The document provides an overview of key aspects of project management based on the PMBOK Guide. It discusses the project management processes including initiating, planning, executing, monitoring and controlling, and closing. It also covers the 10 knowledge areas, tools and techniques used in project quality planning, developing the project charter and scope statement, and identifying and analyzing risks. The document is intended to help readers understand the essential exam topics related to project management professional certification.
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.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of communications like effective listening, communication models, methods and tools are explained.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Project planning and control training with legoignitetribes
Project Planning, Analysis and Control with Lego invites participants to take an active role in project planning and control through hands-on modeling with Lego bricks. The course treats everyone as equals and encourages 100% collaboration. Participants simulate construction project management by building Lego models within time and budget constraints while assuming roles like project manager. The goal is to strategize around constraints and gain an understanding of project planning tools and methodologies.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
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.
The document provides information on project communication management processes. It discusses planning communications (10.1), which includes developing a communications management plan that identifies stakeholders' information needs and the appropriate approach. It also discusses managing (10.2) and controlling (10.3) communications in accordance with the plan. Key aspects of communications like effective listening, communication models, methods and tools are explained.
This professional portfolio contains sections summarizing Mostafa Saad's qualifications and experience. It includes his resume outlining over 14 years of experience in maintenance planning, reliability engineering, and project management. It also includes sections highlighting his academic certificates, experience letters, training certificates in areas like maintenance, project management, computer skills, and conferences attended. Further sections provide details on memberships in professional organizations and other references.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Project planning and control training with legoignitetribes
Project Planning, Analysis and Control with Lego invites participants to take an active role in project planning and control through hands-on modeling with Lego bricks. The course treats everyone as equals and encourages 100% collaboration. Participants simulate construction project management by building Lego models within time and budget constraints while assuming roles like project manager. The goal is to strategize around constraints and gain an understanding of project planning tools and methodologies.
Project Manager Interview Questions And Answers | PMP Certification Training ...Simplilearn
This video on Project Manager Interview Questions will take you through some of the most popular questions that you may face in your Project Manager interviews. Project Managers are professionals that play the lead role in all the phases of project management. If you're moving down the path of being a Project Manager, you need to be prepared to impress prospective employers with your knowledge. Here we discuss the list of most popular questions you can expect in an interview and how you can frame your answers.
PMP Certification Course Overview
The course covers new trends, emerging practices, tailoring considerations, and core competencies required of a Project Management professional. Placing a greater emphasis on strategic and business knowledge, this course also includes a new section on the role of the project manager in both large and small companies.
PMP Course Key Features:
- 35 contact hours/PDUs
- 8 industry case studies, 20 industry-based scenarios
- 6 hands-on projects, 7 simulation test papers (200 questions each)
Eligibility:
The PMP® certification is an essential professional requirement for senior project manager roles across all industries. The course is best suited for: Project Managers, Associate/Assistant Project Managers, Team Leads/Team Managers, Project Executives/Project Engineers, Software Developers, Any professional aspiring to be a Project Manager.
Pre-requisites:
You should have a secondary degree (i.e. high school diploma, associate’s degree or the global equivalent) with 7,500 hours leading and directing projects along with 35 hours of project management education.OR You should have a four-year degree with 4,500 hours leading and directing projects along with 35 hours of project management education.
Learn more at: https://bit.ly/2xBzZSD
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
PMP Exam Prep Training Materials based on PMBOK Guide 5th edition for TrainersReady to Train
This document provides an overview of key concepts in project management from the Project Management Professional (PMP) exam preparation material. It discusses what project management is and the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. The triple constraint of project management involving scope, time and cost is explained. Various project life cycle models and organizational structures are also summarized.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
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.
PMP Chapter 6 of 6 closing process group (1- Process) (Based on PMBOK 6th ed...Shamil Habet
The document discusses the process of closing a project or phase. It describes activities needed such as finalizing contractual agreements, confirming deliverables are complete and accepted, releasing project resources, archiving project information for future use, and measuring stakeholder satisfaction. Meetings are used to confirm deliverables, validate exit criteria, formalize contract completion, evaluate stakeholder satisfaction, gather lessons learned, and transfer knowledge. Key outputs include the final product/service transitioned to operations, a final report summarizing project performance and outcomes, and administrative closure of the project.
This document provides an overview of project cost management based on the PMBOK Guide. It discusses the key processes involved, including plan cost management, estimate costs, determine budget, and control costs. For each process, it outlines the typical inputs, tools and techniques, and outputs. It also discusses important concepts like the cost management plan, cost baselines, earned value management, variance analysis, and estimating techniques. The overall purpose is to plan, estimate, budget, and control costs throughout the project life cycle.
This document provides an overview of scope management for a project. It discusses planning and defining the project scope, creating a work breakdown structure (WBS) and WBS dictionary, and controlling and verifying the project scope. Key aspects of scope management covered include scope planning, developing a project scope statement, stakeholder analysis, and addressing scope creep. The presentation includes examples and a case study to illustrate scope management concepts and best practices.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
This document discusses project time management and summarizes key processes from the Project Management Body of Knowledge (PMBOK). It covers planning schedule management, defining activities, and sequencing activities. The planning process establishes policies and procedures for developing, managing, executing and controlling the project schedule. Defining activities involves identifying and documenting specific actions needed to produce deliverables, breaking work down into smaller activities.
This document discusses project scope management and planning. It covers developing a project charter and management plan, directing and monitoring project work, managing changes, and closing projects. It also discusses techniques for project integration like project selection methods, methodologies, stakeholder analysis, and change control boards. Finally, it provides details on processes for project scope management including planning scope, collecting requirements, defining scope, creating work breakdown structures, validating scope, and controlling scope.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
Time Management, Plan Schedule Management, Plan Schedule Management>Data Flow Diagram, Schedule Management Plan - Output, Define Acivities, Define Activity output
The document discusses training for project management methodology. It aims to teach project management best practices and drive projects through organized initiation, planning, execution, monitoring, and closure phases. The training also focuses on guiding project teams to achieve goals within set scopes, schedules, quality standards, and budgets. It is applicable across industries and provides career growth opportunities through enhanced knowledge. The training covers topics such as the project lifecycle, charters, team organization and motivation, and controlling projects.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
NCET Biz Bite | Project Management Tips and Tools | January 2018Archersan
NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results.
– Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical.
– Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.
– It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent.
– Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up?
Attendees will learn about:
– Information on where you can locate definitions for ~200 of the profession’s frequently used terms
– Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas
– A framework for creating a detailed project charter
– Key concepts for project schedule management and using MS Project to stay on track
– Information for tracking and managing Issues, Risks, Actions, and Decisions
– A better understanding of how to capture project Lessons Learned
This document outlines an agenda for a project management course. The course covers key project management topics like the project life cycle, stakeholder identification, work breakdown structures, scheduling, and budgeting. The objectives are to understand core project management principles and how to apply the nine knowledge areas. Students will learn best practices for defining projects, planning, and execution to help ensure their projects are delivered on time, on budget and meet defined objectives.
