Pmp project management professional free sampleAnnsstand
This document provides an overview of project management concepts including the project life cycle, project integration management, scheduling techniques, and sample PMP exam questions. Specifically:
- It defines project management and describes the five project management processes: initiating, planning, executing, monitoring and controlling, and closing.
- It discusses the project life cycle and how projects are divided into phases with deliverables and phase exits. It also covers iterative life cycles.
- It introduces concepts like the work breakdown structure (WBS), critical path method, resource leveling, and schedule compression techniques.
- It includes examples of network diagrams, PERT calculations, and milestones charts to illustrate scheduling tools.
- Finally, it
The document defines terms related to project management processes and techniques from the PMBOK® Guide 2004. It provides definitions for over 50 terms, including processes, tools, techniques, and other concepts relevant to project management based on the PMBOK® Guide.
The document discusses key aspects of project definition including developing a statement of work (SOW), work breakdown structure (WBS), and organizational breakdown structure (OBS). It provides guidance on defining the project scope, establishing priorities, creating a WBS, integrating it with the OBS, and coding the WBS for information systems. The document emphasizes breaking down final deliverables, work, and responsibilities to effectively plan, monitor, and control a project.
The document provides an overview of the key concepts and topics covered in the IS5540 Project Management & Quality Assurance course, including definitions of projects and project management, the project management process groups and knowledge areas, tools and techniques for managing project scope, time, cost, quality, risk and resources, and factors for project success. It also reviews concepts like the project management plan, quality planning, communication planning, and performance reporting.
The document provides an overview of James Dimas' IT infrastructure approach and experience, including:
- Converged infrastructure and experience with companies focusing on shared IT resources and cloud strategies.
- Experience with Microsoft technologies like Axapta ERP and collaboration tools.
- Experience with virtualization technologies from Citrix and VMware.
- Networking exposure through Cisco and previous telecom experience.
- Storage experience including cloud solutions like Dropbox and Sharefile.
- Strong background in project management with a focus on PRINCE2 methodology and past experience managing an ERP implementation project using Agile/SCRUM practices.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
1. Project control through accurate progress reporting and monitoring is essential to identify issues early when corrective actions can be most effective. Overly optimistic reporting can mask delays until it is too late to remedy problems.
2. Data capture from project participants is key to monitoring progress. Structured reporting templates aligned with the project plan help ensure accurate and consistent information.
3. Effective project control involves setting performance targets with participants, documenting discussions, and using action lists to track and follow up on tasks. Regular communication and status updates are needed to keep the project on track.
Pmp project management professional free sampleAnnsstand
This document provides an overview of project management concepts including the project life cycle, project integration management, scheduling techniques, and sample PMP exam questions. Specifically:
- It defines project management and describes the five project management processes: initiating, planning, executing, monitoring and controlling, and closing.
- It discusses the project life cycle and how projects are divided into phases with deliverables and phase exits. It also covers iterative life cycles.
- It introduces concepts like the work breakdown structure (WBS), critical path method, resource leveling, and schedule compression techniques.
- It includes examples of network diagrams, PERT calculations, and milestones charts to illustrate scheduling tools.
- Finally, it
The document defines terms related to project management processes and techniques from the PMBOK® Guide 2004. It provides definitions for over 50 terms, including processes, tools, techniques, and other concepts relevant to project management based on the PMBOK® Guide.
The document discusses key aspects of project definition including developing a statement of work (SOW), work breakdown structure (WBS), and organizational breakdown structure (OBS). It provides guidance on defining the project scope, establishing priorities, creating a WBS, integrating it with the OBS, and coding the WBS for information systems. The document emphasizes breaking down final deliverables, work, and responsibilities to effectively plan, monitor, and control a project.
The document provides an overview of the key concepts and topics covered in the IS5540 Project Management & Quality Assurance course, including definitions of projects and project management, the project management process groups and knowledge areas, tools and techniques for managing project scope, time, cost, quality, risk and resources, and factors for project success. It also reviews concepts like the project management plan, quality planning, communication planning, and performance reporting.
The document provides an overview of James Dimas' IT infrastructure approach and experience, including:
- Converged infrastructure and experience with companies focusing on shared IT resources and cloud strategies.
- Experience with Microsoft technologies like Axapta ERP and collaboration tools.
- Experience with virtualization technologies from Citrix and VMware.
- Networking exposure through Cisco and previous telecom experience.
- Storage experience including cloud solutions like Dropbox and Sharefile.
- Strong background in project management with a focus on PRINCE2 methodology and past experience managing an ERP implementation project using Agile/SCRUM practices.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
1. Project control through accurate progress reporting and monitoring is essential to identify issues early when corrective actions can be most effective. Overly optimistic reporting can mask delays until it is too late to remedy problems.
2. Data capture from project participants is key to monitoring progress. Structured reporting templates aligned with the project plan help ensure accurate and consistent information.
3. Effective project control involves setting performance targets with participants, documenting discussions, and using action lists to track and follow up on tasks. Regular communication and status updates are needed to keep the project on track.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
Conveyor Belt Project Report using MS PROJECT by creating work package,deliverable, sub-deliverables and allocating resources to them. Analysis was done and suggestion was made for the overall imporvement
Corporate Governance to Project GovernanceRichard_01
The document summarizes key points from a guide on attaining coherence between corporate governance and project management processes. It discusses 11 principles for governance of project management based on governance requirements and project management discipline. An organization that has achieved PRINCE2 Maturity Model level 3 and P3M3 level 3 will meet several of the principles but still have room for improvement in others. The document also notes additional considerations for organizations in developing an effective governance framework.
The document discusses project cost management. It covers the importance of cost management for IT projects, which often experience large cost overruns. It then defines project costs and describes the key processes of cost estimating, cost budgeting, and cost control. Cost estimating involves developing cost estimates for project activities. Cost budgeting aggregates these estimates to establish a total cost baseline. Cost control monitors actual costs against the baseline and manages changes to keep the project within budget. The document provides details on the inputs, tools, techniques and outputs for each cost management process.
This document discusses various aspects of project scheduling and risk management for software projects. It covers topics such as defining tasks, critical path analysis, earned value analysis, identifying risks, estimating risk probability and impact, and mitigating risks. The key aspects are determining the schedule using techniques like CPM, tracking progress through earned value analysis, and taking a proactive approach to risk management by identifying, analyzing, and developing plans to address potential risks.
