Project Managment Framework

Building professionalism
in project management. TM

Prepared by: Syed Khurram Iqbal

A Framework for
Project Management

The Project Management
Institute
Education Department


A Framework for
Project Management Units
1. Introduction and Key Concepts6. Controlling Projects
2. Project Life Cycle Models 7. Closing Projects
3. Initiating Projects 8. Organizational Impacts
4. Planning Projects 9. Overview of Knowledge Areas
5. Executing Projects 10. Role of the Project Manager

Additional materials
A. Seminar Evaluation Forms
B. Exercises
C. Resources for Project Management Professional Candidates


UNIT 1:
INTRODUCTION
AND KEY
CONCEPTS


Unit 1: Introduction and Key
Concepts
Upon completion, you will be able to …
• Define key PM concepts
• List the reasons why PM is needed
• Explain the difference between projects and
operations
• Identify trends in the PM environment
• List project success and failure factors
• Identify potential benefits of PM

Key PM Concepts from the
PMBOK® Guide
The Project
Management
Body of Knowledge

Generally Accepted
Project Management
Knowledge and Practice

General
Management Application
Knowledge Area Knowledge
and Practice and Practice

This figure is a conceptual view of these
relationships. The overlaps shown are Iqbal
Prepared by: Syed Khurram not proportional.

Why Do We Need Project
Management?*

• Exponential expansion of human knowledge
• Global demand for goods and services
• Global competition
• Above requires the use of teams versus
individuals
* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.


Project and Statement of
Work (SOW)

• A project is ―a temporary endeavor
undertaken to create a unique product
or service.‖
• A SOW is a narrative description of
products or services to be supplied
under contract.


Project Management

―The application of knowledge, skills, tools
and techniques
to project activities in order to meet or
exceed stakeholder needs
and expectations from a project.‖


PM Environment
Discussion Question

• What are some trends that impact the
environment in which projects are
managed today?


Accelerating Trends

• Corporate globalization
• Massive mergers and reorganizations
• Flatter organizations
• Short-term results driven


Accelerating Trends
(continued)

• Team environment
• Contract PM and outsourcing
• Primacy of interpersonal skills
• Multinational projects
• Importance of cultural differences
• Dependence on technology

A Balancing Act
Schedule requirements cost
The
Project

Risk Risk

Customer Business
Expectation Objective

Source: William Gendron, presentation at 1998 PMI Global Forum


A Balanced Project

Time Cost

Scope

Quality


Expectation and Objective
Congruency
Client/Customer Expectations
Low High
Customer wants
more than the
Low OK
organization
intends to provide.
Business
Objectives
Business needs
High more from the project OK
than the customer.


Contrast Projects and
Operations
Discussion Question

• How are ―projects‖ different from
―operations‖?


Contrast Projects and
Operations
Projects Operations
• Create own charter, • Semi-permanent
organization, and goals charter,
• Catalyst for change organization, and
goals
• Unique product or
service • Maintains status quo
• Heterogeneous teams • Standard product or
service
• Start and end date
• Homogeneous teams
Prepared by: Syed • Ongoing
Khurram Iqbal

Exercise 1-1
PM Pitfalls and Pluses

• Looking back on projects with which you
were associated, what were the top
three factors that caused serious
problems?
• That created a perception of success?


Common Pitfalls
• Unclear objectives
• Lack of senior management support
• Lack of effective project integration
• Inadequate funding
• Change in business priorities
• Original assumptions invalid
• Ineffective team
• Lack of effective communication processes
• Other?

