greater total cash inflows than total cash outflows, should always be accepted.
An investment project that has positive cash flows for every time period after the initial investment should be accepted.
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
3.
The primary reason that company projects with positive net present values are considered acceptable is that:
they create value for the owners of the firm.
the project's rate of return exceeds the rate of inflation.
they return the initial cash outlay within three years or less.
the required cash inflows exceed the actual cash inflows.
the investment's cost exceeds the present value of the cash inflows.
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
4.
Accepting a positive net present value (NPV) project:
indicates the project will pay back within the required period of time.
means the present value of the expected cash flows is equal to the project’s cost.
ignores the inherent risks within the project.
guarantees all cash flow assumptions will be realized.
is expected to increase the stockholders’ value by the amount of the NPV.
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
5.
The net present value method of capital budgeting analysis does all of the following
except:
incorporate risk into the analysis.
consider all relevant cash flow information.
use all of a project's cash flows.
discount all future cash flows.
provide a specific anticipated rate of return.
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
6.
What is the net present value of a project with an initial cost of $36,900 and cash inflows of $13,400, $21,600, and $10,000 for Years 1 to 3, respectively? The discount rate is 13 percent.
−$287.22
−$1,195.12
−$1,350.49
$204.36
$797.22
References
Multiple Choice
Section: 5.1 Net Present Value and Other Investment Rules
7.
Maxwell Software, Inc., has the following mutually exclusive projects.
Year
Project A
Project B
0
–$29,000
–$32,000
1
16,500
17,500
2
13,000
11,500
3
3,800
13,000
a-1.
Calculate the payback period for each project.
(Do not round interme ...
Assignment Capital Budget Decision Making for an Organization—Par.docxrobert345678
Assignment: Capital Budget Decision Making for an Organization—Part 2
Note: In Week 6, you submitted Part 1 of the Module 3 Assignment.
You will complete and submit Part 2 this week. Next week, you will complete and submit Part 3 and the executive summary.
As a reminder, you will continue to play the role of a consultant who has been hired by a mid-sized company that recently went public to provide some recommendations related to their short-term and long-term financial needs. Your first project is to analyze the short- and long-term capital budget needs of the company. You will prepare and submit a 3- to 5-page report, including an executive summary in which you synthesize your recommendations for the following fiscal year, along with the provided Excel spreadsheet with your calculations. Explain your findings and your recommendations.
For each of the items in your report, you will complete the calculations in the Module 3 Assignment Part 1 Template and will then use that financial information to develop your report to the owner using the Module 3 Assignment Part 2 Template. In your report, be sure to include relevant citations from the Learning Resources, the Walden Library, and/or other appropriate academic sources to support your work.
To prepare for this Assignment:
· Return to the Module 3 Assignment Part 1 Template to continue completing the calculations.
· Return to your Module 3 Assignment Part 2 Template to complete Part 2 of your report.
Note: Be sure to keep a copy of your completed Assignment this week, as you will be adding to the same file for your Week 8 Assignment.
By Day 7
Submit your synthesis of financial data related to long-term financing needs for an organization, to include the following:
Part 2: Long-Term Working Capital Considerations: Time Value of Money and Bonds (1–2 pages, plus calculations in Excel)
·
Future Value: If the company deposits $2 million in a bank account that pays 6% interest annually, how much will be in the account after 5 years?
·
Present Value: What is the present value of a security that will pay $29,000 in 20 years if securities of equal risk pay 5% annually?
·
Required Interest Rates: The company owner has said she will retire in 19 years. She currently has $350,000 saved and thinks she will need $800,000 at retirement. What annual interest rate must she earn to reach that goal, assuming she does not save any additional funds?
·
Future Value of an Annuity: Find the future values of these ordinary annuities. Compounding occurs once a year.
· $500 per year for 8 years at 14%
· $250 per year for 4 years at 7%
· $700 per year for 4 years at 0%
·
Present Value of an Annuity: Find the present values of these ordinary annuities. Discounting occurs once a year.
· $600 per year for 12 years at 8%
· $300 per year for 6 years at 4%
· $500 per .
