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.

1. PROJECT MANAGEMENT PROFESSIONAL
TRAINING METHODOLOGY
The objective of learning the project management is to drive the projects in organized
procedures of initiation, planning, execution, monitoring and controlling and closure as
well as the guidance of the project team's operations towards achieving all the agreed
upon goals within the set scope, time, quality and cost. This type of certification can be
applied to projects across all industries and adds value in the market. Learning this new
skills will enhance your knowledge and opportunities for career growth.
Expected Learning Outcomes:
 Learn and apply the best practices or project methodologies at the workplace.
 Learning about the Business Case
 Define project scope and write a project plan
 Managing project stakeholders
 Identify and manage project risks
 Change management
 Project communication
Who should learn:
All managers, executives and existing project managers who wants to be recognized as an
experienced professional

2. Topic 1 : Project Management Essential
Topic 2 : Project Management Life Cycles
Topic 3 : How to start a Project
Topic 4 : Project Charter
Topic 5 : Organizing and motivation a project team
Topic 6 : Controlling the project
Topic 7 : Managing reports and necessary documentation
Topic 8 : Cost estimating and developing the budget
Topic 9 : Project Scheduling
Topic 10 : Ensuring customer satisfaction
TOPICS

3. Topic 1:
Project Management Essential

4. Topic 1 : Project Management Essential
• Project management ensures the right people do the right things, at the right time and it
ensures proper project process is followed throughout the project lifecycle.
• Why is project management important?
o It ensures a project’s progress is tracked and reported .
o It ensures what is being delivered, is right, and will deliver real value against the
business opportunity.
o Provide leadership, vision, motivation, handle conflicts, coaching, and inspiring the
team to do their best work.
o It ensures there’s a proper plan for executing on strategic goals.
o Develop a realistic schedule with the available resources and required timeline
o It ensures the quality results
o It ensures risks are properly managed and mitigated against to avoid becoming
issues.

5.  What is project?
o A project is temporary in that it has a defined beginning and end in time, and
therefore defined scope and resources.
o And a project is unique in that it is not a routine operation, but a specific set of
operations designed to accomplish a goal.
o Project team often includes people from different organizations and across multiple
geographies
 What is project management?
o Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements
o All projects officially start with a project charter – a formal document that authorizes
the project to exist in the organization and gives the project manager authority over
the project resources.
 A program is a collection of projects that are managed as a group in order to achieve
efficiencies of scale. Projects are bundled together into a program when the benefits of
managing the collection outweigh managing projects as individual units
 Program management is the process of managing several related projects, often with
the intention of improving an organization's performance

6. Quiz 1
1. Distinguish between project management and program management

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• Business Case defines why the project is worthy for an organization.
• Project Statement of Work (SOW) – defines all the products and services that the
project will provide. SOW comes from project sponsor and defines the business need,
products and services the project will create.
• Enterprise Environmental Factors – project takes care about the culture, standards,
regulations and environment.
• Organizational Process Assets – policies, procedures, plans and documentation of
past projects that can help on the success of current project.

8.  Empowers the Project
Manager with performing the
project via the Project
Assignment.
 Ensures that the Project
Manager performs the project
along the specified
guidelines, the project
objectives (e.g., time, cost,
quality) are achieved and that
the customer can also obtain
the benefits intended with the
project result.
 Responsible for the project
result.
 Responsible for the project
performance and adherence
to the conditions of the
Project Assignment (defined
objectives, targeted deadline,
budget goals).
Project Owner Project Manager
In Project Management, it is important for you to know about the roles and
responsibilities first before starting with managing the projects.

9. Topic 2:
Project Management Life Cycle

10. Topic 2 : Project Management Life Cycles
Process
Groups
Description
Initiating
These processes help you define a new piece of work – either a complete new project
or the phase you are about to begin.
Planning
These processes help you define objectives and scope out the work to be done. They
also encompass all the work around planning and scheduling tasks. Again, they can
cover a complete project or just the phase you are working on right now. Or you might
be closing one phase and planning the next in parallel.
Executing
You do these processes as you carry out your project tasks. This is the ‘delivery’ part
of project management, where the main activity happens and you create the products.
Monitoring &
Controlling
These processes let you track the work that is being done, review and report on it.
They also cover what happens when you find out the project isn’t following the agreed
plan, so change management falls into this Process Group. You’ll run these
processes alongside those in the Executing Group (mainly, but alongside the other
Groups too) so you monitor as you go
Closing
Finally, these processes let you finalize all the tasks in the other Groups when you get
to the point to close the project or phase.