Factors Affecting Project
Success
• Coordination and relations
• Adequacy of structure and control
• Project uniqueness, importance, and public
exposure
• Success criteria salience and consensus
• Competitive and budgetary pressure
• Initial over-optimism, conceptual difficulty
• Internal capabilities buildup
Source: NASA study, ―Determination of Project Success,‖ 1974, by David C. Murphy,
Bruce N. Baker, and Dalmar Fisher


Potential Benefits of PM for
the Organization

• Improved control
• Improved project support opportunities
• Improved performance


Potential Benefits of PM for
You
• Recognition of PM as a profession
• Future source of company leaders
• High visibility of project results
• Growth opportunities
• Build your reputation and network
• Portable skills and experience


Integration Management

Cost Time

Integration

Quality


Summary
• Defined key PM concepts
• Described why PM is needed
• Explained difference between projects
and operations
• Identified trends in the PM environment
• Discussed project success and failure
factors
• Identified potential benefits of PM

UNIT 2:
PROJECT LIFE
CYCLE MODELS


Unit 2: Project Life Cycle
Models
• List the purpose and types of project life
cycle models
• Distinguish between project and product life
cycle
• Define the role of phase reviews in PM
• Apply a model to a hypothetical and a real
project

Key Concepts
• Project phase: ―A collection of logically
related project activities usually culminating
in the completion of a major deliverable.‖
• Project life cycle: ―Collectively the project
phases are known as the project life cycle.‖
• Product life cycle: The natural grouping of
ideas, decisions, and actions into product
phases, from product conception to
operations to product phase-out.

Generic Cost and Staffing
Life Cycle
Cost and Intermediate Phases
Staffing (one or more)
Level
Initial Final
Phase Phase

Start Finish
Time


Project Life Cycle
Example Phases
Concept and
Proposal

Development

Implementation

Verification

Termination

Initial Phase Intermediate Phases Final Phase


Pharmaceutical Project Life
Cycle Model
Process Development

Formulation Stability
Screening Preclinical A
Lead IND File Phase I Phase II Phase III File P
Identified Workup Clinical Clinical Clinical NDA P
Drug Sourcing IND Tests Tests Tests Postregistration Activity R
O
V
A
Metabolism L
Patent Process Toxicology

Preclinical
Discovery Screening Development Registration(s) Workup Postsubmission Activity

Ten Plus Years


Spiral Methodology
Evaluate Identify

Deploy Operations and
Production Support

Test Unit
Requirements

Evaluation
Subsystem
Requirements
Evaluation
System
Requirements
Risk
Analysis Business
Requirements

Proof of Conceptual
Concept Design
First Logical
Build Design

Second Physical
Build Design

Final Final
Build Design

Construct Design


Importance of Phase Reviews

Requirements Review
Proposal
General Design Review
Preparation
Requirements
Detailed Design Review
Analysis

General Design Unit Test

Detailed Design

Code and Debug


Phase Initiation Example
Detailed Design Phase
• Ensure correctness and completeness of previous phase,
e.g., general design phase
 Assess all aspects of requirements, design approach, and
deliverables
 Identify and work off items

• Determine contractor rewards/payment for closing phase
• Conduct a readiness review to begin next phase, e.g.,
detailed design phase
 Resource estimates and availability
 Design maturity
 Project plan review and update

• Secure stakeholder approval to proceed

Exercise 2-1
Project Life Cycle Model

• Divide a current project on which you
are working into phases, name them,
and write a brief statement of purpose
for each phase


Summary
• Explained the concept and purpose of
project life cycles
• Defined the role of phase reviews in PM
• Described life cycle models
• Differentiated project life cycle and
product life cycle
• Applied a model to hypothetical and real
projects

UNIT 3:
INITIATING
PROJECTS


Unit 3: Initiating Projects

• List the main functions of each PM process
group
• Describe the purpose of the initiation process
• Identify its inputs and outputs, tools and techniques
• Develop a sample project charter
• Give an example of how process groups can apply
to the project as a whole or to a project phase


Process Definition

• ―A series of actions people take to bring
about a desired result.‖
• Types of processes
 Project management processes
 Product-oriented processes
 Business-oriented processes


Project Management Process
Groups
Commitment to Approach to
executing project executing project
Initiating Planning
Coordinating
Processes Processes
people and
other resources
Controlling Executing
Processes Processes
Monitoring, measuring, and
taking corrective action Closing Formal product
Processes acceptance and
end of project