The document discusses project risk management as it coincides with PMBOK 11.0. It outlines the 7 processes of project risk management according to PMBOK which are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also discusses key concepts, trends, considerations for tailoring, and considerations for agile environments.
This chapter discusses project management techniques including project planning, scheduling, and controlling. It covers key concepts such as work breakdown structures, critical paths, PERT charts, and crashing projects. Project management is important for coordinating large, complex projects with many interdependent tasks and activities. Techniques like PERT and CPM help project managers analyze schedule contingencies and identify critical paths.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
This document discusses factors that contribute to successful and failed projects. It provides statistics showing that 31% of projects fail and are cancelled before completion, while 52.7% of completed projects exceed their original cost estimates. Project success is defined as helping an organization improve what it already does, grow its abilities, and change effectively. Common causes of project failure include unclear goals, unrealistic timelines and budgets, lack of support and communication. The document recommends project management certifications like PMP and PRINCE2 to improve success rates and offers PMCE as an organization providing project management training, consulting and research.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
PMP Exam Prep Training Materials based on PMBOK Guide 5th edition for TrainersReady to Train
This document provides an overview of key concepts in project management from the Project Management Professional (PMP) exam preparation material. It discusses what project management is and the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. The triple constraint of project management involving scope, time and cost is explained. Various project life cycle models and organizational structures are also summarized.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
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.
PMP Chapter 6 of 6 closing process group (1- Process) (Based on PMBOK 6th ed...Shamil Habet
The document discusses the process of closing a project or phase. It describes activities needed such as finalizing contractual agreements, confirming deliverables are complete and accepted, releasing project resources, archiving project information for future use, and measuring stakeholder satisfaction. Meetings are used to confirm deliverables, validate exit criteria, formalize contract completion, evaluate stakeholder satisfaction, gather lessons learned, and transfer knowledge. Key outputs include the final product/service transitioned to operations, a final report summarizing project performance and outcomes, and administrative closure of the project.
This document provides an overview of project cost management based on the PMBOK Guide. It discusses the key processes involved, including plan cost management, estimate costs, determine budget, and control costs. For each process, it outlines the typical inputs, tools and techniques, and outputs. It also discusses important concepts like the cost management plan, cost baselines, earned value management, variance analysis, and estimating techniques. The overall purpose is to plan, estimate, budget, and control costs throughout the project life cycle.
This document provides an overview of scope management for a project. It discusses planning and defining the project scope, creating a work breakdown structure (WBS) and WBS dictionary, and controlling and verifying the project scope. Key aspects of scope management covered include scope planning, developing a project scope statement, stakeholder analysis, and addressing scope creep. The presentation includes examples and a case study to illustrate scope management concepts and best practices.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
This document discusses project time management and summarizes key processes from the Project Management Body of Knowledge (PMBOK). It covers planning schedule management, defining activities, and sequencing activities. The planning process establishes policies and procedures for developing, managing, executing and controlling the project schedule. Defining activities involves identifying and documenting specific actions needed to produce deliverables, breaking work down into smaller activities.
This document discusses project scope management and planning. It covers developing a project charter and management plan, directing and monitoring project work, managing changes, and closing projects. It also discusses techniques for project integration like project selection methods, methodologies, stakeholder analysis, and change control boards. Finally, it provides details on processes for project scope management including planning scope, collecting requirements, defining scope, creating work breakdown structures, validating scope, and controlling scope.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
Time Management, Plan Schedule Management, Plan Schedule Management>Data Flow Diagram, Schedule Management Plan - Output, Define Acivities, Define Activity output
The document discusses training for project management methodology. It aims to teach project management best practices and drive projects through organized initiation, planning, execution, monitoring, and closure phases. The training also focuses on guiding project teams to achieve goals within set scopes, schedules, quality standards, and budgets. It is applicable across industries and provides career growth opportunities through enhanced knowledge. The training covers topics such as the project lifecycle, charters, team organization and motivation, and controlling projects.
This document summarizes a presentation on project integration management. It discusses the key processes involved, including developing a project charter, management plan, directing work, monitoring and controlling work, integrated change control, and closing a project. It also covers strategic planning techniques for selecting projects like SWOT analysis and weighted scoring models. Meeting tools and project management software help with integration and execution. The overall goal of integration management is coordinating all aspects of a project throughout its life cycle.
NCET Biz Bite | Project Management Tips and Tools | January 2018Archersan
NCET and Kandis Porter, the Founder and Managing Director of Effective Flow Connections, explains why successful Project Management is critical for delivering optimal business results.
– Did you know organizations are wasting an average of $97 million for every $1 billion invested, due to poor project performance? That is an incredible amount of money that most companies can’t afford to throw away. As organizations are asked to accomplish more with the same or even less resources, effective project management practices are critical.
– Organizations that invest in proven project management practices waste 28 times less money because more of their strategic initiatives are completed successfully.
– It isn’t just the “doers” that need to be well-versed in project management; an actively engaged executive sponsor is the top driver of projects meeting their original goals and business intent.
– Sixty percent of organizations have training on project management tools & techniques; how does your organization measure up?
Attendees will learn about:
– Information on where you can locate definitions for ~200 of the profession’s frequently used terms
– Knowledge of the Project Management Institute’s five process groups and 10 knowledge areas
– A framework for creating a detailed project charter
– Key concepts for project schedule management and using MS Project to stay on track
– Information for tracking and managing Issues, Risks, Actions, and Decisions
– A better understanding of how to capture project Lessons Learned
This document outlines an agenda for a project management course. The course covers key project management topics like the project life cycle, stakeholder identification, work breakdown structures, scheduling, and budgeting. The objectives are to understand core project management principles and how to apply the nine knowledge areas. Students will learn best practices for defining projects, planning, and execution to help ensure their projects are delivered on time, on budget and meet defined objectives.
The document discusses project risk management as it coincides with PMBOK 11.0. It outlines the 7 processes of project risk management according to PMBOK which are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also discusses key concepts, trends, considerations for tailoring, and considerations for agile environments.
This chapter discusses project management techniques including project planning, scheduling, and controlling. It covers key concepts such as work breakdown structures, critical paths, PERT charts, and crashing projects. Project management is important for coordinating large, complex projects with many interdependent tasks and activities. Techniques like PERT and CPM help project managers analyze schedule contingencies and identify critical paths.