11. Project Initiation
• The Project Management Body of Knowledge (PMBOK) identifies only two
processes within this phase.

12.  Develop Project Charter
o Develop Project Charter is the process of developing a document that formally
authorizes the existence of a project and provides the project manager with the
authority to apply organizational resources to project activities.
 Identify Stakeholders
o Stakeholders come in many forms and have vastly different needs as it relates to
the project. It is a good idea to conduct a stakeholder analysis to determine all
of the stakeholders as part of the development of the project charter.
o Stakeholder register is a document that contains stakeholder information
gathered using the tools and techniques we saw earlier.
o The main content would be information such as stakeholder names,
designations, roles, location, contact information, their expectations, and levels
of knowledge, interest and influence over project.

13. Project Planning
 The planning phase is when the project plans are documented, the project
deliverables and requirements are defined, and the project schedule is created.
It Include the 3 phases below :-

14.  Collect Requirements : The process of determining, documenting, and managing
stakeholder needs and requirements to meet project objectives.
 Define Scope : Scope refers to the detailed set of deliverables or features of a project.
PMBOK® defines Project Scope as the “The work that needs to be accomplished to
deliver a product, service, or result with the specified features and functions
 Develop Project Management Plan is an activity to cover the plan that includes how
the project will be implemented, examined, and controlled. Basically, a project
management plan needs to cover everything involved in a project to ensure that it will be
successful.

15. SUGGESTED CONTENTS OF THE PROJECT MANAGEMENT PLAN:
o Executive summary – high level of the key elements of the project
o Strategic/organisational alignment
o Project scope definition
o Feasibility assessment and contingency plans
o Constraints
o Project schedule and milestones
o Budget/cost estimate
o Risk Management
o Issue Management
o Change management
o Communication management
o Resources – Staffing, budget, and vendors.

16. Create WBS
 The WBS provides the project manager and team with the necessary framework of
tasks going forward to create detailed cost estimates and also to provide a major
input to project task scheduling at the most detailed and accurate level possible.
 The WBS is the decomposition of the work to be performed. The output is called the
Scope Baseline.
Scope Baseline :
o Scope Statement – description of project scope, major deliverables,
assumptions and constraints.
o WBS – hierarchical decomposition of the total scope of work
o WBS Dictionary – provides detail regarding the deliverables, activities, and
scheduling information of each component of the WBS.
Project
Title
Deliverable
1
Deliverable
2
Work
Package
Work
Package
Break down the
work into the
smallest level for
which cost, and time
can be assessed
and administered

17.  Define activities refer to the process of identifying as well as documenting actions
that need to be implemented and performed in order to produce the deliverables of the
project.
 Estimate Activity Resources is the process of estimating the type and quantities of
material, human resources, equipment, or supplies required to perform each activity
 Estimate Activity Durations is the process of estimating the number of work periods
needed to complete individual activities with estimated resources.
 Sequence Activities is the process of identifying and documenting relationships
among the project activities.
 Develop Schedule is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule model.

18.  Estimate cost is an activity that involve in creation of the cost of a program, project,
or operation.
 Determine Budget is the process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
 Plan Quality : This process involves the determination of the quality standards that
govern the project deliverables and/or product and how the project will achieve
compliance to those standards.
 The develop human resource plan process describes how the project manager will
staff, manage, team build, assess and improve the project team, and therefore this
process is executed early within the project and is performed iteratively and
interactively with other aspects of planning such as time, cost and scope.
 Plan Communication: A project manager need to determine who receive the project
communication, how they will receive this communication, when they will receive and
how often they should expect to receive. This information is record in the project
management communication plan.

20.  Risk identification : Listing potential project risks and their characteristics. The
results of risk identification are documented in a risk register, which includes a list of
identified risks along with their sources, potential risk responses, and risk
categories.
 Risk Analysis : Identify and manage potential problems that could undermine key
business initiatives or projects.
 Plan Risk Responses : Developing options and actions to enhance opportunities
and to reduce threats to project objectives.
 Plan Procurement : Procurement planning is the process of deciding what to buy,
when and from what source.
 Procurement management plan is a document that is used to manage the process
of finding and selecting a vendor.
 The ability to consolidate and document the fundamental components of a change
initiative: scope; schedule; resource requirements; budgets; risks; opportunities and
issues; and quality requirements.