The document discusses the project management process and inspection process. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring, communication facilitation, and postmortem analysis. It also outlines the steps for risk management, including identification, analysis, planning, and review. Finally, it describes the inspection process for reviewing work products, including planning, individual review, group review meetings, rework, and roles like moderator and scribe.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
This document discusses how principles of the Capability Maturity Model Integration (CMMI) can be joined with practices of Agile software development to create an integrated software development system. It provides learning outcomes which are to understand how Agile and CMMI can be joined in a single approach, how connections between Agile disciplines and CMMI process areas will be shown, and how this can be demonstrated through an example project. The document then maps specific Agile practices, such as those from Scrum, to CMMI process areas at maturity level 2, such as project planning and project monitoring and control.
Project Management Class ( based on PMBOK) - Day 5Highmark Health
Day 5 - Learn the basics of project management in this 6 day course taught by Joe DiFalco, PMP, PMI-ACP, CSPO, Systems Engineer. This course covers the 5 process groups and the 47 project management processes grouped into 10 knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resources Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
The document outlines the 10 step process for project planning according to PRINCE2 methodology. The 10 steps include: 1) selecting the project, 2) identifying objectives and scope, 3) establishing infrastructure, 4) analyzing characteristics, 5) identifying products and activities, 6) estimating effort for each activity, 7) identifying risks, 8) allocating resources, 9) reviewing and publicizing the plan, and 10) executing the plan through lower level planning as the project progresses. Each step provides detailed guidance on tasks to complete the planning for a project according to PRINCE2 standards.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
The document discusses key aspects of cost management for software projects including cost estimation, budgeting, control, and performance measurement. It describes estimating costs for schedule activities, establishing a cost baseline, monitoring performance indicators like cost and schedule variance, and using forecasting techniques to predict future costs and schedule. Cost management aims to detect and address variances from the baseline budget to prevent unexpected overruns.
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.
This chapter discusses project scope management, including defining the scope, creating a work breakdown structure (WBS), and processes for scope planning, definition, verification, and control. Key elements include developing a scope management plan and project scope statement, using various approaches to create the WBS, and the importance of user involvement, realistic scope, and change management to avoid scope creep and related problems.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Presentation how a traditional project manager transforms to scrum - finalSadaf Saad
This document provides a mapping between traditional project management practices from PMBOK and agile/Scrum practices. It summarizes the key aspects of traditional project management and PMBOK, and then shows how each of the PMBOK knowledge areas (integration management, scope management, time management, etc.) align with similar processes in Scrum. The mapping demonstrates that while the approaches are different, the essential functions of project management can still be fulfilled within an agile framework like Scrum.
The BYOD project closure report summarizes the successful completion of the project to upgrade Warbird Consulting Partners' legacy system and network. Key highlights included implementing the HP BYOD management software and wireless network infrastructure. While a coding error caused a month delay, the project was completed under budget. The report recommends ongoing training and executive support to ensure project benefits are sustained. It was approved by the executive sponsor and committee, officially closing the project.
IJIS Institute_Use Cases in Public Safety CAD-to-CAD (Nov 2015)Becky Ward
This document discusses use cases for public safety CAD-to-CAD data sharing. It provides examples of how data sharing improves situational awareness for law enforcement and fire/rescue agencies and enables more automated incident handling. Daily benefits include faster response times, better coordination of resources, and enhanced assistance to callers. Data sharing is particularly important during large-scale emergencies to allow immediate, informed response. The document outlines several agency examples and discusses benefits like reduced response times, prevented crimes, and improved outcomes with better information.
This document is a presentation for an English lesson for 3rd grade students about favorite seasons and months. It includes objectives to review what was taught about seasons and introduce new vocabulary about months. The presentation covers the topics of seasons, phonetic exercises with sounds, numbers, identifying seasons in pictures, months for each season, and ordering a dialogue about favorite seasons. It concludes with assigning homework from the workbook.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
Conveyor Belt Project Report using MS PROJECT by creating work package,deliverable, sub-deliverables and allocating resources to them. Analysis was done and suggestion was made for the overall imporvement
Corporate Governance to Project GovernanceRichard_01
The document summarizes key points from a guide on attaining coherence between corporate governance and project management processes. It discusses 11 principles for governance of project management based on governance requirements and project management discipline. An organization that has achieved PRINCE2 Maturity Model level 3 and P3M3 level 3 will meet several of the principles but still have room for improvement in others. The document also notes additional considerations for organizations in developing an effective governance framework.
The document discusses project cost management. It covers the importance of cost management for IT projects, which often experience large cost overruns. It then defines project costs and describes the key processes of cost estimating, cost budgeting, and cost control. Cost estimating involves developing cost estimates for project activities. Cost budgeting aggregates these estimates to establish a total cost baseline. Cost control monitors actual costs against the baseline and manages changes to keep the project within budget. The document provides details on the inputs, tools, techniques and outputs for each cost management process.
This document discusses various aspects of project scheduling and risk management for software projects. It covers topics such as defining tasks, critical path analysis, earned value analysis, identifying risks, estimating risk probability and impact, and mitigating risks. The key aspects are determining the schedule using techniques like CPM, tracking progress through earned value analysis, and taking a proactive approach to risk management by identifying, analyzing, and developing plans to address potential risks.
The document discusses the project management process and inspection process. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring, communication facilitation, and postmortem analysis. It also outlines the steps for risk management, including identification, analysis, planning, and review. Finally, it describes the inspection process for reviewing work products, including planning, individual review, group review meetings, rework, and roles like moderator and scribe.
13 project control & closing managementDhamo daran
This document discusses project control and closing processes. It describes monitoring project work, which involves tracking performance against the project plan and identifying variances. It also discusses administering procurements, including monitoring vendor work and conducting procurement reviews. The document outlines reporting project performance through tools like variance analysis and communication methods. Finally, it describes closing the project through activities like getting customer acceptance, releasing resources, and creating a final report with an executive summary and lessons learned.
This document discusses how principles of the Capability Maturity Model Integration (CMMI) can be joined with practices of Agile software development to create an integrated software development system. It provides learning outcomes which are to understand how Agile and CMMI can be joined in a single approach, how connections between Agile disciplines and CMMI process areas will be shown, and how this can be demonstrated through an example project. The document then maps specific Agile practices, such as those from Scrum, to CMMI process areas at maturity level 2, such as project planning and project monitoring and control.
Project Management Class ( based on PMBOK) - Day 5Highmark Health
Day 5 - Learn the basics of project management in this 6 day course taught by Joe DiFalco, PMP, PMI-ACP, CSPO, Systems Engineer. This course covers the 5 process groups and the 47 project management processes grouped into 10 knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resources Management, Project Communications Management, Project Risk Management, Project Procurement Management and Project Stakeholder Management.