Process Interactions

• Inputs
• Tools and techniques
• Outputs
• Taxonomy


Process Group Overview

Initiating Processes
To the
Planning
5.1 Processes
Initiation (Figure 3–5)


Scope Initiation

Initiation

1. Formal authorization that the project exists
2. Recognition the project should continue
into the next phase


Purpose of Initiation Process

1. To commit the organization to a project or
phase
2. To set the overall solution direction
3. To define top-level project objectives
4. To secure the necessary approvals and
resources
5. Validate alignment with strategic objectives
6. To assign a project manager


Initiating Core Process—Initiation
Input Process Output
1. Product description ―Initiation is the process of 1. Project charter
2. Strategic plan formally recognizing that a new 2. Project manager identified/
3. Project selection criteria project exists or that an existing assigned
project should continue into its 3. Constraints
4. Historical information
next phase.‖
4. Assumptions

Tools and Techniques
1. Project selection methods
2. Expert judgment


Scope Initiation

Initiation
Tools
• Project selection methods
• Expert judgement

Outputs
Inputs • Project charter
• Product description • PM assigned
• Strategic plan • Constraints
• Selection criteria
• Assumptions
• Historical information


Scope Initiation

Inputs
• Product description – Documents characteristics of the
product or service and its relationship to a business need

• Strategic plan – Describes the organization’s mission,
vision, and goals for the future, which the project supports

• Project selection criteria – Defined in terms of the
product and covers the full range of management concerns

• Historical information – Results of previous project
decisions and performance


Scope Initiation

Tools & Techniques
• Project selection methods (Decision
models)
– Benefit-measurement methods – Comparative
approaches; scoring models; benefit-contribution
and economic models
– Constrained optimization methods – Mathematical
models using linear, dynamic, integer, and multi-
objective programming algorithms

• Expert judgment – Experts with specialized
knowledge or training assess the inputs to this process


Scope Initiation

Outputs
• Project charter
• Project manager selected
• Constraints – Factors that limit the project
management team’s options regarding scope,
staffing, and schedule
• Assumptions – Factors that, for planning
purposes, will be considered to be true, real,
or certain

Project Charter

―A document issued by senior
management that
provides the project manager with the
authority to apply
organizational resources to project
activities.‖


Scope Initiation

Project Charter
• Formally recognizes the existence of a
project
• Refers to the business need the project is
addressing
• Describes the product to be delivered
• Gives the project manager the authority to
apply resources to the project


Project Charter Content
• Business need
• Project objectives
• Project deliverables
• Assumptions
• Constraints
• Key staff
• Written authorization


Exercise 3-1
Project Charter

• Using the handout, complete the sample
project charter
• Assume you are the project manager
• As an example, choose an anticipated
major project assignment


Sample Initiating Activities
• Negotiate, write, and refine the project charter
• Confirm how the project links to the business
need
• Identify management responsibilities
• Identify geographic locations involved
• Test top-level objectives versus strategic
business plans
• Make strategic procurement decisions, e.g.,
make, buy, or identify qualified vendors

Key Outputs of Initiation
Process

• Project charter
• Project manager identified/assigned
• Other key positions identified/assigned
• Constraints identified
• Assumptions identified


UNIT 4:
PLANNING
PROJECTS


Unit 4: Planning Projects
• Describe the purposes of the planning processes
• Identify the inputs and outputs of core planning
processes
• Describe the function and develop sample planning
deliverables such as a scope statement, WBS, and
milestone chart
• List the major tools and techniques used in the core
planning processes
• Identify the planning facilitating processes and their
functions

Planning Process Group

Initiating Planning
Processes Processes

Executing
Controlling
Processes
Processes

Closing
Processes


Purpose of Planning
Processes
To develop a project plan that:
• Facilitates later accomplishment*
• Ensures project wide integration
• Monitors change effectively
• Provides decision support information to
stakeholders
• Can be updated by iterative planning activities

* Project Management—A Managerial Approach, 1995, by Jack R. Meredith and Samuel J. Mantel Jr.