This document discusses scope management and preventing scope creep on projects. It begins with definitions of key terms like project scope, scope creep, and progressive elaboration. It then presents a case study of a project that experienced significant scope creep over time. The original $50k project for evaluating transfer stations grew to $1.67 million over 15 years due to 11 amendments adding tasks and extending timelines. Causes of scope creep on this project included inadequate planning and ineffective project management. The document concludes with lessons on how to define and manage scope properly through requirements documentation, scope management plans, change control processes, and stakeholder management.
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
This document discusses factors that contribute to successful and failed projects. It provides statistics showing that 31% of projects fail and are cancelled before completion, while 52.7% of completed projects exceed their original cost estimates. Project success is defined as helping an organization improve what it already does, grow its abilities, and change effectively. Common causes of project failure include unclear goals, unrealistic timelines and budgets, lack of support and communication. The document recommends project management certifications like PMP and PRINCE2 to improve success rates and offers PMCE as an organization providing project management training, consulting and research.
The document discusses supply chain management and key concepts in three main points:
1. It defines the supply chain as the network of facilities and distribution options used to transport raw materials, work-in-process inventory, and finished products from suppliers to customers. It involves various costs and flows of materials between suppliers, manufacturers, warehouses, distribution centers, and customers.
2. It explains that supply chain management (SCM) aims to efficiently integrate these entities to produce and distribute the right products, in the right quantities, to the right locations and at the right time, in order to minimize system-wide costs while meeting service requirements.
3. It discusses the importance of collaboration and information sharing across the supply chain
This document discusses project procurement management. It outlines the key steps as identifying requirements, planning procurement, conducting and administering procurement, and closing procurements. This involves creating procurement documents like statements of work, requests for proposals, and selection criteria. Contracts are also an important part and must specify terms, conditions, payments, and more. Effective management of procurement includes delivery schedules, performance, payments, and change requests. Lessons learned should be captured when closing procurements. Overall, an organized, formal procurement process is recommended to manage the inputs and outputs required for a project.
This document provides an overview of developing facilitation skills. It discusses:
1) What facilitation skills are and why they are important for guiding meetings and discussions. Facilitators help groups meet their goals and move effectively through agendas.
2) Some keys aspects of being a good facilitator including focusing on the process, not opinions, and ensuring all participants can contribute. Facilitators must also deal with potential disrupters.
3) Tips for planning and facilitating effective meetings, such as establishing ground rules, encouraging participation, and summarizing discussions. The document outlines steps a facilitator should take during a meeting.
This presentation provides an overview of project management. It defines a project as a temporary endeavor with a unique goal and clear start and end dates. Managing a project involves planning, executing, monitoring, and controlling it to meet objectives within constraints like scope, time and cost. Key project management processes include initiation, planning, execution, monitoring and control, and closure. The presentation discusses the skills needed for project managers, like leadership, communication, and technical expertise in their industry. It also covers common project management training, certification and job opportunities.
Refer to the updated presentation as per PMBOK6:
https://www.slideshare.net/anandbobade/pmp-download-49-processes-chart-pmbok6-links-to-all-slides-link-to-youtube-videos
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
Cost management is the process of planning and controlling a project's budget to help ensure the project is completed within budget. It involves estimating costs, setting a budget baseline, tracking actual costs against estimates, and implementing controls to address any variances. Key aspects of cost management include cash flow analysis, distinguishing direct and indirect costs, earned value analysis to measure performance, and using tools like cost management plans, cost accounting, and earned value reports in Primavera and Microsoft Project to help manage costs over the life of a project. The overall benefits are keeping the project within its approved budget, having accurate cost forecasts, and maximizing return on investment.
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
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.
The document defines key concepts in project management:
- A project is a temporary endeavor undertaken to create a unique product, service or result with defined start and end dates, resources, and goals.
- Project management is the application of knowledge, skills, tools and techniques to meet project requirements by planning, executing, monitoring and controlling, and closing a project.
- The five process groups in project management are initiating, planning, executing, controlling, and closing.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
The document discusses the changes between the fifth edition of the Project Management Body of Knowledge (PMBOK) guide and previous editions. Key changes include increasing the number of knowledge areas from 9 to 10 and processes from 42 to 47. It also outlines new concepts introduced in the fifth edition such as business value, risk appetite, and the data, information, knowledge, wisdom model. The document provides overviews of each chapter and highlights revisions made to topics like stakeholders, project success criteria, and project life cycles.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
Prince2 by design is a process based approach to project delivery and that means projects progress through the processes in a linear way. In this presentation I cover the objectives and activities of each of the 7 Processes. I will take each process in turn and by the end of this presentation you should have a very good overview of the 7 Processes of Prince2. By having this good overview will help you with the Prince2 exam as you will understand what happens and when on the project. With the exam being open book you will be able to look up the detail if and when you need it.
The 7 Processes of Prince2 are:
Starting up a Project
Directing a Project
Initiating a Project
Controlling a Stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project
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Topic 1 - Introduction of Project Management.pdfHuyNguyen657394
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Presentation on pmp exam
1. PMBOK ® Guide –Fifth Edition, Project
Management Institute, Inc., 2013
PMP/CAPM EXAM
Flash
Summaries
Original by
David Geoffrey Litten
PMBOK ® Guide –Fifth Edition, Project
Management Institute, Inc., 2013
Adapted by
MASILAMANI. R (misilamani@gmail.com)
Essential
Exam Aspects
of PMBOK
6/4/201m Based on Dave Litten's Text 1
2. The PMP Exam Objectives
• Initiating the project
• Conducting project selection
methods
• Defining scope
• Documenting project risks,
assumptions, and constraints
• Identifying perform stakeholder
analysis
• Developing project charter
• Obtaining project charter approval
6/4/2014 Based on Dave Litten's Text 2
3. Planning the project
• define and record requirements,
constraints, and assumptions
• identify project team and define
roles and responsibilities
• create the Work Breakdown
Structure
• develop change management
plan
• identify risks and defined risk
strategies
• obtain plan approval
• conduct kick-off meeting
6/4/2014 Based on Dave Litten's Text 3