The document outlines the 10 step process for project planning according to PRINCE2 methodology. The 10 steps include: 1) selecting the project, 2) identifying objectives and scope, 3) establishing infrastructure, 4) analyzing characteristics, 5) identifying products and activities, 6) estimating effort for each activity, 7) identifying risks, 8) allocating resources, 9) reviewing and publicizing the plan, and 10) executing the plan through lower level planning as the project progresses. Each step provides detailed guidance on tasks to complete the planning for a project according to PRINCE2 standards.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
The document discusses key aspects of cost management for software projects including cost estimation, budgeting, control, and performance measurement. It describes estimating costs for schedule activities, establishing a cost baseline, monitoring performance indicators like cost and schedule variance, and using forecasting techniques to predict future costs and schedule. Cost management aims to detect and address variances from the baseline budget to prevent unexpected overruns.
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.
This chapter discusses project scope management, including defining the scope, creating a work breakdown structure (WBS), and processes for scope planning, definition, verification, and control. Key elements include developing a scope management plan and project scope statement, using various approaches to create the WBS, and the importance of user involvement, realistic scope, and change management to avoid scope creep and related problems.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Presentation how a traditional project manager transforms to scrum - finalSadaf Saad
This document provides a mapping between traditional project management practices from PMBOK and agile/Scrum practices. It summarizes the key aspects of traditional project management and PMBOK, and then shows how each of the PMBOK knowledge areas (integration management, scope management, time management, etc.) align with similar processes in Scrum. The mapping demonstrates that while the approaches are different, the essential functions of project management can still be fulfilled within an agile framework like Scrum.
The BYOD project closure report summarizes the successful completion of the project to upgrade Warbird Consulting Partners' legacy system and network. Key highlights included implementing the HP BYOD management software and wireless network infrastructure. While a coding error caused a month delay, the project was completed under budget. The report recommends ongoing training and executive support to ensure project benefits are sustained. It was approved by the executive sponsor and committee, officially closing the project.
IJIS Institute_Use Cases in Public Safety CAD-to-CAD (Nov 2015)Becky Ward
This document discusses use cases for public safety CAD-to-CAD data sharing. It provides examples of how data sharing improves situational awareness for law enforcement and fire/rescue agencies and enables more automated incident handling. Daily benefits include faster response times, better coordination of resources, and enhanced assistance to callers. Data sharing is particularly important during large-scale emergencies to allow immediate, informed response. The document outlines several agency examples and discusses benefits like reduced response times, prevented crimes, and improved outcomes with better information.
This document is a presentation for an English lesson for 3rd grade students about favorite seasons and months. It includes objectives to review what was taught about seasons and introduce new vocabulary about months. The presentation covers the topics of seasons, phonetic exercises with sounds, numbers, identifying seasons in pictures, months for each season, and ordering a dialogue about favorite seasons. It concludes with assigning homework from the workbook.
1. There are three main types of learning: classical conditioning, operant conditioning, and observational learning.
2. Classical conditioning involves forming an association between a neutral stimulus and an unconditioned stimulus to elicit a conditioned response, as discovered by Ivan Pavlov in his experiments with dogs.
3. Operant conditioning is a type of learning where behaviors are modified by reinforcement or punishment to increase or decrease the likelihood of those behaviors reoccurring, as proposed by B.F. Skinner.
1. O documento apresenta os processos e produtos relacionados ao gerenciamento de escopo, tempo e custos de projetos.
2. Inclui informações sobre planejamento, definição e controle de escopo, tempo e custos, além de descrever processos como coletar requisitos, desenvolver cronograma e estimar orçamentos.
3. Tem como objetivo fornecer orientações sobre como gerenciar esses aspectos cruciais de projetos ao longo de suas fases.
Spotlight written round -SPORT AND LITERATURE QUIZBPDC
This document contains 15 multiple choice questions about sports and literature. Some of the questions ask to identify famous writers like Shakespeare or fictional characters like Sherlock Holmes. Other questions ask about sports personalities and achievements or events in sports history. The document covers a wide range of topics at the intersection of sports and literature.
Is energy storage the magic bullet for renewables?Entelligent
Renewable energy is a serious rival to fossil fuels —but only when the sun shines and the wind blows. To take the industry to the next level, companies are now investing heavily in storage technologies, from huge battery arrays to high-tech flywheels, that allow them to literally save surplus energy for a rainy day.
El documento resume la historia de las generaciones de computadoras desde su invención en 1642 hasta la actualidad. Comienza describiendo los primeros dispositivos mecánicos para realizar cálculos y cómo evolucionaron hacia las tarjetas perforadas. Luego detalla las 6 generaciones de computadoras, desde las basadas en válvulas de vacío hasta las actuales que usan microprocesadores.
Pretzelmaker Franchise Opportunity Available in Columbia, South Carolina!Pretzelmaker
Founded in 1991, Pretzelmaker has been offering a variety of pretzel products baked fresh, twisted and baked in our stores right in front of the customer's eyes. Our pretzel products offer a great-tasting, low calorie, portable and convenient snack. As the second largest soft pretzel concept in the United States, we have over 330 stores located in 33 states domestically as well as over 50 international stores in Canada and Guam.
Pretzelmaker's commitment to fresh quality products and innovative new menu items, make it a leader in the soft pretzel category. We were the first to introduce Pretzel Bites, pretzels in a new smaller, bite-sized and even more portable form and later the Pretzel Dog and Mini Pretzel Dogs. We also offer refreshing lemonade in a variety of flavors and a delicious line of blended drinks.
The soft pretzel industry is growing quickly as customers realize what convenient and low-calorie snacks pretzels are. The pretzel industry naturally capitalizes on the trend sweeping the nation for increased focus on fresh preparation and healthier alternatives. However, it is crucial that pretzel franchises stay hip to certain trends in order to stay relevant in this highly competitive market.
There is nothing quite like a hot freshly-made pretzel with salt. Customers can only eat so many pretzels per day or week, however, so it is important to offer some variety in order to keep customers coming back day after day. Pretzelmaker offers a small but encompassing menu that is sure to delight guests while maintaining the core concepts of convenience and freshness.
Pretzelmaker has built the pretzel business beyond "just the pretzel concept in the mall," into a brand with strong positioning, a product innovation focus and a compelling look and feel.
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.
Pmp project management professional free sampleNada Sallam
This document provides an overview of project management concepts and techniques. It defines project management, discusses the triple constraint of scope, time and cost, and introduces project life cycles and organizational structures. Methods for estimating activity durations like three point estimates and PERT calculations are presented. The document also covers topics like developing the work breakdown structure, validating scope, and developing the project schedule using tools like critical path method.
Pmp project management professional free sampleNada Sallam
This document provides an overview of project management concepts and techniques for preparing for the Project Management Professional (PMP) exam. It defines project management, discusses the triple constraint of scope, time and cost, and introduces the project life cycle and organizational structures. Methods for estimating activity durations like three point estimates and reserve analysis are also summarized.