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. 2
What is Project Integration
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project
KEY TERMS
3. Project Integration Management
3
• Includes the processes and activities needed to identify, define,
combine, unify, & coordinate the various processes & project
management activities within the project management process groups.
• Ensures that the project processes are properly coordinated Tradeoffs
between competing objectives and alternatives in order to meet
stakeholder approval .
Project Plan Development
Project Plan Execution
Overall Change Control
• These processes may occur repeatedly over the project duration /
Historical Records are needed to perform project management well, they
are inputs to continuous improvement
4. Project Integration Management
Knowledge
Area
Process
Initiating Planning Executing Monitoring & Control Closing
Processes
• Develop
Project
Charter
• Develop
Project
Management
Plan
• Direct and
Manage
Project
Execution
• Monitor and Control
Project Work
• Perform Integrated
Change Control
• Close
Project
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
4
6. 4.1- Develop Project Charter
The process of developing a document that formally authorizes a project
or a phase and documenting initial requirements that satisfy the
stakeholder’s needs and expectations ( PROJECT BIRTH CERTIFICATE )
Project are authorized by someone external to the project such as
sponsor, PMO, portfolio steering committee.
Project charter can be created by them or delegated to Project Manager.
7
8. 8
Develop Project Charter INPUTS :
1- Project Statement of Work.
A narrative description of products or services to be delivered by the
project.
The SOW includes:
Business need
Product scope description
Strategic plan
2- Business Case
Provide the necessary information from business standpoint to
determine whether or not the project is worth the required investment.
It is a result for:
Market Demand / Organizational Need / Customer Request / Technological
Advance / Legal Requirement / Ecological (Environmental) Impact /
Social Need
9. Project selection
9
Two categories:
1. Benefit measurement methods (Comparative approach)
Murder board (a panel of people who try to shoot down a new
project idea)
Peer review
Scoring models
* Economic models (described next)
2. Constrained optimization methods (Mathematical approach)
Linear programming
Integer programming
Dynamic programming
Multi-objective programming
10. Project Selection – Economic Models
Present value (PV): The value today of future cash flows
Question
What is the present value PV of $300,000 received three years from now if we
expect the interest rate to be 10 percent?
$300,000 / (1 + 0.1)3
PV = $300,000/1.331 = $225,394.
Net present value (NPV):
Project with positive & greater NPV value is better. It is the present value
of the total benefits (income or revenue) minus the costs over many
time periods
n
r1
FV
PV
FV = future value
r = interest rate
n = number of time period
10
11. Question
An organization has two projects to choose from. Project A will take three years
to complete and has an NPV of $45,000. Project B will take six years to
complete and has an NPV of $85,000. Which one is a better investment?
Answer Project B.
How to calculate NPV
NPV = 353-291 = 62
Time
period
Income /
Revenue
( given )
PV of income at 10%
Interest Rate
Cost
( given )
PV of Cost at 10%
Interest R0ate
0 0 0 200 200
1 50 45 100 91
2 100 83 0 0
3 300 225 0 0
TOTAL 353 291
11
12. Internal rate of return (IRR): Project with greater IRR value is better.
It is the rate between the cost and the revenue.
Question
An organization has two projects from which to choose: Project A with an
IRR of 21 % or Project B with an IRR of 15 %. Which one is a better option?
Answer Project A
Payback period:
The number of time periods it takes to recover your investment in the
project before you start accumulating profit. ( Break Even Point )
Question
There are two projects from which to choose: Project A with a payback
period of six months or Project B with a payback period of 18 months.
Which one should the organization select?
Answer Project A
12
13. Benefit-cost ratio:
compares the benefits to the costs of different options
Project with greater benefit-cost ratio value is better.
How much dollars i receive (Production) when spending 1 $
Question
What does a benefit cost ratio of 1.7 mean?
A. The costs are greater than the benefits.
B. Revenue is 1.7 times the costs.
C. Profit is 1. 7 times the costs.
D. Costs are 1. 7 times the profit.
Answer B.
The benefits, or revenue, the project brings to the organization are 1.7 times
the cost of the initiative.