4. Executing the project
executing tasks defined in project plan
• ensuring common understanding
and setting expectations
• Implementing the procurement of
project resources
• managing resource allocation
• implementing quality management
plan
• implementing approved changes
• implementing approved actions and
workarounds
• improving team performance
6/4/2014 Based on Dave Litten's Text 4
5. Executing the project
• executing tasks defined in project
plan
• ensure common understanding and
set expectations
• implement the procurement of
project resources
• manage resource allocation
• implement quality management plan
• implement approved changes
• implement approved actions and
workarounds
• improve team performance
6/4/2014 Based on Dave Litten's Text 5
6. Monitoring and controlling the project
• measure of project
performance
• verify and manage
changes to the project
• in show project
deliverables conform
to quality standards
• monitor all risks
6/4/2014 Based on Dave Litten's Text 6
7. Closing the project
• obtain final acceptance of
project
• obtain financial, legal, and
administrative closure
• release project resources
• identify, document, and
communicate lessons learned
• create and distribute final project
report
• archive and retain project
records
• measure customer satisfaction
6/4/2014 Based on Dave Litten's Text 7
8. Professional and social responsibility
• ensure individual integrity
• contribute to the project
management knowledge
base
• attain enhanced
professional competence
• promote interaction among
stakeholders
6/4/2014 Based on Dave Litten's Text 8
9. The skills of excellence a good project
manager
• Communication
• problem solving
• budgeting
• organizational
• team building
• team leading
• negotiation and
influencing
6/4/2014 Based on Dave Litten's Text 9
10. Differences between a project and an
operation
A project
• is temporary in
nature
• has a definite
beginning
• has a definite
ending date
• produce
– products
(deliverables)
– services
– or results
An operation
• is an on-going
activity
• use repetitive
processes
• typically
produce a
similar result
• Repeated time
and time
again
6/4/2014 Based on Dave Litten's Text 10
11. the project management processes
• initiating
• planning
• executing
• monitoring and
controlling
(Validate)
• Closing (evaluate)
6/4/2014 Based on Dave Litten's Text 11
12. the 10 project management knowledge
areas
• integration
management
• scope
management
• time
management
• cost
management
• quality
management
• human resource
management
• communications
management
• risk management
• procurement
management, and
• stakeholder
management
6/4/2014 Based on Dave Litten's Text 12
13. different organizational structures and
the project manager’s authority
MATRIX
(weak,
strong &
balanced)
PROJECTIS
ED
(most
authority)
FUNCTION
AL
(least
authority)
6/4/2014 Based on Dave Litten's Text 13
14. 6 needs or demands that can create a
project
• market need
• business need
• customer request
• legal requirements
• social needs
• ecological impact, or
• technological advance
6/4/2014 Based on Dave Litten's Text 14
15. the payback period
• It is the time-frame it will take the
organization to recoup its
investment from the product of
the project
• The calculation involves the sum
of the expected cash inflows,
compared against the original
investment, and
• Calculate how many time periods
(typically years), before the cash
inflows equal the initial
investment.
6/4/2014 Based on Dave Litten's Text 15
16. inputs for the develop project charter
process.
• project statement of work,
• contract (if this is
appropriate),
• the project business case
• the problem that it will solve
• the benefit cost analysis
• the enterprise environmental
factors, and
• the organizational process
assets.
6/4/2014 Based on Dave Litten's Text 16
17. Why selection methods.
• measure the value of the product
or service of the project and
compare this against the benefits
realized
• fall into two categories:
1. benefit measurement methods and
• 2. mathematical models
• also described as decision models,
which compares different criteria,
and calculation methods to
calculate the value of the project.
• Both are used to aid project
selection & decision making.
6/4/2014 Based on Dave Litten's Text 17
18. Mathematical models
6/4/2014 Based on Dave Litten's Text 18
• are complex formulas
and algorithms, also
known as constrained
optimization
• Method of simulating
real life situations with
mathematical
equations to forecast
their future behaviour
• MMMMMMMMMMMMMM
19. Mathematical Modeling
• Mathematical Modeling
uses the following tools:
• DECISION TREE
• QUEING THEORY
• LINEAR PROGRAMMING
etc.,
• linear programming
requires large amounts of
number crunching
6/4/2014 Based on Dave Litten's Text 19
20. Benefit measurement methods
• Include.
benefit cost ratio (BCR)
internal rate of return (IRR)
economic value add (EVA)
present value (PV)
net present value (NPV)
payback period
return on investment (ROI)
opportunity cost, and
return on invested capital (ROIC)
6/4/2014 Based on Dave Litten's Text 20
21. decisions based on NPV and IRR
• Any project with an NPV greater
than zero should be accepted
• Any NPV less than zero should
be rejected
• The project with the highest IRR
should be chosen
• IRR is the discount rate at the
point when NPV is equal to zero
• IRR assumes reinvestment at the
IRR rate
6/4/2014 Based on Dave Litten's Text 21
22. the project charter, its creation and
purpose.
• The charter
– officially recognizes and
acknowledges that the project exists,
• It is created
– during the develop project charter
process and
• Its purpose
– to explain the business need of the
project.
– It names and authorizes the project
manager
– is signed off by the performing
organizations senior management
6/4/2014 Based on Dave Litten's Text 22
23. Contents of charter
• Project charter,
– Contains the high-level project
requirements
– Provides a milestone view of
the project schedule.
– Will have a summary level
preliminary project budget.
– Used as a key input for the
development of the project
management plan
6/4/2014 Based on Dave Litten's Text 23
24. the purpose of the develop project
management plan process.
• defines, coordinates, and
integrates all of the subsidiary
project plans
• specifies the who, what, when,
where, and how of the project
• the project management plan is
progressively elaborated
• it is developed in the first place
and then refined, revisited, and
updated(i.e., progressively
elaborated)
6/4/2014 Based on Dave Litten's Text 24
25. purpose of the project management
plan.
• consists of the 15 component plans
integrated together
• needs to be integrated after
component plans are
created
• describes how the project is to be
• how project to be executed
• what is to be monitored and controlled,
and
• how it is to be closed.
• documents
• the outputs of the planning group
processes,
• the level of detail will reflect the size and
complexity of the project
6/4/2014 Based on Dave Litten's Text 25
26. project constraints and assumptions.
constraints
• restrict or dictate
future actions
• limit the options
available to the project
team
• classic constraints are,
– a limiting condition,
circumstance or event,
setting boundaries for
the project process
and expected
– time, cost, and scope,
quality requirements,
risk levels
assumptions
• may be the underlying
cause leading to risks
and
• should be continually
monitored and checked
• Classic assumptions
are,
– an "educated guess", a
likely condition e.g.,
duration estimate,
given conditions
– circumstance or event,
presumed known and
true in the absence of
absolute certainty
6/4/2014 Based on Dave Litten's Text 26
27. the project scope statement
• provides a common understanding of
the project scope
• lays out the project goals and
objectives, project requirements, the
project products or deliverables
• Lays out their quantifiable criteria,
and any constraints, assumptions, and
scope related risks.
• is used at the end of the project to
agree its successful completion, and
• Therefore, objective criteria must be
included for accepting the final
product of the project
6/4/2014 Based on Dave Litten's Text 27
28. the work breakdown structure (WBS)
• is created in the create WBS
process
• is a deliverable-oriented hierarchy,
• is the hub of information for the
project and
• it uses the projects products
derived from the project scope
statement and
• It decomposes them into logical
and manageable units of work.