The document discusses project scope management. It defines scope management as defining and managing what is included and excluded from a project. Scope management involves planning, controlling, and closing processes. Planning involves determining project goals, tasks, deadlines and budgets. Controlling involves documenting and approving/disapproving changes. Closing examines completed deliverables against the original plan. Effective scope management provides clarity on project requirements, tasks, timelines and costs.
03 project management processes for a projectAla Ibrahim
Project management involves applying processes, knowledge, skills, and tools to meet project requirements. There are five key project management process groups: initiating, planning, executing, monitoring and controlling, and closing. The initiating process group recognizes and starts a new project. The planning process group develops plans for executing the project. The executing process group produces the project deliverables. The monitoring and controlling process group measures progress and ensures the project stays on track. The closing process group ends the project and assesses lessons learned. Project processes fall into these groups to effectively coordinate project activities from start to finish.
Microsoft Dynamics AX Implementation Stabilization Case Studiesmeritweb
Learn about the risks, challenges, and best practices for implementing Microsoft Dynamics AX in enterprise manufacturing and supply chain environments. Hear about a couple of our Microsoft Dynamics AX implementation stabilization case studies.
2 Project Management Life CycleKemaltaneriStockThinkstoc.docxeugeniadean34240
The document discusses the project management life cycle which consists of 5 phases: initiation, planning, execution, monitoring, and closeout. Each phase has a key purpose and involves specific activities to move the project forward. Project governance oversees the entire process and ensures projects are properly structured and supported. Governance includes establishing standards, procedures, and a project management office for guidance and support. Following a structured life cycle helps ensure projects progress in a coordinated manner from start to finish.
The document discusses key aspects of software project planning including process planning, effort estimation, schedule and resource estimation, and quality planning. It emphasizes that effective project management is important for project success. Project planning aims to create a plan to meet commitments by defining processes, estimating effort, creating a schedule and milestones, and defining quality objectives and risk plans. Estimation models like COCOMO are discussed for estimating effort based on project size and characteristics.
The document discusses the project life cycle and its various phases. It begins with an introduction to project management and the importance of understanding the project life cycle. It then describes the five main phases of a typical project life cycle: initiation, planning, execution, monitoring and control, and closure. For each phase, it provides an overview of the key steps and deliverables. It also discusses other important aspects that influence the project life cycle such as cost and staffing levels over time, risks, organizational structures, and interactions between project management processes.
The document provides an overview of project planning and earned value management for a T24 project. It discusses defining deliverables, creating a work breakdown structure and project plan in Microsoft Project, tracking progress to calculate earned value, and using earned value trends and reports for project control. Graphics from Microsoft SharePoint and Project are shown as examples of how lower deliverables, the project schedule, and earned value metrics were managed for the T24 project.
Project Scope Management in IT Project and Software ProjectHengSovannarith
This document discusses project scope management. It defines scope, deliverables, and the importance of stakeholders having a shared understanding of project scope. The key processes of project scope management are initiation, scope planning, scope definition, scope verification, and scope change control. Methods for selecting projects include financial analyses like net present value, return on investment, and payback period analyses. Developing the project charter and scope statement are important parts of scope planning. The work breakdown structure is used to further define project work and is a foundation for project planning and control. Approaches to developing the WBS and principles for creating effective WBSs are also covered.
This document discusses planning processes for iterative software projects. It covers work breakdown structures, planning guidelines, cost and schedule estimating, and the iteration planning process. Some key points:
- Work breakdown structures (WBS) should be organized around workflows and evolve over the project life cycle to accommodate changes.
- Planning guidelines provide default budgets for first-level WBS elements and distributions of effort and schedule across project phases.
- Cost and schedule estimates should use both top-down macro analysis and bottom-up micro analysis to converge on accurate plans.
- Most projects will have between 4-9 iterations, typically with 1 inception, 2 elaboration, 2 construction, and 1 transition iteration.
- Effective
Project Plan For A Project Management ProjectMary Stevenson
Here are the key steps for the induction program project plan:
1. Define project objectives - Clearly state what the project aims to achieve.
2. Develop project schedule - Create a timeline that outlines all tasks and their deadlines.
3. Assign roles and responsibilities - Designate project manager and team member roles.
4. Create communication plan - Determine how the team will communicate status and issues.
5. Develop budget - Estimate costs for all project activities and materials.
6. Identify risks - Anticipate potential challenges and have contingency plans.
7. Plan evaluations - Determine how the project and team performance will be assessed.
8. Get sign-off - Obtain final approval
The document contains questions and answers related to project management concepts and processes. It provides explanations for various terms, roles, and activities involved in project management based on the PMBOK Guide.
Project management is the process of leading a team to achieve goals and meet success criteria within constraints like schedule and budget. It involves 5 phases: initiation, planning, execution, monitoring, and closure. Project management allows organizations to focus on important work and avoid distractions that could cause tasks to go off track or budgets to spiral out of control. While it has advantages like being cost effective and allowing optimization, it also has disadvantages such as being slow and lacking intuitiveness.
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
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4. What is Project Management?
• The application of knowledge, skills, tools and technique toThe application of knowledge, skills, tools and technique to
project activities to meet project requirementsproject activities to meet project requirements
• Project Management is accomplished through the application and
integration of the processes such as
– InitiatingInitiating
– PlanningPlanning
– ExecutingExecuting
– Monitoring and ControllingMonitoring and Controlling
– ClosingClosing
02/01/16 20:35 4
5. The Triple Constraint of Project Management
Cost
ScopeTime
02/01/16 20:35 5
It is the project manager’s duty to balance and achieveIt is the project manager’s duty to balance and achieve
these three often-competing goals.these three often-competing goals.
6. Constraint of Project Management
Scope
Scope
Time
Time
CostCost
CustomerCustomer
SatisfactionSatisfaction
Risk
Risk
ProjectProject
Quality
Quality
02/01/16 20:35 6
9. Project-Based Organizations
Project-based organizations (PBOs) refer to various
organizational forms that create temporary systems for
carrying out their work. (as in telecommunications, oil and
gas, construction, consultancy, and professional Services)
02/01/16 20:35 9
12. Project Life Cycle (Technical Work)
• Project Life Cycle is a collection of generally sequential and
sometimes overlapping project phases.(not black box).(not black box)
• Project Phases are marked by the completion of a deliverabledeliverable
(Tangible, verifiable work product).
– Review of deliverables and approval/denial-phase end
review- are “phase exits, stage gates, or kill points???”
• All projects are divided into phases, and all projects, large
or small, have a similar life cycle structure.