13
14. Question
15
Project A Project B A OR B
PV 95000 $ 75000 $
IRR 13 % 17 %
Payback Period 16 month 21 month
Cost Benefit Ratio 2.79 1.3
15. Question
16
Project A Project B A OR B
PV 95000 $ 75000 $
IRR 13 % 17 %
Payback Period 16 month 21 month
Cost Benefit Ratio 2.79 1.3
Project A Project B A OR B
PV 95000 $ 75000 $ A
IRR 13 % 17 % B
Payback Period 16 month 21 month A
Cost Benefit Ratio 2.79 1.3 A
16. Project Selection – Important Terms
Opportunity Cost:
the opportunity given up by selecting one project over
another
Question
An organization has two projects to choose from. Project A has an NPV of
$45,000. Project B has an NPV of $85,000. What is the opportunity cost of
selecting project B
Answer Project B.
16
17. Project Selection – Important Terms
Sunk Costs:
Are expended costs
Should not be considered when deciding whether to continue with
a troubled project.
Question
An organization has a project with an initial budget of $1,000,000. The
project is half complete, and it has spent $2,000,000. Should the
organization consider the fact that it is already $1,000,000 over budget
when determining whether to continue with the project?
Answer No. The money spent is gone.
17
18. Project Selection – Important Terms
Law of Diminishing Returns:
After a certain point, adding more input/resource will not produce a
proportional increase in productivity
A single programmer may produce at a rate of 1 module per hour.
With a second programmer, the two may produce at a rate of 1.75
modules per hour (0.75 increase). With a third programmer, the group
may produce at a rate of 2.25 modules per hour (0.5 increase).
This disparity may be due to many factors. For example, added
coordination is required between programmers.
18
19. Project Selection – Important Terms
Working Capital
Current assets minus current liabilities for an organization.
Amount of money the company has available to invest
Depreciation
Straight line depreciation
Accelerated depreciation
Depreciates faster than straight line
Two forms:
(1) Sum of the Years Digits.
(2) Double Declining Balance.
19
20. Straight line depreciation
A laptop is worth $1,000. It can be scrapped at the end of a 5 year life
for $100.
It's value can be depreciated as follows. 1,000 - 100 = 900 $.
Divide by the number of years in it's useful life 900 ÷ 5 = 180 $.
You can depreciate that laptop $180 / year over it's 5 year life.
If we decided in year 4 that the laptop was good for an extra 5 years, we
could only deduct a total of $180 over the next 5 years or $36 per year.
Year 1: 20% ($180)
Year 2: 20% ($180)
Year 3: 20% ($180)
Year 4: 20% ($180)
Year 5: 20% ($180)
20
21. Question
Which of the following sequences represents straight line
depreciation?
A. $100,$100,$100
B. $100,$120,$140
C. $100,$120,$160
D. $160,$140,$120
21
22. Question
Which of the following sequences represents straight line
depreciation?
A. $100,$100,$100
B. $100,$120,$140
C. $100,$120,$160
D. $160,$140,$120
Answer A
Straight line depreciation uses the same amount each time period.
22
23. Accelerated depreciation
1. Sum of the Years Digits ( for the previous Laptop worth 1000$ )
It essentially front loads what you can deduct instead of spreading it
over the useful life.
First we take the asset's useful life and add together the digits for
each of those years.
We add 1 + 2 + 3 + 4 + 5 = 15.
Each number is then divided by the "sum of years" to determine the
percentage by which the asset should be depreciated each year.
The largest deduction is taken the first year and a lesser amount
each successive year.
Year 1: 5 ÷ 15 = 33% ($297)
Year 2: 4 ÷ 15 = 27% ($243)
Year 3: 3 ÷ 15 = 20% ($180)
Year 4: 2 ÷ 15 = 13% ($117)
Year 5: 1 ÷ 15 = 07% ($63)
23
24. Accelerated depreciation
2. Double Declining Balance ( for the previous Laptop worth 1000$ )
.First compute the straight-line depreciation.