Scope Planning
A written statement that includes:
• Project justification, the major
deliverables, and the project
objectives
• Criteria used to determine if the
project or phase has been
successfully completed


Core Planning Processes
Scope Planning
1. Product description "… the process of developing a 1. Scope statement
2. Project charter written scope statement as the 2. Supporting detail
3. Constraints basis for future project 3. Scope management plan
decisions including, in
4. Assumptions
particular, the criteria used to
determine if the project or
phase has been completed
successfully.‖

1. Product analysis
2. Cost/Benefit analysis
3. Alternative identification
4. Expert judgment


Scope Planning
Tools
• Product analysis
• Benefit/cost analysis
• Alternatives identification
• Expert judgment

Outputs
Inputs • Scope statement
• Product description
• Project charter • Supporting detail
• Constraints • Scope management
• Assumptions plan


Scope Planning

Inputs
• Product description – Contains the characteristics of
the product or service in which the project will result
• Project charter – Formally recognizes the existence of a
project
• Constraints – Factors that limit the project management
team’s options regarding scope, staffing, and schedule
• Assumptions – Factors that, for planning purposes, will
be considered to be true, real, or certain


Scope Planning

Tools & Techniques
• Product analysis – Techniques to develop a
better understanding of the product (e.g., systems
engineering, value engineering, function analysis,
quality function deployment)
• Benefit/cost analysis – Estimating the tangible
and intangible costs (or outlays) and the benefits (or
returns) of various project alternatives
• Alternative identification – Techniques used to
generate different approaches to the project
(e.g., brainstorming and lateral thinking)
• Expert judgment

Scope Planning

Outputs
• Scope statement – Written statement of
project. It contains:
– Project objectives
– Project justification
– Project deliverables

• Supporting detail – Supporting documentation
containing identified requirements, plans,
assumptions, and constraints


Project Scope Statement
Purpose
• To provide a general description of the
sum of the products and services to be
provided by the project
• To develop a common understanding of
project scope among stakeholders
• May make explicit some exclusions that,
based on the audience, would be
assumed to be part of the project

Scope Planning

Scope Management Plan
Guidelines for how scope is to be
managed and how scope changes are
to be integrated into the project
•It includes:
•An assessment of the stability of the
project scope
•A clear description of how scope
changes will be identified and
classified

Exercise 4-1
Scope Statement

• Using the handout in your manual,
develop a project scope statement
based on the project charter developed
in the initiating process exercise


Scope Definition
1. Scope statement ―… subdividing the major project 1. Work breakdown structure
2. Constraints deliverables (as identified in the
3. Assumptions scope statement) into smaller
more manageable components
4. Other planning outputs
…‖

1. Work breakdown structure
templates
2. Decomposition


Scope Definition
• Subdividing major project deliverables into
manageable components, in order to
improve the accuracy of cost, time, and
resources estimates
• Provides a baseline and assigns
responsibility
• A scope baseline is the original plan, plus
or minus approved changes


Scope Definition

Scope Definition
Tools
• WBS templates
• Decomposition

Inputs Outputs
• Scope statement • Work
• Constraints breakdown
• Assumptions structure
• Other planning inputs • Scope
• Historical information Statement
Update


Scope Definition

Inputs
• Scope statement
• Constraints
• Assumptions
• Other planning outputs – Outputs of the
processes in other knowledge areas should be
reviewed for possible impact on project scope
definition
• Historical information – About previous projects

Scope Definition
Tools & Techniques
• WBS templates – Use a WBS from a previous
project or a standard template to develop a WBS for
this project