02/01/16 20:35 12
13. Initiation Conclusion
Handoff Handoff Handoff
GatesGatesGates
Deliverables Deliverables Deliverables
02/01/16 20:35 13
Project Life Cycle
Project phases differ from project to another
Construction: Feasibility-> Planning -> Design -> Production -> Turnover -> Startup
IT Project: Requirement -> Design -> Program -> Test -> Implement
15. Fast Tracking
• There are times when phases are overlapped
to shorten or compress the project schedule.
This is called Fast Tracking.
• Fast tracking means that a later phase is
started prior to completing and approving the
phase, or phases, that come before it.
• This technique is used to shorten the overall
duration of the project.
02/01/16 20:35 15
16. Project Stakeholders
02/01/16 20:35 16
• An important part of a project manager’s responsibility is to manage
stakeholder expectations, which can be difficult because
stakeholders often have very different or conflicting objectives.
• Part of the project manager’s responsibility is to balance these
interests and ensure that the project team interacts with
stakeholders in a professional and cooperative manner.
18. Project Success
The success of the project should be measured in terms of
completing the project within the constraints of scope, time,
cost, quality, resources, and risk as approved between the
project managers and senior management.
02/01/16 20:35 18
19. Organizational Structure- Functional Organization
• The organization is grouped by areas of specialization within different
functional areas.
• Projects generally occur within a single department.
• Information required from other department will be routed through
departmental heads.
• Team members complete project work in addition to normal department
work.02/01/16 20:35 19
20. Organizational Structure- Balanced
Matrix Organization
• Two Bosses
• Team members reports to
Project Manager and Functional
Manager
• Team members do project work
in addition to normal
departmental work
• Power is shared between the
functional and project manager
02/01/16 20:35 20
21. Iterative and Incremental Life Cycles
Ones in which project phases (also called iterations)
intentionally repeat one or more project activities as the
project team’s understanding of the product increases,
while increments successively add to the functionality of
the product.
02/01/16 20:35 21
23. Project Integration Management
Project Integration Management includes the processes
and activities to identify, define, combine, unify, and
coordinate the various processes and project management
activities within the Project Management Process Groups.
02/01/16 20:35 23
24. Develop Project Charter
• Project CharterProject 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.
• The Project ManagerThe Project Manager should always be assigned prior
to the start of planning, and preferably while the project
charter is being developed.
• The Project Charter is Issued by a sponsor, not the
project manager, but preferred to be participated in
developing it.
02/01/16 20:35 24
25. Project Selection Methods
Project selectionProject selection is generally the responsibility of Portfolio Managers,
Steering Committees. In smaller companies, Presidents and Vice- Presidents.
These methods generally fall into one of two broad categories:
•Benefit measurement methods (comparative approach) that are comparative
approaches:murder board, peer review, scoring models, benefit contribution,
or Economic models.
•Constrained optimization methods (Mathematical approach) that use
programs; linear, nonlinear, dynamic, integer, or multi-objective programming
algorithms
02/01/16 20:35 25
26. 1.1. Present valuePresent value
Present value :PV = FV/(1 + r)n
•FV = amount of money t years from now
•r = interest rate (also called “discount rate”)
•n = time period
Assume a 10% interest (or discount) rate
PV (Year 1) = FV / (1 + r)t =$35,000/(1 + 0.1)1= $31,819
Economic Model
Year FV PV
0 $50,000 $50,000
1 $35,000 $31,819
2 $15,000 $12,397
02/01/16 20:35 26
27. 2. Net present value:2. Net present value: This Means the total benefits (income or revenue) less
the cost. To calculate NPV you need to calculate the present value of each
of the income and revenue figures then add up the present values.
Time
Period
Income or
revenue
Present Value
at 10% interest
rate
Costs Present Value
at Costs 10%
interest rate
0 0 0 200 200
1 50 45 100 91
2 100 83 0 0
3 300 225 0 0
Total 353 291
NPV=353-291=6202/01/16 20:35 27
Economic Model
28. Requirements Traceability Matrix
• A grid that links product requirements from their origin to the deliverables that satisfy
them.It provides a mean to track requirements throughout the project life cycle.
• Matrix helps to ensure that requirements approved in requirements documentation
are delivered at the end of the project.
• Attributes associated with each requirement can be recorded in the requirements
traceability matrix.
Collect Requirements – Outputs
02/01/16 20:35 28
29. Create WBS
• The WBS is a deliverables-orientated
decomposition of the work to be executed by
project team to accomplish the project
objectives and create the required
deliverables.
• The planned work is contained within the
lowest level WBS components (work
packages) which can be scheduled, cost
estimated, monitored and controlled.
• The top most level of each WBS is the total
project itself
02/01/16 20:35 29
30. Question
You're the project manager for an advertising campaign. The stakeholders,
including the client, approved your completed WBS. Later, after some of the
artwork has been printed, the client wants to add a registered trademark
symbol, which will cost a considerable amount of money. The client says that
your company's salesperson, prior to signoff on the WBS, promised this
feature would be included. Who should pay for the change?
A. Your company managing the project
B. Both the client and your company should pay part of the cost
C. The change should not be implemented
D. The client
02/01/16 20:35 30
31. Create WBS – Outputs
• A WBS structure may be created through various approaches. Some of the
popular methods include the top down approach, the use of organization-
specific guidelines, and the use of WBS templates. A bottom-up approach
can be used during the integration of subcomponents
• The WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and
create the required deliverables.
02/01/16 20:35 31
32. Validate Scope
Validate Scope is the process of formalizing acceptance of the completed
project.
•The Validate Scope process differs from the Control Quality process in that
the former is primarily concerned with acceptance of the deliverables, while
quality control is primarily concerned with correctness of the deliverables
and meeting the quality requirements specified for the deliverables.
•Control Quality is generally performed before Validate Scope, although the
two processes may be performed in parallel.
02/01/16 20:35 32
34. PERT Calculations
• If all activities are on critical, then total estimated project duration = sum of
PERT values for each activities.
• Standard Deviation shall not be added. Add variance of each activities and
take square root of sum to get standard deviation for total project.
• In the example above, range will be 170.167 +/-10.060
Estimate Activity Durations : Tools &
Techniques
Activity O M P PERT SD Variance Range
A 14 27 47
B 41 60 89
C 39 44 48
D 29 37 42
02/01/16 20:35 34
35. PERT Calculations
• If all activities are on critical, then total estimated project duration = sum of
PERT values for each activities.
• Standard Deviation shall not be added. Add variance of each activities and
take square root of sum to get standard deviation for total project.
• In the example above, range will be 170.167 +/-10.060
Estimate Activity Durations : Tools &
Techniques
Activity O M P PERT SD Variance Range
A 14 27 47 28,167 5.5 30,25 28.167+/-5.5
B 41 60 89 61,667 8 64 61.667+/-8
C 39 44 48 43,833 1.5 2.25 43.833+/-1.5
D 29 37 42 36,500 2.167 4.694 336,5+/-2.167
02/01/16 20:35 35
36. Group Decision-Making Techniques
• Team-based approaches, such as brainstorming, the Delphi or nominal
group techniques, are useful for engaging team members to improve
estimate accuracy and commitment to the emerging estimates. By involving
a structured group of people who are close to the technical execution of
work in the estimation process, additional information is gained and more
accurate estimates obtained.