• the lowest level of a WBS is called
a work package
6/4/2014 Based on Dave Litten's Text 28
29. main inputs of WBS
• the project scope statement
• the requirements documentation,
and
• the organizational process assets
(which might include templates,
tools, or previous project examples)
– WBS is used later to determine
• the project activities
• costs
• risks
• quality attributes, and
• procurement decisions
6/4/2014 Based on Dave Litten's Text 29
30. main outputs of WBS
• Decomposed WBS
• WBS dictionary
– providing detailed information for
each WBS node
• the scope baseline
– represents the combination of the
project scope statement, the WBS,
and the WBS dictionary.
– As with all baselines,
• it is placed under change
control as laid out within the
scope management plan
6/4/2014 Based on Dave Litten's Text 30
31. the communications management
plan.
• lays out the communication needs of the
stakeholders
• uses the stakeholder register and the
stakeholder management strategy
document
• Describes,
– who should receive project communications
– what those communications should be
– how and to whom the communications
should be sent, and
– how often it will be updated
6/4/2014 Based on Dave Litten's Text 31
32. The plan quality process
• Quality is planned in from the start, not
inspected in
• Meeting quality requirements, leads to
– an increase in stakeholder satisfaction
– lower costs
– less rework and
– an increase in productivity
• The plan quality process identifies
– what such quality specifications are, and
– how all of those will be met.
• Main outputs are
– the quality management plan describing
how the quality policy will be met, and
– the process improvement plan which
covers how quality activities will be
refined and improved
6/4/2014 Based on Dave Litten's Text 32
33. cost of quality (COQ).
• This is the total cost of all the work to
produce the product or service of the
project such that it meets the required
quality standards.
• The three costs of quality are.
– prevention costs - those associated by
creating a defect-free product,
– appraisal costs - which are those
associated with inspections and testing,
and
– failure costs - which are typically reworks
costs so that the requirements are met, or
failure costs wants the customer has been
using the product
6/4/2014 Based on Dave Litten's Text 33
34. tools and techniques of the plan quality
process
• These include
– cost-benefit analysis
– COQ (cost of quality)
– statistical process control
(Control Charts)
– design of experiments (DOE)
– statistical sampling
– Benchmarking, and
– flow charting
(e.g. Cause and effect diagrams)
6/4/2014 Based on Dave Litten's Text 34
35. purpose of the scope management plan
• describes the process for
determining the project scope and
facilitates the creation of the work
breakdown structure(WBS)
• describes how the project product
or service is to be verified and
accepted, and
• details how changes to scope will
be managed
• forms part of the project
management plan
6/4/2014 Based on Dave Litten's Text 35
36. purpose of the requirements
documentation
• contains an understanding of what is
needed to satisfy the stakeholders,
• States why each requirement is important
• covers both the project itself and the
products to be created.
• A lever on determining the project
schedule, budget, quality specifications, risk
factors and both human and non human
resource requirements.
• accompanied by the requirements
management plan, describing how the
requirements will be managed, and
• that goes on to define the team activities
needed to gather and manage the project
requirements
6/4/2014 Based on Dave Litten's Text 36
37. scope tools, techniques and outputs of
requirements
• Inputs: the project charter, requirements
documentation, and organizational
process assets
• Tools and techniques: product analysis,
expert judgment, alternatives
identification, and facilitated workshops
• outputs: the project scope statement
and the many project document
updates.
• Outputs may include the requirements
documentation, the requirements
traceability matrix, the stakeholder
register, and changes or additions to
project risk and issues.
6/4/2014 Based on Dave Litten's Text 37
38. Key quality techniques.
• Phillip B. Crosby invented the zero
defects practice and the quote, ‘doing it
right first time’
• Joseph M Juran coined the term ‘fitness
for purpose’,
• W Edwards Deming was the major
contributor of total quality
management (TQM)
• Six Sigma focuses on achieving very high
levels of quality both by controlling the
process and reducing defects.
• Kaizen, advocated continuous
improvement, constant process
improvement via small changes in
products or services.
6/4/2014 Based on Dave Litten's Text 38
39. risk management plan purpose and
definition.
• describes how you will define, monitor,
and control risks throughout the project
• Is created in the plan risk management
process
• does not define responses to individual
risks
• defines
– what level of risk (risk appetite) is tolerable
– how risk will be managed
– who will be responsible for risk activities,
cost and time to be allocated to risk
activities
– how risk will be communicated, and
– how risks will be categorized
(a risk breakdown structure can be helpful in
achieving this)
6/4/2014 Based on Dave Litten's Text 39
40. purpose of the identify risks process
• all the risks which may
impact the project
• understand the
characteristics or nature of
each.
• the output is,
• the risk register,
• containing a list of all
known risks at this time,
their causes, and if possible,
any responses that can be
identified
6/4/2014 Based on Dave Litten's Text 40
41. the risk register and its contents
• This is an output of the identify risks process
• and for each risk, the following aspects should be
captured:
– the risk ID number
– a description of the risk itself
– the chosen responses
– the root cause of the risk
– the risk triggers
– the risk owners, and
– what category the risk falls
into
6/4/2014 Based on Dave Litten's Text 41
42. the perform qualitative risk analysis
process
• For each risk,
– its impact on the project will
be determined, and
– the probability of that
particular risk occurring
– This process then ranks each
risk according to their impact
on project objectives in rank
order
6/4/2014 Based on Dave Litten's Text 42
43. the perform quantitative risk analysis
process
• This assigns,
– A projected value to each risk,
normally specified in terms of
cost or time
– This can be done by pre-
assigning numeric
probabilities to each risk and
their potential impacts on the
objectives of the project
6/4/2014 Based on Dave Litten's Text 43
44. the plan risk responses process
• This creates the plan for how each risk
will be handled
• A risk may have a negative impact or it
may have a positive impact (normally
called an opportunity)
• They are both risks because they both
have uncertainty
• Responses for negative risks or threats,
are avoid, transfer, mitigate (reduce), or
accept.
• Responses for positive risks or
opportunities are, exploit, share,
enhance, and accept
(‘Accept’ response is used in negative
threats and positive impacts – it is the
‘do nothing’ option)
6/4/2014 Based on Dave Litten's Text 44
45. the plan procurements process
• This determines;
– which products, components or services of
the project will be created internally, and
which will be procured externally.
– In addition the project manager must
determine the most appropriate types of
contracts to be used for each procurement.
• The two main outputs from this process are,
– the procurement management plan;
defining how procurement will be
conducted, and
– the procurement statements of work, which
explains the relevant parts of the project
scope to potential Sellers to decide if they
wish to bid for the working question
6/4/2014 Based on Dave Litten's Text 45
46. the contract types and their use
• There are three categories of
contracts:
– Fixed Price contracts (lump sum
contracts)
• firm fixed price (FFP),
• fixed price incentive fee (FPIF), and
• fixed price economic price
adjustment (FP-EPA)
– Cost Reimbursable contracts
• cost plus fixed fee (CPFF), and
• cost plus incentive fee (CPIF)
– time &materials contract
• which is a combination of fixed and
cost reimbursable contracts
6/4/2014 Based on Dave Litten's Text 46
47. the point of total assumption
• This is the point within a
contract where the
subcontractor assumes
responsibility for all additional
costs, and
• is therefore motivated to bring
their work to a swift conclusion
because they have consumed all
the costs, and any further
spending will be funded by
them.