Then figure out the total percentage of the asset that is depreciated the
first year and double it.
Straight line depreciation applied $180 the first year or 20%.
Under this method, double that figure the first year: 40% or $360.
That figure should be applied annually until the remaining value makes
that impossible.
Year 1: 5 ÷ 15 = 40% ($360) (straight line = 20%) so double it.
Year 2: 4 ÷ 15 = 40% ($360) (straight line = 20%) so double it.
Year 3: 3 ÷ 15 = 20% ($180) (straight line = 20%) can not double it. Not enough.
Year 4: 2 ÷ 15 = 0% ($0)
Year 5: 1 ÷ 15 = 0% ($0)
24
25. Develop Project Charter: T & T
1. Expert Judgment, knowledgeable and experiences persons
Other units within the organization
Consultants
Different Stakeholders (including the customer)
Professional and technical associations
Industry groups
Subject Matter Experts
Project Management Office
2. Facilitation Techniques
Brainstorming, conflict resolution, problem solving, and meeting
25
26. Develop Project Charter: Outputs
26
Project Charter, usually includes:
Project Purpose/Justification
Measurable Project Objectives
High-level requirements
Assumptions and Constraints
High level project description
High level Risks
Summary budget & milestones
Initial Stakeholder List
Project Approval Requirements
Assigned Project Manager
Name and Authority of the sponsor
27. Project
Charter
Project Purpose/Justification
Measurable Project Objectives
High-level requirements
Assumptions and Constraints
High level project description
High level Risks
Summary budget & milestones
Initial Stakeholder List
Project Approval Requirements
Assigned Project Manager
Name and Authority of the sponsor
4.1- Develop Project Charter: OUTPUTS
27
30. 4.2- Develop Project Management Plan
The process of documenting the actions necessary to define,
prepare, integrate and coordinate all subsidiary plans.
30
32. PROJECT MANAGEMENT INF. SYSTEM ( EEF Page 84 )
The project management information system, which is part
of the environmental factors,
Provides access to: tools, such as a scheduling tool, a
work authorization system, a configuration
management system, an information.
Collection and distribution system, or interfaces to other
online automated systems. Automated gathering.
32
33. CHANGE CONTROL SYSTEM ( PMIS / EEF )
Baselines of the SCOPE,SCHEDULE AND BUDJET that CAN BE
CHANGED. WHEN CHANGE IS ENCOUNTERED, THE PROJECT
MANAGEMENT PLAN MUST BE CONSULTED FIRST TO DECIDE HOW
TO PROCEED.
Change Management Plan
Describes how changes will be managed and controlled.
Covers for the project as whole
May includes:
Change control procedures (how and who)
The approval levels for authorizing changes
The creation of a change control board to approve changes
A plan outlining how changes will be managed and controlled
Who should attend meetings regarding changes
Tools to use to track and control changes
33
34. Configuration Management System ( PMIS / EEF )
It defines how you will manage changes to the deliverables and
processes and the resulting documentation, including which
organizational tools you will use in this effort.
Configuration Management Plan is a plan for making sure everyone
knows what version of the scope, schedule, and other components of the
project management plan is the latest version.
Recording any changes to the documents and its implementation status.
Includes documentation, tracking system & defined approval levels
necessary for authorizing & controlling changes
Change Control Board (CCB) is responsible for approving or rejecting
change requests.
Roles and responsibilities of CCB are defined within configuration control
and change control procedure
34
35. Develop project management plan: T & T
1. Expert Judgment, knowledgeable and experiences persons
Other units within the organization
Consultants
Different Stakeholders (including the customer)
Professional and technical associations
Industry groups
Subject Matter Experts
Project Management Office
2. Facilitation Techniques
Brainstorming, conflict resolution, problem solving, and meeting
35
36. 1- Project
Management
Plan
The project management plan is the document that
describes how the project will be executed,
monitored, and controlled. It integrates and
consolidates all of the subsidiary plans and
baselines from the planning processes.