21. Quiz 2
1. Name 5 phases of project management process groups
2. Why do Project manager require a WBS for the project?

22. Project Execution
 The Executing Process Group consists of those processes performed to complete
the work defined in the project management plan to satisfy the project specifications.
 Execution process involves coordinating people and resources, as well as integrating
and performing the activities of the project in accordance with the project plan.
 The actions performed during this process include:
Acquire Project Team
Direct and Manage Project Execution
Perform Quality Assurance
Manage Stakeholder Expectations
Develop Project Team
Conduct Procurement
Manage Project Team
Distribute Information
Perform Quality Gate

23. Project Monitoring and Controlling
 According to the PMBOK® Guide (the Project Management Body of
Knowledge), project control is a “project management function that involves
comparing actual performance with planned performance and taking appropriate
corrective action (or directing others to take this action) that will yield the desired
outcome in the project when significant differences exist.”
 The project monitoring and controlling phase includes the activities below :-

24. Project Monitoring and Controlling
 Project control is about comparing actual performance with planned performance
and taking appropriate corrective action that will yield the desired outcome in the
project when significant differences exist.
 Monitoring and controlling project work is the process of tracking, reviewing, and
regulating the progress in order to meet the performance objectives.
o Measuring the actual performance against the planned performance
o Assessing performance to determine whether or not any corrective or
preventive actions are indicated, the status is reported and/or appropriate
risk response plans are being executed.
o Maintaining an accurate, timely information base concerned with the project
output and its associated documentation till project completion
o Providing information to support status reporting, progress measurement
and forecasting
o Providing forecasts to update current cost and current schedule information
o Monitoring implementation of approved changes as they occur

25. Project Closure
 The activities of the closing phase serve the formal completion of a project and
they include such activities like the relief of the project manager, an analysis of
the project (lesson learned, supplier assessment), the organization of the
transition of project results into the live operation and if necessary, the resolution
of the technical project infrastructure
 Final phase of project lifecycle where all deliverables are finalized and formally
transferred, and all documentation is signed off, approved, and archived.
 It include closure of procurements process which involves administrative
activities such as finalizing open claims, updating records to reflect final results,
and archiving such information for future use
 The project closure process ensures that:
o All work has been completed according to the project plan and scope.
o All project management processes have been executed.
o You have received final sign-off and approval from all parties.

26. Quiz 3
1. What are the activities involved in project closure?

27.  PMI has divided the large field of project management into 10 more digestible parts,
which it calls the 10 project management knowledge areas in its A Guide to the
Project Management Body of Knowledge (PMBOK).
 Project management knowledge areas coincide with the process groups, which are
project initiation, project planning, project execution, monitoring and controlling, and
project closing which takes take place during any of these process groups.
 The knowledge areas are the core technical subject matter, which are necessary for
effective project management.

29. Quiz 4
1. List all of the 10 knowledge areas

30. Topic 3:
How to Start a Project

31. Topic 3 : How to start a Project
 In larger or more formal projects, there is the project “kick off,” an entire phase of the
project that is made up of everything that needs to be done before the actual start of
the work.
 Project kickoff is a moment when you make assumptions and decisions that may
ultimately make or break it.
 6 Simple Steps to Start any Project :
o Define goals: Document your goals and objectives in a project charter or project
statement.
o Identify project team members : Identify team members strengths and
weaknesses relative to the objectives of the project.
o Define project work : Define the tasks as clearly as possible and ensure there is
no misunderstanding between the various members of the group
o Develop the plan : Create an actionable, systematic, and logical plan that can
achieve with overall project completion date .
o Delegate : Delegating work will not only allow you to work faster, but it will also
develop the skills of the rest of the team
o Execute and Monitor : The final step is to get working on your project and monitor
it continuously throughout the process using a project management tool. Keep
open communication throughout the project activities with the team

32. Topic 4:
Project Charter

33. Topic 4 : Project Charter
 The Project Charter is the document which defines and authorizes the project. It
outlines the organization’s vision for the project and the business case for it. It
can contain the following things:
o Scope statement
o Milestones
o Business case
o Success Criteria
o Stakeholders
o Project Risks
o Funding amount
o Project Assumptions and Constraints
o High-level Project description
o High-level Risks
o High-level Requirements

34. How to Create a Project Charter
 Identify the project vision and determine the scope of the project
 List all of the essential roles for the project, including customers, stakeholders,
and day-to-day project team.
 Create major milestones, dependencies and timeline for the entire team and
stakeholders.
 List all potential risks and issues to the project charter which helps project
members to think ahead should the worst happen.