6/4/2014 Based on Dave Litten's Text 47
48. the outputs of the plan procurements
process
• the procurement management
plan
• the procurement statements
of work
• make or buy decisions,
procurement documentation
• the source selection criteria,
and if needed,
• change requests relevant to
changes in procurement.
6/4/2014 Based on Dave Litten's Text 48
49. the tools and techniques of the conduct
procurements process
• These are bidder conferences
• proposal of valuation techniques
• independent estimates
• expert judgment, advertising
• Internet search, and
• procurement negotiations
6/4/2014 Based on Dave Litten's Text 49
50. the outputs of the develop human
resource plan process
• This is
– the human resource plan itself,
and consists
• roles and responsibilities
• organization charts, and
• the staffing management plan
• The staffing management plan
• explains how and when the project
will be staffed, including their
release, and
• if appropriate, how they will be
trained
6/4/2014 Based on Dave Litten's Text 50
51. the purpose of the define activities
process
• This takes the WBS and
decomposes it into
– the activity list (each one
should match that to a
unique work package)
– it defines the activity
attributes such as resources
needed and
– any procurement activities,
and a milestone list
6/4/2014 Based on Dave Litten's Text 51
52. the tools and techniques of the sequence
activities process
• the project schedule network diagrams (which
basically show the sequence and dependencies
between each activity but do not include start or finish
dates)
• The main tool is the precedence diagramming
method (PDM) (which is a graphical representation
showing the correct order and sequence of the various
project activities)
• The dependencies between each activity
could be: mandatory, discretionary, or
external.
• Activity leads and lags must also be
incorporated
(For similar previous projects it may be possible to use
existing schedule network templates)
6/4/2014 Based on Dave Litten's Text 52
53. the purpose of the estimate activity
resources process
• to determine the types of
resource needed (human,
materials, facilities, or
equipment), and
• to determine how many are
needed for each activity
• the resource availability must
also be taken into consideration,
and
• all of these aspects will
determine the duration of each
activity
6/4/2014 Based on Dave Litten's Text 53
54. the tools and techniques of the estimate
activity durations process
• expert judgment,
• analogous estimating (top
down estimating)
• parametric estimating (linear
extrapolation)
• three-point estimates (PERT
estimates), and
• reserve analysis, also called
contingency which consists of
extra time added to an activity
duration estimate
6/4/2014 Based on Dave Litten's Text 54
55. the difference between analogous
estimating and bottom-up estimating
• Analogous estimating, also known as top-
down estimating is
– the actual duration of a similar activity on a
previous project used to help calculate the
duration of an activity on this project
– this is combined with expert judgment to
determine how similar the two activities really
are
• Bottom-up estimating is
– where an activity is decomposed into small
pieces of work and these are estimated by
adding them up to give a total estimate
– It can be used in terms of work effort and cost
and also when developing the project
schedule by summing the estimates given at
each activity level.
6/4/2014 Based on Dave Litten's Text 55
56. Calculate the critical path
• occurs in the develop schedule
process
• uses forward pass, backward pass,
and float calculations
• determines the duration – and
hence the earliest finish date, of
the project
• other terms used are: float, early
start, late start, early finish, late
finish, free float, and negative float
• a critical path activity is a project
activity with zero float.
6/4/2014 Based on Dave Litten's Text 56
57. three point estimates (PERT estimates)
PERT estimates use three data points
called,
• the pessimistic estimate,
• the most likely or realistic estimate,
and
• the optimistic estimate for each
activity
• We then use a weighted average
technique via the formula:
• pessimistic, plus 4 times the realistic, plus
the optimistic estimate, and divide the
result by 6
6/4/2014 Based on Dave Litten's Text 57
58. duration compression techniques
• There are two techniques; crashing and
fast-tracking
• Crashing consists of adding extra
resources to a project activity so that the
work can be shared so the activity will be
completed more quickly. This normally
increases project costs
• Fast-tracking entails reordering the
sequence of activities so that some are
performed in parallel. This does not
normally lead to increased costs
• but often increases project risk due to
dependency rules being broken and
multiple activities occurring at once
adding risk and complexity
6/4/2014 Based on Dave Litten's Text 58
59. main output of the estimate costs process
• The primary output
here is the activity cost
estimates describing
how much it would
cost to complete each
activity on the project
6/4/2014 Based on Dave Litten's Text 59
60. cost performance baseline
• This is another term for the
project budget
• it shows not just the total cost but
when such costs will be incurred.
• when plotted as cumulative cost,
forms a characteristic S Pattern,
called an S Curve.
• As with all baselines, this is under
change control and
• is used to measure the cost
performance of the project
6/4/2014 Based on Dave Litten's Text 60
61. the direct and manage project execution
process
• This is where the project
work is performed
• where the team are
executing the work
packages, and
• the project products or
deliverables are being
created
• For this reason, most of
the budget is spent during
this process
6/4/2014 Based on Dave Litten's Text 61
62. five stages of group formation.
• This is Alan Tuckman’s model of team
mnagement;
–Forming
–Storming
–Norming
–Performing, and
–Adjoining
6/4/2014 Based on Dave Litten's Text 62
63. Maslow’s highest level of motivation
• This is self-actualization
and occurs,
• when an individual is
living and working at full
potential, and
• that all lower level
needs have been met
6/4/2014 Based on Dave Litten's Text 63
64. The five forms of power
• These help the project managers
maximize their ability to
influence and manage the team.
• These are
– reward power
– expert power
– legitimate or formal power
– referent power, and
– punishment or coercive power
• The best forms of power are
reward and expert with
punishment as the least affective
form
6/4/2014 Based on Dave Litten's Text 64
65. senders and receivers of information
• Senders must ensure
that their message is
clear concise and
complete
• receivers must ensure
that they understand
the message correctly
6/4/2014 Based on Dave Litten's Text 65
66. six styles of conflict management
These are,
problem-solving
collaboration
compromise
forcing
smoothing and or
withdrawal
(Withdrawal is not so much a
resolution to conflict but a means
of avoiding it, so this is not the best
method to use as the conflict is
never actually resolved)
6/4/2014 Based on Dave Litten's Text 66
67. purpose of the perform quality assurance
process
• This process is focused on
improving the activities and
processes that are undertaken
to achieve the project quality
standards, and
• should not be confused with
perform quality control, which
is about inspecting the product
for quality or measuring defects
6/4/2014 Based on Dave Litten's Text 67
68. purpose of the monitor and control
project work process
• This compares actual work results to
the plan and then makes appropriate
adjustments to ensure that the two
match.