Project baselines include, but are not limited to:
• Scope baseline
• Schedule baseline
• Cost baseline
4.2-Develop Project Management Plan OUTPUTS
36
37. 1- Project
Management
Plan
Subsidiary plans include, but are not limited to:
• Scope management plan
• Requirements management plan ( part of scope
management plan )
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan ( part of quality
management plan )
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
4.2-Develop Project Management Plan OUTPUTS
37
38. OUTPUT
ENTERPRISE
ENVIRONMENT
AL
FACTOR (EEF)
THE PROJECT MANAGEMENT PLAN
PROJECT
CHARTER
ORGANIZATIONAL
PROCESS
ASSETS
(OPA)
TOOLS &
TECHNIQUES
EXPERT JUDGEMENTS &
SCHEDUL
E
MGMT
PLAN
REQUIR
EMT
MGMT
PLAN
SCHEDU
LE
BASELIN
E
COST
MGMT
PLANSCOPE
BASELIN
E
PROJEC
T
SCOPE
STMNT
SCOPE
MGMT
PLAN
COMM
MGMT
PLAN
QUALIT
Y
MGMT
PLAN
PROCESS
IMPRVMN
T
PLAN
PRCRMNT
MGMT
PLAN
RISK
MGMT
PLAN
HUMAN
RESOURCE
PLAN
COST
PRFRMN
CE
BASELIN
E
STKHOLD
R
MGMT
PLAN
THESE ARE ALL THE OUTPUTS
FROM VARIOUS PLANNING
PROCESSES – THEY ARE NOW
INPUTS TO THE DEVELOPMENT
OF
THE PROJECT MANAGEMENT
PLAN
FACILITATION TECHNIQUES
38
40. 4.3- Direct & Manage Project Work
Process of performing the work defined in the project management
plan & implementing approved changes to achieve project’s
objectives.
40
42. 4.3- Direct & Manage Project Work
Direct & manage project work activities includes:
Perform activities to accomplish project objectives
Create project deliverables to meet the planned project work
Provide, train & manage team members assigned to the project
Obtain, manage & use resources
Implement planned methods & standards
Establish communication channels
Generate work performance data such as cost, schedule, technical
& quality progress
Issue change request & implement the approved changes
Manage risk & implement risk response activities
Manage stakeholders’ engagement
Collect & documents lessons learned
42
43. 1. the performance data collected from various controlling
processes.
2. work performance data has been transformed into
work performance information.
3. work performance information has been transformed
into work performance report.
4. Work performance reports are the physical or electronic
representation of work performance information
5. Examples of work performance reports
status reports, memos, justifications, information notes, recommendations,
and updates.
43
44. Direct & Manage Project Work Inputs
• Change Requests
A change request is a formal proposal to modify any document,
deliverable, or baseline.
• Corrective action—An intentional activity that realigns the
performance of the project work with the project management plan.
• Preventive action—An intentional activity that ensures the future
performance of the project work is aligned with the project management
plan.
• Defect repair—An intentional activity to modify a nonconforming
product or product component.
44
45. Approved change requests
• are an output of the Perform Integrated Change Control process.
• Requests reviewed and approved for implementation by the change
control board (CCB).
• The approved change request may be a corrective action, a
preventative action, or a defect repair.
• Approved change requests are scheduled and implemented by the
project team, and can impact any area of the project or project
management plan.
• The approved change requests can also modify the policies, project
management plan, procedures, costs, or budgets or revise the
schedules.
• Approved change requests may require implementation of preventive
or corrective actions. 45
46. DELIVERABLES
• any unique and verifiable product, result or capability to
perform a service that is required to be produced to complete a
process, phase, or project.
• Deliverables are tangible components .
WORK
PERFORMANCE
DATA
• the raw observations and measurements identified during
activities being performed to carry out the project work.
• Data are often viewed as the lowest level of detail.
CHANGE
REQUESTS
• a formal proposal to modify any document, deliverable, or
baseline
PROJECT
MNAGEMENT PLAN
UPDATES
Elements of the project management plan that may be updated.
PROJECT
DOCUMENTS
UPDATES
Project documents that may be updated include, but are not
limited to:
• Requirements documentation………Project logs (issues, assumptions,
etc.),……… Risk register, and ………….Stakeholder register.