35. Topic 5:
Organizing and Motivating a Project
team

36. Topic 5 : Organizing and motivating a project team
 Motivation can inspire, encourage, and stimulate individuals and project teams to
achieve great accomplishments.
 Motivation can also create an environment that fosters teamwork and collective
initiatives to reach common goals or objectives.
 4 steps of motivation:
Set achievable goals. Goals keep the team motivated and focused on achieving goals.
Expectations about the workload and due dates so the team clear about their
deliverables.
Conduct weekly or monthly review sessions review the team current progress
against ideal performance.
Provide recognition to reassures the team members that the managers recognize and
appreciate their contributions.
1
2
3
4

37. Topic 6:
Controlling the Project

38. Topic 6 : Controlling the project
 Project control is a series of processes and steps that a project manager in cooperation
with other management staff carries out to control the project in terms of progress,
quality, changes, products, commitments and other critical concerns.
 Project control monitors and compares planned objectives, requirements, risks,
schedules and budgets against what is actually being delivered.
 Project controlling is tracking and managing the core project management elements of
scope, quality, time and cost. The Project Management Body of Knowledge (PMBOK®
Guide) identifies the core controlling processes as:
o Integration change control
o Scope change control and scope verification
o Schedule control
o Risk monitoring and control
o Quality control and Cost control
o Project progression and performance reporting.

39. Quiz 5
1. Identify the core controlling processes

40. How do you control the project?
To provide an overview of work, goals and
issues, and establish an effective
communications with the team
To confirm that the product is
complete and developed in line with
expectations.
To track work progress at any given
stage to make sure the project
goes towards right direction.
To ensure the scope, schedule and
cost remain relevant to current
situation.
To identify issues, asses their
impact, develop resolution actions,
take those actions and track
progress on issues.

41. Topic 7:
Managing Report and necessary
documentation

42. Topic 7 : Managing reports and necessary documentation
Project Reporting
 Project reporting involves communicating the latest project updates to your team
and stakeholders.
 A project management report is a summary overview of the current status of the
project.
• A team availability report shows you how much work each
team member has on their plate so you can make smart
resourcing decisions for your project.
•Team availability report
• A weekly status report is an easy way to keep your team and
stakeholders informed and manage expectations as a
project progresses.
•Status report
• A risk assessment enables you to identify and categorize
project risks based on their severity and likelihood of
happening.
Risk assessment
• A time tracking report gives you visibility into how much time
your team is actually spending on project tasks so you can
see how it tracks with your project estimate.
•Baseline reports

43. Quiz 6
1. Name the different types of project that a Project Manager use.

44. Project Documentation
 Project document management is defined by the practices and procedures used
to create, distribute and store various types of project documentation.
 Importance of documenting project
o To provide a mechanism for document production and control
o To provide standardized formats and templates for document production.
o To promote collaboration and consensus through a structured process
o To facilitate document retrieval and accessibility.
o To minimize documentation errors through version control and secured
access.
o To ensure that all documents are current, and that distribution is timely.

45. Topic 8:
Cost estimating and developing the
budget

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Topic 8 : Cost estimating and developing the budget
• Cost estimation in project management is the process of forecasting the financial
and other resources needed to complete a project within a defined scope.
• Cost estimation accounts for each element required for the project from materials
to labor and calculates a total amount that determines a project’s budget
There are two key types of costs addressed by the cost estimation process:
• Direct costs: These are the costs associated with a single area, such as a
department or this particular project itself. Examples of direct costs include fixed
labor, materials and equipment.