Estimate Activity Durations : Tools &
Techniques
02/01/16 20:35 36
37. Reserve Analysis
• Contingency Reserve time —also called buffer or time reserves
• Reserve is added to account for schedule risk.
• You might choose to add a percentage of time or a set number of work
periods to the activity or the overall schedule.
• If not done properly can lead to padding
• Contingency reserve shall be clearly identified and documented for future
analysis
Estimate Activity Durations : Tools &
Techniques
02/01/16 20:35 37
38. Develop Schedule-Tools & Techniques
Schedule Network Analysis
• Schedule network analysis is a technique that generates the project
schedule.
• It employs a schedule model and various analytical techniques, such as
critical path method, critical chain method, what-if analysis, and resource
levelling to calculate the early and late start and finish dates for the
uncompleted portions of project activities.
Critical Path Method
• A method used to estimate the minimum project duration and determine the
amount of scheduling flexibility on the logical network paths within the
schedule model
02/01/16 20:35 38
40. Network Diagram Nodes
• ES = Earliest date an activity can be started
• EF = Earliest date an activity can be completed
• LS = Latest date an activity can start
• LF = Latest date an activity can be completed
ES
LS LF
EF
Duration
Forward pass
Backward pass
02/01/16 20:35 40
41. Critical Chain Method
• Critical Chain is a schedule method that allows the project team to
place buffers on any project schedule path to account for limited
resources and project uncertainties.
• The resource-constrained critical path is known as the critical path.
02/01/16 20:35 41
42. Develop Schedule: Tools and Techniques
Resource Optimization Techniques
1. Resource
leveling. A
technique in which
start and finish
dates are adjusted
based on resource
constraints with the
goal of balancing
demand for
resources with the
available supply.
02/01/16 20:35 42
43. Develop Schedule: Tools and Techniques
Modeling Techniques
1. What-If Scenario Analysis. is the process of evaluating scenarios
in order to predict their effect, positively or negatively, on project
objectives.
2. Simulation. involves calculating multiple project durations with
different sets of activity assumptions, usually using probability
distributions constructed from the three-point estimates
02/01/16 20:35 43
44. Develop Schedule: Tools and Techniques
Schedule Compression
• Fast Tracking
Performing critical path tasks in parallel and
riskier than crashing
Eg,.Design is half finished and start coding
• Crashing
Analyze cost and schedule trade-offs
Determine most compression for least cost
Crash the tasks that cost the least first,
focusing on minimizing project cost
02/01/16 20:35 44
46. Project Calendars
• project calendar identifies working days and shifts that are available
for scheduled activities. It distinguishes time periods in days or parts
of days that are available to complete scheduled activities from time
periods that are not available. A schedule model may require more
than one project calendar to allow for different work periods for
some activities to calculate the project schedule. The project
calendars may be updated.
02/01/16 20:35 46
48. Exercise
Q1. The estimate for a task is O = 3 days, P = 7 days, M = 4 days. What is the standard
deviation of the task?
– A. 5/6 of a day -B. 2/3 of a day -C. 1 ½ days -D. 5 2/3 days
Solution: SD = (P-O)/6 = (7-3)/6 = 2/3
Q2. You are the project manager for a new project and have figured out the following
dependencies:
• Task 1 can start immediately and has an estimated duration of 3 weeks
• Task 2 can start after Task1 is completed and has an estimated duration of 3 weeks
• Task 3 can start after Task 1 is completed and has an estimated duration of 6 weeks
• Task 4 can start after Task 2 is completed and has an estimated duration of 8 weeks
• Task 5 can start after task 4 is completed and after Task 3 is completed . This task
takes 4 weeks.
• What is the duration of the critical path?
– A. 18.5 weeks -B. 19 weeks -C. 20 weeks -D. 18 weeks
02/01/16 20:35 48
49. • You are the project manager for
a project with the following
network diagram. Studying the
diagram, which path is the
critical path?
A. ABCD
B. EBCD
C. EFH
D. EGH
02/01/16 20:35 49
Exercise
52. Forecasting
• Using the earned value analysis, team can now forecast the project
performance.
• Estimate at completion (EAC) may differ from Budget at Completion (BAC)
• Estimate to complete (ETC) is the estimate of remaining work. Now
Estimate at completion = AC + ETC.
Control Costs- Tools and Techniques
02/01/16 20:35 52
53. Plan Human Resource Management:
Outputs
Human Resource Management Plan - which includes:
Roles and Responsibilities
• Role. The function assumed by or assigned to a person in the project.
• Authority. The right to apply project resources, make decisions, sign
approvals, accept deliverables, and influence others to carry out the work of
the project.
• Responsibility. The assigned duties and work that a project team member is
expected to perform in order to complete the project’s activities.
• Competency. The skill and capacity required to complete assigned activities
within the project constraints.
02/01/16 20:35 53
54. Acquire Project Team
The process of confirming human resource availability and obtaining the team
necessary to complete project activities.
02/01/16 20:35 54
55. • Multi-Criteria Decision AnalysisMulti-Criteria Decision Analysis
Knowledge. Consider if the team member has relevant knowledge of the customer,
similar implemented projects, and nuances of the project environment.
Skills. Determine whether the member has the relevant skills to use a project tool,
implementation, or training.
Attitude. Determine whether the member has the ability to work with others as a
cohesive team.
International factors. Consider team member location, time zone and
communication capabilities.
02/01/16 20:35 55
Acquire Project Team: Tools &
Techniques
56. Develop Project Team
• Develop Project Team is the process of improving competencies,
team member interaction, and overall team environment to enhance
project performance.
02/01/16 20:35 56
58. Motivation Theory: McGregor’s X & Y Theory
Theory XTheory X
• People tends to be negative, passive e.g. Avoid responsibility,People tends to be negative, passive e.g. Avoid responsibility,
need to be watchedneed to be watched
• Extrinsic MotivationExtrinsic Motivation
Theory YTheory Y
• People tends to be positive e.g. Want to achieve, willing toPeople tends to be positive e.g. Want to achieve, willing to
work without supervision, can direct their own effortwork without supervision, can direct their own effort
• Intrinsic MotivationIntrinsic Motivation
02/01/16 20:35 58
59. Herzberg’s Theory
• Job Satisfaction due to lack of hygiene factors
• Job satisfaction due to motivation factors
Hygiene Factors
Working condition
Salary
Personal life
Relationship at work
Security
status
Motivations Factors
Responsibility
Self actualization
Professional growth
recognition
Personal life
Relationship at work
Security
status
02/01/16 20:35 59
61. Develop Project Team: Tools and
Techniques
Team Building Activities
One theory states that there are 5 stages of development that the teams may
go through. Usually these stages occur in an order .