4.3- Direct & Manage Project Work Outputs
46
49. 4.4- Monitor & Control Project Work
The process of tracking, reviewing, and regulating the progress to meet the
performance objectives defined in the project management plan.
49
52. Compares actual project performance against the project
management plan.
Assesses performance to decide whether any
corrective or preventive actions are needed
Analyzes, tracks, and monitors project risk.
Maintains an accurate and timely information on the
project’s deliverables(s).
Provides cost and schedule forecasts.
Monitors the implementation of approved changes
when and as they occur.
52
4.4- Monitor & Control Project Work
53. 1. Project Management Plan
2. Schedule Forecasts (ETC)
3. Cost Forecasts (ETC, BA)
4. Validated Change Requests (including corrective
and/or preventive actions and defect repair)
5. Work Performance Information (SPI, CPI, CV, SV,
etc.)
6. EEF
7. OPA
53
4.4- Monitor & Control Project Work Inputs
54. • This is the project manager's system for authorizing the
start of work packages or activities.
• It is part of the PMIS, which is part of the EEF that are an
input to this process.
• It manages when and in what sequence work will be
done.
54
Work Authorization System ( EEF )
55. • (FTA) is a top down, deductive failure analysis in which
an undesired state of a system is analyzed using logic
relationships to combine a series of lower-level events.
55
Fault tree analysis (is not required for exam )
56. • The focus is on the relationship between a dependent variable and
one or more independent variables.
• Determines the relationship of independent variables such as paint
quantity, dryer fan speed, and door weight to the dependent
variable of drying time.
56
Regression Analysis ( will be explained later )
57. 1. Analytical Techniques
Regression
Causal Analysis
Root Cause Analysis
Forecasting methods (time series, scenario building, etc.)
Fault tree analysis (FTA)
Reserve Analysis
Trend Analysis
Earned Value Management
Variance Analysis
Forecasting methods
2. Expert Judgment
3. Project Management Information Systems
4. Meetings
57
Monitor & Control Project Work T & T
58. 1 Change requests
2 Work Performance Reports
3 Project
management
plan updates
• Scope management plan (Section 5.1.3.1),
• Requirements management plan (Section 5.1.3.2),
• Schedule management plan (Section 6.1.3.1),
• Cost management plan (Section 7.1.3.1),
• Quality management plan (Section 8.1.3.1),
• Scope baseline (Section 5.4.3.1),
• Schedule baseline (Section 6.6.3.1), and
• Cost baseline (Section 7.3.3.1).
4 Project
documents
updates
• Schedule and cost forecasts,
• Work performance reports, and
• Issue log.
4.4- Monitor & Control Project Work OUTPUTS
58
59. OUTPUTS
PROJECT
MGMT
PLAN
OPA
T & T
1. EXPERT JUDGEMENTS
SCHEDULE
FORECASTS
3. PROJECT MANAGEMENT INFORMATION SYSTEM
4. MEETINGS
WORK
PERFORMANCE
REPORTS
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
EEF
2. ANALYTICAL TECHNIQUES
COST
FORECAST
VALIDATED
CHANGES
WORK
PERFORMA
NCE INFO
MONITOR & CONTROL PROJECT WORK
59
61. 4.5- Perform Integrated Change Control
The process of reviewing all change requests, approving changes &
managing changes to: the deliverables, organizational process assets, project
documents & the project management plan.
61
62. Configuration management
Configuration Control is focused on the specification of both of the
deliverables & the processes.
Change Control is focused on identifying, documenting, approving or
rejecting changes to the project’s deliverables.
Some of the configuration management activities included in the
perform integrated change control process are:
Configuration identification – provide basis definition & verification. Products
& documents are labelled, changes managed & accountability maintained.
Configuration status accounting – info like listing of approved configuration
identification, status & implementation of proposed changes are recorded &
reported.
Configuration verification & audit – ensures that the composition &
configuration items are tracked, correctly implemented to meet the defined
configuration document. 62
63. Detailed Process for Making Changes
1- Prevent the root cause of changes.