47. Topic 8 : Cost estimating and developing the budget
• Indirect costs: These are costs incurred by the organization at large, such as
utilities and quality control.
o Labor: the cost of project team members working on the project, both in
terms of wages and time.
o Materials and equipment: The cost of resources required for the project, from
physical tools to software to legal permits.
o Facilities: the cost of using any working spaces not owned by the
organization.
o Vendors: the cost of hiring third-party vendors or contractors.
o Risk: the cost of any contingency plans implemented to reduce risk.

48. Why project budget is important
 It is an essential part of securing project funding.
 Well-planned budget provides the basis for project cost control.
 A project budget has a direct effect on the company's financial viability
5 techniques that can greatly improve the project estimation process and accuracy :
 Bottom-up estimation
o Estimating individual parts of the project, such as tasks, milestones, or
phases and totaling them to get project cost.
 Top-down estimation
o Starts with the project budget total and involves breaking it down into smaller
chunks to allocate a number of hours to milestones.
 Analogous estimation
o Estimate based on the budget data and best practices from your previous
projects to form an opinion about how much the current one could cost the
client.

49.  Parametric estimation
o Cost variables or data points from specific parts of specific projects and
applies them to the current project, so able to make decisions based on data
 Three-point estimation
o Most sensible and pragmatic techniques as it takes into account a weighted
average based on the best, worst, and most likely case budget scenarios and
encourages to think from multiple perspectives

50. Stakeholder management
 It is crucial to know all the project stakeholders needs and devise plan to engage them
in the project and manage their expectations.
 There are three tools and techniques used for this process : expert judgement,
meetings, and analytical techniques.
o Expert Judgement – meeting with others who know something about the project.
o Analytical Techniques – Classify the engagement levels of stakeholders, monitor
and modify them throughout the project.
 Plan communication Management process involves determining the communication
needs of the stakeholders by defining the types of information needed, the format for
communicating the information, how often it is distributed and who prepares it .
 Communication network models have been devised to explain the relationships
between people and the number or type of interactions needed between project
participants
N (n - 1) / 2
This figure shows five participants, so let’s plug that into
the formula to determine the lines of communication
5 (5 - 1) / 2 = 10
2
1
3
4 5

51. Quiz 7
1. List the 5 techniques that can improve the project estimation.

52. Topic 9:
Project Scheduling

53. Topic 9 : Project Scheduling
 Project scheduling is a mechanism to communicate what tasks need to get done
and which organizational resources will be allocated to complete those tasks in
what timeframe.
 The following are the steps needed to schedule a project:
o Define Activities : Create Work Breakdown Structure (WBS) and a
deliverables diagram and organize them by mapping out the tasks .
o Do Estimates : Determine the time and effort it will take to complete them.
o Determine Dependencies : Place a bit of slack in your schedule to
accommodate these related tasks.
o Assign Resources : Finalize the planned schedule by deciding what
resources you are going to need to get those tasks done on time.

54.  Estimate Activity Duration Inputs
o This process has several tools and techniques ;-
-Expert Judgement, -Analogous Estimating, -Parametric Estimating
-Three-Point Estimating, -Group decision-making techniques, -Reserve Analysis
 3 Point Estimating
o Three-point estimating uses three estimates that when averaged come up with
final estimate.
• Most likely estimate – assumes there are no disaster and activity can be
completed as planned
• Optimistic estimate – fastest time frame in which your resource can
complete the activity
• Pessimistic – Assumes the worst happens and it takes much longer than
planned to get the activity completed
o Formula to calculate the expected duration : E = (O + P + M) / 3
o E=Expected, O = Optimistic, M = Most Likely
o The formula for standard deviation which helps to determine the confidence level
as below : E : (Pessimistic – Optimistic) / 6

55.  Expert Judgement - The staff members who will perform activities will most
accurately estimate them
 Analogous Estimating ( also called as top-down estimating, an expert
judgement) - Actual duration of a similar activity completed on previous project
will be used to determine the duration of current activity.
 Bottom Up Estimating – Is the most accurate approach to estimate cost and
duration. Setting the estimates of the amount of work, duration and cost at the
task level lets you combine them into estimates of higher-level deliverables and
the project as a whole
 Parametric Estimating - Quantitatively based estimating method that multiplies
the quantity of work by the rate or uses an algorithm in conjunction with historical
data to determine the cost, budget or duration estimates.