1. Forming : this phase is where the team meets and learns about the project
and what their formal roles and responsibilities are . Team members tend to
be independent and not as open in this phase
2. Storming : During this phase , the team begins to address the project work,
technical decisions , and the project management approach . If team
members are not collaborative and open to differing ideas and perspectives
the environment can become destructive.
.
02/01/16 20:35 61
62. Plan Communications Management: Tools and
Techniques
• Communication Requirements Analysis
The total number of potential
communication channels is n(n – 1)/2,
where n represents the number of
stakeholders
02/01/16 20:35 62
2
)1( −NN
63. Communication Methods:Communication Methods:
• Interactive communication - Between two or more parties in
multidirectional (Phone calls, meetings, interviews).(Phone calls, meetings, interviews). Most effective way.
• Push communication - Sent a specific information to specific recipients.
Examples are letters, memos, e-mails, faxes etc.Examples are letters, memos, e-mails, faxes etc. This ensures that
message is sent but will but will not certify that it is actually received or
understood. (Push the message to recipient)
• Pull communication – Used for large volume of information and large
audiences. Examples are internet sites, company data bases, e-learningExamples are internet sites, company data bases, e-learning
etc.etc. Recipients has to access the communication content (Pull out
information) at their own discretion.
Plan Communication : Tools & Techniques
02/01/16 20:35 63
65. • Modelling and Simulation: Project simulations allow the project team to
play “what-if” games without affecting any areas of production. The Monte
Carlo technique is the most common simulation.
• Monte Carlo, typically completed through a computer software program,
completely simulates a project with values for all possible variables to
predict the most likely model.
Perform Quantitative Risk Analysis – Tools &
Techniques
02/01/16 20:35 65
66. Control Risks
Control Risks is the process of implementing risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks, and evaluating
risk process effectiveness throughout the project.
Control Risks – Tools & Techniques
Reserve Analysis: it compared the amount of the contingency reserves
remaining to the amount of risk remaining at any time in the project
02/01/16 20:35 66
69. Project Procurement Management
• Plan Procurement Management is the process of documenting project
procurement decisions, specifying the approach, and identifying potential
sellers.
• PM must be involved in the creation of the contracts
02/01/16 20:35 69
70. Project Procurement Management– Tools &
Techniques
Make-or-Buy Analysis
It is a general management technique used to determine whether particular
work can best be accomplished by the project team or must be purchased
from outside sources.
•You are trying to decide whether to lease or buy an item for your project. The
daily lease cost is Dhs. 120. To purchase the item investment cost is Dhs.
1000 and the daily cost is Dhs. 20. How long will it take for the lease cost to be
the same as the purchase cost?
•Let D equal the number of days when the purchase and lease costs are
equal.
•QR 120 D = QR 1000 + QR 20 DQR 120 D = QR 1000 + QR 20 D
•QR 120 D - QR 20 D = QR 1000QR 120 D - QR 20 D = QR 1000
•QR 100 D = QR 1000QR 100 D = QR 1000
•D = QR 1000 / QR 100D = QR 1000 / QR 100
•D = 10D = 10
The least cost will be the same as the purchase cost after ten days.
02/01/16 20:35 70
71. Contract Types:
Contract is a mutually binding legal agreement that
obligates the seller to provide the specified products,
services or results, and obligates the buyer to
compensate the seller.
• The contract may includes the following: An offer,
Acceptance, Pricing, roles and responsibilities,
penalties, warranty,
1. Purchase Order: Contract to purchase 30 linear
meters of wood at Dhs. 40 per meter
Legal Contractual Relationships
02/01/16 20:35 71
74. Identify Stakeholders
• Identify Stakeholders is the process of identifying the people,
groups, or organizations that could impact or be impacted by a
decision, activity, or outcome of the project, analyzing and
documenting relevant information regarding their interests,
involvement, interdependencies, influence, and potential impact on
project success.
• It is critical for project success to identify the stakeholders early in
the project or phase and to analyze their levels of interest, their
individual expectations, as well as their importance and influence.
02/01/16 20:35 74
75. Identify Stakeholders: Tools and Techniques
• Stakeholder Analysis: is a technique of systematically
gathering and analyzing quantitative and qualitative
information to determine whose interests should be
taken into account throughout the project.
02/01/16 20:35 75
76. Identify Stakeholders : Tools &
Techniques
• Step 1:Identify all potential project stakeholders and
relevant information such as their roles, departments,
interest, knowledge levels, expectations and influence
levels .
• Step 2 :Identify the potential impact or support each
stakeholder could generate and classify them so as to
define an approach strategy.
• Step 3 : Access how key stakeholders are likely to react
in various situations and plan how to influence them for
their support and mitigate potential negative impact
02/01/16 20:35 76
77. Plan Stakeholder Management: Tools
and Techniques
• Analytical Techniques:
The engagement level of the stakeholders can be classified as follows:
Unaware. Unaware of project and potential impacts.
Resistant. Aware of project and potential impacts and resistant to
change.
Neutral. Aware of project yet neither supportive nor resistant.
Supportive. Aware of project and potential impacts and supportive
to change.
Leading. Aware of project and potential impacts and actively
engaged in ensuring the project is a success.
02/01/16 20:35 77
79. Professional Responsibility
• About 18 questions on the exam cover this part.
• The PMP must adhere to a high set of principles, rules, and policies.
• On the PMP exam, always choose the answer which best supports the PMP
profession and the higher set of principles the PMP is expected to adhere to.
• Did you realize that it is unethical to manage a project if you have not been
trained in project management? Did you know that it is unethical to provide a
project schedule that you do not believe to be accurate?
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80. Responsibility- ownership of decisions
and actions
• Make decisions based on the best interests of the company and the team,
as well as society, rather than your own interest.
• Inform the sponsor of your real qualifications if its not matching the project
before accepting the assignment
• Do what you say you will do
• Acknowledge your own errors
• Respect confidentiality requirements
• Uphold laws
• Report unethical behaviour to the management
• Report violations of PMI’s code of ethics and professional conduct
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81. Respect- the appropriate treatment of
people and resources
• Maintain an attitude of mutual cooperation
• Respect cultural differences
• Don't gossip or saying things that could damage another persons reputation
• Engage in good faith negotiations
• Respect others
• Be direct in dealing with conflict
• Do not use your power or position to influence others for your own [personal
benefit
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83. Q4
You are the project manager of the LKH Project. This project must be
completed within six months, but after two months the schedule has begun to
slip. As of now, the project is one week behind schedule. Based on your
findings, you believe you can make some corrective actions and recover the
lost time over the next month to get the project back on schedule for its
completion date. Management, however, requires weekly status reports on
cost and schedule. Which of the following should you do?