2- Identify change.
3- Look at the impact of the change within the BASELINE.
4- Create a change request.
5- Perform integrated change control.
* Assess the change
* Look for options
* The change is approved or rejected
* Update the status of the change in the change log
* Update the project management plans and baseline
6- Get customer buy-in (if required)
63
68. OUTPUTS
PROJECT
MGMT
PLAN
OPA
T&T
1. EXPERT
JUDGEMENTS
2. MEETINGS
3. CHANGE CONTROL TOOLS
CHANGE
LOG
APPROVED
CHANGE
REQUESTS
PROJECT
MNAGEMENT
PLAN UPDATES
PROJECT
DOCUMENTS
UPDATES
EEF
CHANGE
REQUESTS
WORK
PERFORMANCE
REPORTS
MANUAL OR AUTOMATED MAY
BE USED BASED ON NEEDS
USED TO MANAGE CHANGE
REQUEST & COMMUNICATIONS
TO THE CCB
PERFORM INTEGRATED CHANGE
CONTROL 68
70. 4.6- Close Project or Phase
1. The process of finalizing al activities across all of the project
management process groups to formally close the project or phase
2. Provide lessons learned, formal ending of project work and
release organization resources to pursue new endeavors.
70
72. Administrative Closure
• Actions and activities necessary to satisfy completion or exit criteria for
the phase or project.
• Actions and activities necessary to transfer the project’s products,
services, or results to the next phase
• Activities needed to collect project or phase records, audit project
success or failure, gather lessons learned and archive project
information for future use by the organization.
OPA UPDATES
Project files
Project or phase closure documents
Historical information
72
73. OUTPUTS
PROJECT
MGMT
PLAN
(OPA)
T&T
1. EXPERT JUDGEMENTS
2. MEETINGS
3. ANALYTICAL TECHNIQUES
ORGANIZATIONAL
PROCESS
ASSETS UPDATES
FINAL PRODUCT,
SERVICE OR
RESULT TRANSITION
ACCEPTED
DELIVERABLES
• REGRESSION ANALYSIS
• GROUPING METHODS
• CAUSAL ANALYSIS
• ROOT CAUSE ANALYSIS
• FORECASTING SCENARIOS
• FAILURE MODE & EFFECT
ANALYSIS
• TREND ANALYSIS
• EARNED VALUE MANAGEMENT
(EVM)
• VARIANCE ANALYSIS
CLOSE PROJECT OR PHASE
73
74. Question
1- The customer has accepted the completed project scope. However,
the lessons learned required by the project management office have
not been completed. What is the status of the project?
A. The project is incomplete because it needs to be replanned.
B. The project is incomplete until all project and product deliverables
are complete and accepted.
C. The project is complete because the customer has accepted the
deliverables.
D. The project is complete because it has reached its due date.
74
75. Question
1- The customer has accepted the completed project scope. However,
the lessons learned required by the project management office have
not been completed. What is the status of the project?
A. The project is incomplete because it needs to be replanned.
B. The project is incomplete until all project and product
deliverables are complete and accepted.
C. The project is complete because the customer has accepted the
deliverables.
D. The project is complete because it has reached its due date.
ANSWER : B
The lessons learned are project management deliverables, and
therefore must be completed for the project to be complete. 75
76. Question
2 . When it comes to changes, the project manager's attention is BEST
focused on:
A. Making changes.
B. Tracking and recording changes.
C. Informing the sponsor of changes.
D. Preventing unnecessary changes.
76
77. Question
2 . When it comes to changes, the project manager's attention is BEST
focused on:
A. Making changes.
B. Tracking and recording changes.
C. Informing the sponsor of changes.
D. Preventing unnecessary changes.
ANSWER : D
77
78. Question
3. The customer on a project tells the project manager they have run out
of money to pay for the project. What should the project manager do
FIRST?
A. Shift more of the work to later in the schedule to allow time for the
customer to get the funds.
B. Close Project or Phase.
C. Stop work.
D. Release part of the project team.
78
79. Question
3. The customer on a project tells the project manager they have run out
of money to pay for the project. What should the project manager do
FIRST?