56.  Group decision-making techniques (brainstorming and the Delphi or nominal
group techniques)
o Brainstorming is an old-age technique where all participants have an
opportunity to speak up.
o Delphi technique is similar to brainstorming in that you involve subject matter
experts in determining estimates.
 Reserve Analysis
o Contingency reserve - a portion of time added to the schedule to account
for risk
o Management reserve - used for unknown events that have not been
previously identified

57. Resource Optimization Techniques
 Resource Leveling - also called as resource-based method is used when the
resources are overallocated and only available at certain times or when they are
assigned to more than one activity at a time. The purpose to use this technique is
to balance out the resource assignments to get tasks completed without
overloading the individual.
 Resource Smoothing - Resource smoothing accommodates resource availability
by modifying activities within their float times without changing the critical path or
project end date. More tasks are given to team members who are under allocated
.
 Reverse Resource - This technique requires the resources to be scheduled in
reverse order in order to assign this key resource at the correct time.

58. Modeling techniques
 Include the use of what-if scenario analysis and simulation
o What-If scenario : uses different sets of activity assumptions to produce
multiple project durations
o Simulation use a range of probable activity durations for each activity, and
those ranges are then used to calculate a range of probable duration results
for the project itself.
o Monte Carlo is a simulation technique that runs the possible activity durations
and schedule projections many many times to come up with the schedule
projections and their probability, critical path duration estimates and float
time.

59. Schedule Compression
 Mathematical analysis that’s used to shorten the project schedule duration without
changing the project scope in order to accomplish all activities sooner than
estimated.
o Crashing – accomplished by adding resources to the critical path.Crashing
the schedule can lead to increased risk and increased cost.
o Fast tracking – Performing 2 tasks or project phase in parallel that were
previously scheduled to start sequentially. It increases the project risk and
might cause the project team to re-work the tasks.

60. Project schedule can be presented in many forms ;
 Project schedule network diagram
 Gantt chart
 Milestone
Start
Activity
1
Activity
2
Activity
3 Activity
5
Activity
4 Activity
6
Task Name Jan Feb Mar Apr May
Planning
Design
Implementation
Milestone Scheduled date Actual Date Responsible
Testing completed 04/12/19 - Rachel
Acceptance and Signoff 07/12/19 15/12/19 Cindy
Project Closure 15/12/19 31/12/19 Carmen

61. Topic 10:
Analyzing and managing Project Risk

62. Topic 10 : Analyzing and managing project risk
• Project risk management is the process of identifying, analyzing and then
responding to any risk that arises over the life cycle of a project to help the project
remain on track and meet its goal.
• Proactively identifying and controlling risk greatly increases the accuracy of the
project’s scope, schedule, and budget.
• A risk is anything that could potentially impact your project’s timeline, performance
or budget.
• What is risk analysis?
o Risk analysis is to find out how likely that a risk will arise in a project and to
study on the uncertainty and the impact to the project schedule, quality and
costs.
• Benefit of Risk Analysis
oAvoid potential
litigation
oAddress
regulatory issues
oComply with
new legislation
oReduce
exposure
oMinimize impact

63. • The process of evaluating project risk begins in the planning stages, but it must
continue through every stage of the project.
2 fundamental process of analyzing risks:
• Qualitative Risk Analysis
o Qualitative risk analysis is the process of prioritizing risks for further analysis or
action.
o Determining each risk’s likelihood or probability of occurring, as well as rating its
impact on the project.
o Qualitative risk analysis to reduce uncertainty in the project and focus mostly on
high-impact risks, which then the appropriate mitigation responses will be
planned.
• Quantitative Risk Analysis
o Quantitative risk analysis is a statistical analysis of the effect of those identified
risks on the overall project.
o Quantitative risk counts the possible outcomes for the project and figures out the
probability of still meeting project objectives which helps in decision-making,
creates cost, schedule or scope targets that are realistic.