• It makes sure that both the products,
and the way in which they are being
produced, fall in line with the plan
• it also looks at how the overall
project is progressing and takes any
corrective action if needed via
change requests
6/4/2014 Based on Dave Litten's Text 68
69. tools and techniques of the manage
project team process
• These are,
– observation and
conversation
–project performance
appraisals
–conflict management
–the issue log, and
–interpersonal skills
6/4/2014 Based on Dave Litten's Text 69
70. purpose of the manage stakeholder
expectations process
• This is an executing
process to ensure that
the project stakeholders
are actively managed and
kept informed
• it focuses on identifying
and resolving any
stakeholder concerns in a
timely manner
6/4/2014 Based on Dave Litten's Text 70
71. purpose of the report performance
process
• This process uses work
performance information and
work performance
measurements to report back
to the stakeholders on how
the project is progressing
against the plan and
• the various baselines (scope,
time, cost, and quality).
• The main output is the
performance report
6/4/2014 Based on Dave Litten's Text 71
72. purpose of the perform integrated change
control process
• This process is where you
assess the change’s impact
on the project
• Whenever a change occurs
in one area, it must be
evaluated for its impact
across the entire project
• This process is focused on
managing change to the
project’s scope
6/4/2014 Based on Dave Litten's Text 72
73. purpose of a configuration management
system
• It describes how change requests
are submitted; it includes
processes for tracking the changes
and their authority levels
• A configuration management
system must include configuration
identification describing the
characteristics of each product,
configuration status accounting to
determine the true status of each
product, and
• configuration verification and
auditing
6/4/2014 Based on Dave Litten's Text 73
74. purpose of the control costs process
• This process monitors project costs
to prevent unauthorized or
incorrect costs from entering the
cost baseline
• The focus here is on cost variance
• It does this by measuring what was
executed against what was planned.
• If they do not match, then go on to
harmonize the planned and actual
costs;
• this match may mean altering
future plan forecasts or changing
the way in which the work is being
carried out
6/4/2014 Based on Dave Litten's Text 74
75. purpose of the monitor and control risks
process
• This is performed almost
continually throughout the
project because existing risks
can change and new risks may
arise
• The main outputs here are
updates to the risk register and
• as a consequence may need
new or modified risk responses
resulting in a change to the
activities within the project
6/4/2014 Based on Dave Litten's Text 75
76. define and calculate earned value
• There are 13 key formulas that
need to be understood and
memorized
• The technique continuously
monitors the planned value,
earned value, and actual costs
expended to produce the work
of the project
• There are performance
measures, performance
indexes, and forecasting and
variance analysis techniques
6/4/2014 Based on Dave Litten's Text 76
77. tools and techniques of the perform
quality control process
• These are,
– cause and effect diagrams
(Ishikawa diagrams)
– control charts and Flowcharting
– histograms such as a Pareto chart
– run charts
– scatter diagrams
– statistical sampling, and
– inspection
6/4/2014 Based on Dave Litten's Text 77
78. purpose of the verify scope process
• This verifies that the product,
service, or result of the project
matches the documented
scope baseline
• Verify scope focuses on
completeness and acceptance
of the product by the
appropriate stakeholders
6/4/2014 Based on Dave Litten's Text 78
79. purpose of the close project or phase
process
• The focus here is to ensure that the
project or phase comes to a controlled
shut down
• This will typically create any
appropriate documentation and
archive it, capture the lessons learned,
and ensure the contract (if any), is
closed properly
• The purpose of lessons learned is to
document the project successes and
failures, make recommendations, and
is used as information learned for
future projects
6/4/2014 Based on Dave Litten's Text 79
80. apply professional responsibility
• The project manager should deal with
issues in a direct swift, open and
honest manner, and should act
ethically and legally
• The project manager should act with
integrity by adhering to ethical
standards
• If in doubt, always do the right thing
• Aspirational standards are those that
we strive to uphold
• mandatory standards establish firm
requirements that must be adhered
to.
6/4/2014 Based on Dave Litten's Text 80
82. 10 PMBOK® Guide project management
knowledge areas
• Project Integration management
• Project Scope management
• Project Time management
• Project Cost management
• Project Quality management
• Project Human resource
management
• Project Communications
management
• Project Risk management
• Project Procurement management
• Project Stakeholder Management
6/4/2014 Based on Dave Litten's Text 82
83. Project Integration management
processes
• Develop project charter
• Develop project
management plan
• Direct and manage project
work
• Monitor and control project
work
• Perform Integrated change
control
• Close project or phase
6/4/2014 Based on Dave Litten's Text 83
84. Project Integration Management
• This knowledge area is concerned
with identifying defining the work of
the project and then combining and
integrating with the appropriate
processes
• It also includes managing issues and
change, and re-planning if required
• There are two tools which fall with
this process. They are earned Value
management and the use of project
management software such as
Microsoft Project.
6/4/2014 Based on Dave Litten's Text 84
85. Project Scope management processes
• Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope
6/4/2014 Based on Dave Litten's Text 85
86. Project Scope management
• There are two aspects of Scope
management; one is product
Scope and the other project
Scope
• Product Scope covers the
required features of the product
and clarifies the boundaries what
is not included
• Project Scope is concerned with
the work of the project, and
again clarifies the boundaries of
what is not included
6/4/2014 Based on Dave Litten's Text 86
87. Project Scope management within
PMBOK will use the following PMP areas
• The end-product requirement
details
• measurement techniques to
verify those details
• creating the project Scope
management plan
• creating the work breakdown
structure
• controlling changes to these
processes
• Project Time management
6/4/2014 Based on Dave Litten's Text 87
88. Project Time Management processes
• Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
6/4/2014 Based on Dave Litten's Text 88
89. Project Time Management within PMBOK
will use the following PMP areas
• Project time management includes
estimating task schedules,
determining the project schedule
and project completion date
• It will also include monitoring and
controlling a project schedule
throughout the project
• It is closely aligned with Project
Cost Management, in particular
with the Estimate Activity
Resources and the Estimate
Activity Durations, since it is these
along with their cost implications
that must be finalized before the
schedule can be developed
6/4/2014 Based on Dave Litten's Text 89
90. Project Cost management processes
• Plan Cost
Management
• Estimate Costs
• Determine Budget
• Control Costs
6/4/2014 Based on Dave Litten's Text 90
91. Project Cost Management within PMBOK
will use the fo;;owing PMP areas
• In a similar way, this knowledge
area is there to estimate the
resources required, and the
project budget.
• Resource costing is not just about
people. It should also include
other types of resource such as
Materials, equipment, facilities,
and project related services such
as letting contracts.