A. Shift more of the work to later in the schedule to allow time for the
customer to get the funds.
B. Close Project or Phase.
C. Stop work.
D. Release part of the project team.
ANSWER : B
79
80. Question
4. All of the following are parts of an effective change management plan
EXCEPT:
A. Procedures.
B. Standards for reports.
C. Meetings.
D. Lessons learned.
80
81. Question
4. All of the following are parts of an effective change management plan
EXCEPT:
A. Procedures.
B. Standards for reports.
C. Meetings.
D. Lessons learned.
ANSWER : D
Lessons learned are reviews of the processes and procedures
after the fact, to improve them on future projects.
81
82. Question
5- Integration is done by the:
A. Project manager.
B. Team.
C. Sponsor.
D. Stakeholders.
82
83. Question
5- Integration is done by the:
A. Project manager.
B. Team.
C. Sponsor.
D. Stakeholders.
ANSWER : A
83
84. Question
6 . Double declining balance is a form of:
A. Decelerated depreciation.
B. Straight line depreciation.
C. Accelerated depreciation.
D. Life cycle costing.
84
85. Question
6 . Double declining balance is a form of:
A. Decelerated depreciation.
B. Straight line depreciation.
C. Accelerated depreciation.
D. Life cycle costing.
ANSWER : C
85
86. Question
7 . A project management plan should be realistic in order to be used to
manage the project. Which of the following is the BEST method to
achieve a realistic project management plan?
A. The sponsor creates the project management plan based on input
from the project manager.
B. The functional manager creates the project management plan
based on input from the project
manager.
C. The project manager creates the project management plan based
on input from senior
management.
D. The project manager creates the project management plan based
on input from the team.
86
87. Question
7 . A project management plan should be realistic in order to be used to
manage the project. Which of the following is the BEST method to
achieve a realistic project management plan?
A. The sponsor creates the project management plan based on input
from the project manager.
B. The functional manager creates the project management plan
based on input from the project
manager.
C. The project manager creates the project management plan based
on input from senior
management.
D. The project manager creates the project management plan based
on input from the team.
ANSWER : D
87
88. Question
8 . You are in the middle of executing a major modification to an
existing product when you learn that the resources promised at the
beginning of the project are not available. The BEST thing to do is to:
A. Show how the resources were originally promised to your project.
B. Re-plan the project without the resources.
C. Explain the impact if the promised resources are not made
available.
D. Crash the project.
88
89. Question
8 . You are in the middle of executing a major modification to an
existing product when you learn that the resources promised at the
beginning of the project are not available. The BEST thing to do is to:
A. Show how the resources were originally promised to your project.
B. Re-plan the project without the resources.
C. Explain the impact if the promised resources are not made
available.
D. Crash the project.
ANSWER : C
89
90. Question
9 . During a project executing, the project manager determines that a
change is needed to material purchased for the project. The project
manager calls a meeting of the team to plan how to make the change.
This is an example of:
A. Management by objectives.
B. Lack of a change management plan.
C. Good team relations.
D. Lack of a clear work breakdown structure.
90
91. Question
9 . During a project executing, the project manager determines that a
change is needed to material purchased for the project. The project
manager calls a meeting of the team to plan how to make the change.
This is an example of:
A. Management by objectives.
B. Lack of a change management plan.
C. Good team relations.
D. Lack of a clear work breakdown structure.
ANSWER : B
91
92. Question
10 . Project A has an internal rate of return (IRR) of 21 percent.
Project B has an IRR of 7 percent. Project C has an IRR of 31
percent. Project D has an IRR of 19 percent. Which of these would
be the BEST project?
A. Project A
B. Project B
C. Project C
D. Project D
92
93. Question
10 . Project A has an internal rate of return (IRR) of 21 percent.
Project B has an IRR of 7 percent. Project C has an IRR of 31
percent. Project D has an IRR of 19 percent. Which of these would
be the BEST project?
A. Project A
B. Project B
C. Project C
D. Project D
ANSWER : C
93