64. Determining Impact
• Through qualitative and quantitative risk analysis, potential risks can be defined by
determining impacts to the following aspects of the project:
o Activity resource estimates
o Activity duration estimates
o Schedule
o Cost estimates
o Budget
o Quality
o Procurements

65. Tools and Techniques to Identify Risks
 Documentation reviews
o Involve reviewing project plans, assumptions, procurement documents and
historical information from previous projects
 Information Gathering
o Information gathering includes several techniques including Brainstorming, Delph
technique, Interviewing and root cause analysis.
• Brainstorming – Most often used technique to identify risk. It involves getting
the subject matter experts, team members, risk management team members
and anyone else that might benefit from the process.
Continue

66. • Delphi Technique – It is a technique like brainstorming, except the people
participating in the meeting don’t know each other. The email is used to
facilitate. Experts are assembled inside and outside company and provide
them with the questionnaire to identify the potential risks.
• Interviewing – Question and answer sessions held with others including other
project managers, subject matter expert, stakeholders, customers, the
management team, project team members and users.
• Root Cause Analysis – Investigating the cause of the risk that helps to
develop the risk response plan.

67. Developing Risk Response Plan
 Is a process deciding what actions to take to reduce threats and take advantage of
the opportunities discovered during the risk analysis process.
Strategies for Negative Risks and Threats
 Avoid – Eliminating the cause of the risk event or by changing the project
management plan to protect the project objectives from the risk event.
 Transfer – Transferring the risk and the consequences of that risk to third party.
As an example, car insurance. Purchasing car insurance so that if anything
happen on the road the cost to repair the damage of the car will be paid by the
insurance company.
 Mitigate – When mitigating the risks, the probability of the risk event occurring,
and the impacts are reduced.
 Accept – The acceptance strategy is used when aren’t able to eliminate the
threats on the project.

68. Strategies for Positive Risks or Opportunities
 Exploit – When exploit the risk event, you are looking for opportunities for positive
impacts. Example reducing the amount of time to complete the project by bringing
more qualified resources or by providing better quality.
 Share – Similar to transferring because the risk will be assigned to a third party
owner who is best able to bring the opportunity the risk event presents. Example
forming a joint venture with a marketing firm to capitalize on positive risk will make
the most of the opportunities.
 Enhance – Closely watches the probability or impact of the risk event to assure
that the organization realizes the benefits. This method is to increase the
probability and impact a positive risks.

69. Contingency response strategy
 Contingency planning involves planning alternatives to deal with certain risks
should they occur.
 This may include setting aside funding, resources, or adding contingency time to
the project schedule.
 Fallback plan is not contingency plan. It should be developed for risks with high
impact or for risks with identified strategies that might not be the most effective at
dealing with the risk.

70. Quiz 8
1. What is the benefit of Risk Analysis?

71. Topic 10:
Ensuring Customer Satisfaction

72. G E C O N S U L T A S I A S D N B H D © 2 0 0 3 - 2 0 2 0
Topic 10 : Ensuring customer satisfaction
• Customer Satisfaction measures how your service, product, or support meets,
exceeds or falls short of customer expectations
• In project management, customer satisfaction is part of project quality
management and ensures that policies, objectives and responsibilities of the
project satisfy all stakeholders involved.
• Project managers generate quality products and services that reflect into customer
satisfaction.
• Customer satisfaction is based on understanding, defining, assessing and
managing customer needs so that their expectations are met.

73. • Customer satisfaction leads to :-
o Most happy or satisfied customers chose to stay with their brands or service
providers.
o Brand’s reviews or recommendations from satisfied customers will make the
brand more trusted than others.
o Customer satisfaction means not only more revenue or customer retention,
but to make employees happy too

74. • Importance of customer measurement
o Understand whether customers’ expectations are being met.
o Identify customers loyalty and find ways to retain them.
o Recognize and reward employees and internal teams that contribute
significantly to customer satisfaction.
o Continuously track processes and strategies that help to satisfy and refine
customers.
o Understand the gap between the perception of quality given internally by the
organization and the customer’s perception of the quality received.
• 5 ways to measure customer satisfaction :
Customer satisfaction survey
•To motivate customers to carry out the survey in a truthful way
Monitoring of customer complaints through helpdesk
•A good helpdesk tool is essential to keep track of complaints over time.
Monitoring of recurring purchases through CRM
•Satisfied customers are those who are more likely to purchase again
Monitoring of social media engagement
•Influence of an organization or a specific product on social media gets measured and the amount
of involvement likes, retweets, shares
Online sentiment monitoring
•Negative sentiments in blogs and forums may be a sign of decreased satisfaction and loyalty.

75. Quiz 9
1. List the 5 ways to measure customer satisfaction ?

76. You have completed the
course. Congratulation!
Thank You