A. Report that the project is one week behind schedule, but will finish on
schedule based on cited corrective actions.
B. Report that the project is on schedule and will finish on schedule.
C. Report that the project is off schedule by a few days, but will finish on
schedule.
D. Report that the project is running late.
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84. Q5
You are a project manager within an organization that completes technical
projects for other entities. You have plans to leave your company within the
next month to launch your own consulting business—which will compete with
your current employer. Your company is currently working on a large proposal
for a government contract that your new company could also benefit from.
What should you do?
A. Resign from your current job and bid against your employer to get the
contract.
B. Decline to participate due to a conflict of interest.
C. Help your employer prepare the proposal.
D. Inform your employer that you will be leaving their company within a month
and it would be inappropriate for you to work on the current proposal.
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85. Q6
Your company does not allow project managers to accept gifts from vendors of
any kind. A friend that you have known for years now works for a vendor that
your company may be doing business with. Your friend from the vendor asks
you to lunch to discuss an upcoming project and you accept. When the check
arrives at the lunch table, your friend insists on paying. You should:
A. Allow the friend to buy because you’ve been friends for years.
B. Allow the friend to buy because lunch isn’t really a gift.
C. Don’t allow the friend to buy because your company does not allow any
gifts from vendors.
D. Insist that you purchase your friend’s lunch and your friend buys yours.
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87. Q7
You are the project manager of the AAA Project. Due to the nature of the
project, much of the work will require overtime between Christmas and New
Year’s Day. ManyDay. Many of the project team members, however, have requested
vacation during that week. What is the best way to continue?
A. Refuse all vacationRefuse all vacation requests and require all team members to work.
B. Only allow vacation requests for those team members who are not needed
during that week.
C. Divide tasks equally among the team members so each works the same
amount of time.
D. Allow team members to volunteer for the overtime work.
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88. Tricks for the PMP Exam
• Bring the authorization letter from PMI to the test siteBring the authorization letter from PMI to the test site
• Bring snacks, you can not eat in the test room, but you can out ofBring snacks, you can not eat in the test room, but you can out of
the room.the room.
• The exam will not be adapted according to you, 200 Q’s will beThe exam will not be adapted according to you, 200 Q’s will be
selected in the beginning and it will not be changedselected in the beginning and it will not be changed
• You can mark questions in order to return to it backYou can mark questions in order to return to it back
• Most of the questions are situationalMost of the questions are situational
• You can re-take the exam for 2 times only.You can re-take the exam for 2 times only.
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Project management is different from the management of routine, ongoing work initiatives. Projects generally involve temporary initiatives, unique circumstances, and crossfunctional teams. Projects may involve new or specially formed teams taking on new tasks and attempting unfamiliar skills, processes, or work efforts
Progressive Elaboration:
Progressive elaboration means developing in steps, and continuing by increment.
Kill point لانه عنده بنشوف هل نستمر بالمشروع او نوقف اي نقتله
هنا تبدأ المسؤوليه الافقيه للمشروع
These life cycles develop the product both iteratively and incrementally.
Iterative and incremental projects may proceed in phases, and the iterations themselves will be performed in a
sequential or overlapping fashion. During an iteration, activities from all Project Management Process Groups will
be performed. At the end of each iteration, a deliverable or set of deliverables will be completed. Future iterations
may enhance those deliverables or create new ones. Each iteration incrementally builds the deliverables until the
exit criteria for the phase are met, allowing the project team to incorporate feedback.
In most iterative life cycles, a high-level vision will be developed for the overall undertaking, but the detailed
scope is elaborated one iteration at a time. Often the planning for the next iteration is carried out as work progresses
on the current iteration’s scope and deliverables. The work required for a given set of deliverables may vary in
duration and effort, and the project team may change between or during iterations. Those deliverables that are not
addressed within the scope of the current iteration are typically scoped at a high level only and may be tentatively
assigned to a specific future iteration. Changes to the scope of an iteration are carefully managed once work begins.Iterative and incremental life cycles are generally preferred when an organization needs to manage changing
objectives and scope, to reduce the complexity of a project, or when the partial delivery of a product is beneficial
and provides value for one or more stakeholder groups without impact to the final deliverable or set of deliverables.
Large and complex projects are frequently executed in an iterative fashion to reduce risk by allowing the team to
incorporate feedback and lessons learned between iterations.
اساليب قياس المنفعه- او المقارنه
Murder board لوحة القتل حط مشاريع وقارنها ببعض واقتل المرفوض
Peer reviewمراجعه الاقران
مدراء اقران يراجعوا مشاريع
سكورنج: اعطي علامه كل مشروع حسب معايير معينه
بنفت كونتربيوشن قياس المنفعه من قبل المشروع
WBS ممكن تتقسم فييزز او ديليفرابلز
Answer ‐ D
Because signing of the WBS constitutes an agreement between
your company managing the project and the client, the client should
pay. Work that is not specified in the WBS is not part of the project
scope.
In reality, this is sometimes not the case. Companies will frequently
do work that is outside the project scope in order to ensure the
goodwill of the client.
Also note that if the WBS had been done with a milestone
deliverable for signing of the artwork before printing (scope
verification), this could have been avoided.
التأكد من موافقة نطاق العمل
✓ B is the critical path because EBCD is the longest path to completion at 18 days.®˚ A, C, and D are incorrect because these paths have float. For more information,
®✓ A. The project manager should report an honest assessment of the project with actions on how he plans to correct the problem.®˚ B is incorrect because it does not provide an honest answer to management. C is also incorrect because it does not provide an honest answer to management. D is incorrect because it does not provide a solution to the problem.
®✓ C is the best choice. You should not participate in the study group.®˚ A is incorrect as it clearly violates the PMP Code of Professional Conduct. B and D are not good choices because there isn’t any clear evidence that the questions, or claim, are genuine. The questions may have been purchased through a web site or other entity—not necessarily through a testing center.
✓ C is the best choice. Although you have been friends for years, the friend is now working with a vendor, and it would be inappropriate for the friend to purchase lunch. This would clearly be a violation of your company’s policies because you and your friend are discussing an upcoming project.®˚ A, B, and C are all incorrect because you would be allowing your friend to purchase your lunch and this is against company policies.
®✓ D is the best choice for this scenario because it allows the project team to be self-led and is sensitive to the needs of the project team.®˚ A, B, and C are all autocratic responses to the problem, and while the results may seem fair, D is the best choice.