• This knowledge area has four
processes
6/4/2014 Based on Dave Litten's Text 91
92. Project Quality management processes
• Plan Quality
Management
• Perform Quality
Assurance
• Perform Quality
Control
6/4/2014 Based on Dave Litten's Text 92
93. Project Quality Management within
PMBOK will use the following PMP areas
• Performing Quality Assurance. This is
the act of auditing and comparing the
quality requirements against the
quality control measurements to check
that appropriate quality standards and
operational definitions are used
• Compare and contrast this to:
• Perform Quality Control. This is the
monitoring the results of carrying out
quality activities which will include the
project deliverables/products and
project management results such as
how the project is performing against
schedule and budget
6/4/2014 Based on Dave Litten's Text 93
94. Project Human resource management
processes
• Plan Human
Resource
Management
• Acquire Project Team
• Develop Project
Team
• Manage Project
Team
6/4/2014 Based on Dave Litten's Text 94
95. Project Human Resource Management within
PMBOK will use the following PMP areas
• This knowledge area is to do with
managing people
• It includes aspects such as acquiring
the team, developing the overall
team performance, and then
managing that performance such as
performance appraisals, leading and
coaching, and resolving resource
issues and optimizing the project
performance
• The objective here is to ensure that
all human resources are used
effectively, and draws upon skills
such as leadership, team building,
and communication
6/4/2014 Based on Dave Litten's Text 95
97. Project Communications Management within
PMBOK will use the following PMP areas
• Communications is not just
about the human kind, but
includes information such as
meeting management and
actions, risk actions and
assessments, project plans,
reviews and walk-throughs, etc.
• This information must be shared
with all of the project
stakeholders — both internal
and external to the project
• The Communications plan should
document all of these aspects
and along with other documents,
be reviewed and updated as
needed
6/4/2014 Based on Dave Litten's Text 97
98. Project Risk management process
• Plan Risk Management
• Identify Risks
• Perform Qualitative Risk
Analysis
• Perform Quantitative
Risk Analysis
• Plan Risk Responses
• Control risks
6/4/2014 Based on Dave Litten's Text 98
99. Project Risk Management within PMBOK
will use the following PMP areas
• The PMBOK Guide advises that risks include
both threats and opportunities
• An opportunity should also be seen as a type
of risk because just like a negative threat, an
opportunity also has uncertainty
• Risks predict potential give negative impacts,
and any actions should strive to reduce or
remove these
• By the same token, opportunity actions should
strive to make them more probable and
increase their potential positive outcomes
• Put another way, opportunities should be
grasped, and action taken to ensure that they
are realized
• Risk identification is best done during
planning, and as many people should be
involved as possible, so that the complete
picture of risk threats and positive
opportunities to the project can be identified
6/4/2014 Based on Dave Litten's Text 99
100. Project Procurement management
processes
• Plan Procurement
Management
• Conduct
Procurements
• Control
Procurements
• Close Procurements
6/4/2014 Based on Dave Litten's Text 100
101. Project Procurement Management within
PMBOK will use the following PMP areas
• Most projects work within a
customer/supplier environment. Generally
the project team are working on behalf of
the customer, and suppliers are responsible
for the creation of the project
deliverables/products — there can be both
internal suppliers and external suppliers
• Project Procurement is used when it is
necessary to purchase or acquire products,
services, or results needed from outside
the project team. This knowledge area
includes contract management and change
control
• Activities in this knowledge area will
include working with suppliers, vendors,
contractors, service groups, etc.
6/4/2014 Based on Dave Litten's Text 101
102. Project Stakeholder management
processes
• Identify Stakeholders
• Plan Stakeholder
Management
• Manage Stakeholder
Engagement
• Control Stakeholder
Engagement
6/4/2014 Based on Dave Litten's Text 102
103. Project Stakeholder Management within
PMBOK will use the following PMP areas
• This is defined as the creation
and maintenance of
relationships with the aim to
satisfy needs
• This is done by identifying
stakeholders and their needs,
then going on to manage
these while providing
continuous communication
and involvement throughout
the project.
6/4/2014 Based on Dave Litten's Text 103
104. Key Difference between PMP and CAPM
1. PMP is a more higher level
certification than other PM tests and
enjoys unmatched reputation and
acceptance over any other certificate
PMI offers
2. PMP is meant for the people who
already have at least 3-4 years of real
project management experience and an
idea what it takes to be a project
manager in real world
3. point 2 is also reflected by PMI's exam
strategy around PMP which is more
lengthy, complex and longer than CAPM
examination
4. PMP exam is takes 4 hours to
complete in which you have to answer
122(61%) questions correct out of 200,
in order to qualify yourself as PMP.25
questions are pre-test questions, not
scored.
6/4/2014 Based on Dave Litten's Text 104
105. Key Difference between PMP and CAPM-
cont.
• 4. CAPM has 150 questions from
which you have to answer 92
questions correctly in 3 hour
examination.!00 correct answers are
safe. 15 pre-test questions are
randomly placed, not scored.
5. PMP examination tests every
possible scenario keeping in mind that
the test tackers would already face all
those scenarios in real-life work
6. CAPM exam does test all the
knowledge areas but keeps focuses on
sections from PMBOK more heavily
than the real-life scenarios
6/4/2014 Based on Dave Litten's Text 105
106. Overall guide to Preparing for the PMP®,
CAPM® Certification Exam
• Understanding type of
questions in PMP ® ,
CAPM® Certification
exam
• Understanding
PMBOK® thoroughly
• Joining a Study Group
• Following the PMstudy
Education Process
• Finding Time to study
for the Exam
6/4/2014 Based on Dave Litten's Text 106
107. Filling in online application for PMP®,
CAPM® Certification Exam
• Filling in contact hour
details
• Filling in work
experience details
• Submitting with
enough time lead for
preparation
6/4/2014 Based on Dave Litten's Text 107
108. Tips on taking the PMP®,
CAPM® Certification Exams
• Take simulated practice
tests
• Be relaxed - rest before
exam day
• Question Answering
Techniques
• Take breaks to relax
• Answer All Questions -
what to do if you do not
know an answer
6/4/2014 Based on Dave Litten's Text 108
109. Final PMP®, CAPM® Certification Exam;
Information for Certified PMPs/CAPMs
• Successful PMPs/CAPMs
: Name in PMI Registry,
getting PMP/CAPM
Certificates
• Successful PMPs/CAPMs
: Continuing Education
Requirements
6/4/2014 Based on Dave Litten's Text 109
110. Acknowledgement
• David Litten
• Wikipedia
• PMI
• Lauren S,
• ConsultUSA &
• PMCentresUSA
• PMBoK
• SRIDAYA
• Dreamstime
• PMStudy
• DEEP FRIED BRAIN
6/4/2014 Based on Dave Litten's Text 110