• Decomposition – Subdividing major project
deliverables into smaller, more manageable
components until deliverables are defined in sufficient
detail for supporting future project activities
– Identify major elements of the project
– For each element, decide if adequate cost and duration
estimates can be developed at this level of detail
– Identify constituent elements (e.g., tangible, verifiable
results)
– Verify the correctness of the decomposition – is it necessary
and is it sufficient for completion of the item decomposed

Work Breakdown Structure
(WBS)
• ―A deliverable oriented grouping of
project elements which organizes and
defines the total scope of the project.
• Each descending level represents an
increasingly detailed definition of a
project component.
• Project components may be products or
services.‖

Scope Definition

WBS Definition
Deliverable oriented grouping
of project elements that
organizes and defines the
total scope of the project

Hardware Services Data


WBS Purpose
• To define:
 Solution strategy or general approach
 Implementation tactics

• To support more accurate estimates of project
duration and cost than can be made at the project
level
• To provide a basis for estimating project resources:
 Departmental or subcontractor support
 Vendors and their products
 Services
 Any other identifiable resource


Scope Definition

Typical WBS
Information
System
1.

Project Systems Hardware Software Facilities Training
Management Engineering Acquisition Development Modifications Development
1.1 1.2 1.3 1.4 1.5 1.6

Project Product CPU Operating Facility Training
Planning Design Acquisition System Plans Plans
1.1.1 1.2.1 1.3.1 1.4.1 1.5.1 1.6.1

Project Systems Auxiliary Database Facility Training
Control Integration Equipment 1.4.2 Modification Courses
1.1.2 1.2.2 1.3.2 1.5.2 1.6.2

Project Test & Printer Application Facility
Data Evaluation Acquisition Development Installation
1.1.3 1.2.3 1.3.3 1.4.3 1.5.3


Scope Definition

Responsibility
Assignment Matrix Work
Breakdown

Functional
Organization

Work
Packages
&
Planning
Packages


Validate Your WBS
• All major elements been identified at top level?
• Decomposed into measurable components?
• Lower level(s) items necessary? All inclusive?
• Would stakeholders agree WBS is satisfactory?
• Can elements be scheduled, budgeted, and
assigned to a unit that will accept responsibility?
• Too much or too little visibility and control ?
• Can status reports be generated at all levels?


Using the WBS to Estimate
Cost
• Project manager establishes work
requirements by defining the
 What—―shalls‖ and ―wills‖
 When—sequence
 Why—dependencies

• Functional managers estimate cost by
determining
 How—equipment and methods
 Who—type and level of expertise
 Where—location, department


Scope Definition
WBS
• Code of accounts – Uniquely identifies each
element of the WBS

• Work packages – A deliverable at the lowest
level of the WBS

• WBS dictionary – Includes work-package
descriptions
Outputs
• Work breakdown structure
• Scope Statement Update

Exercise 4-2

• Using ―Post-it® Notes,‖ construct a
WBS for your project or subproject
• Apply the WBS validation criteria
• Discuss any learning or insights with a
classmate, including any learning from
applying the WBS test criteria


Activity Definition
• Identify the activities that must be
performed to produce the project
deliverables

• Define the activities that must be
performed to meet the project
objectives


Activity Definition
1. WBS ―Identifying the specific 1. Activity list
2. Scope statement activities that must be 2. Supporting detail
3. Historical information performed to produce the 3. WBS updates
various project deliverables.‖
4. Constraints
5. Assumptions
6. Expert Judgment

1. Decomposition
2. Templates


Activity Definition
Tools & Techniques
• Decomposition
• Templates

Inputs
• WBS Outputs
• Scope statement • Activity list
• Historical information • Supporting detail
• Constraints • WBS updates
• Assumptions
• Expert Judgment

Activity Definition

Inputs
• WBS – Primary input to activity definition
• Scope statement – Project justification and project
objectives
• Historical information – The activities that were actually
required on previous, similar projects
• Constraints – Factors that will limit the PM team’s
options
• Assumptions – Factors that, for planning purposes, will
be considered to be true, real, or certain
• Expert Judgment


Activity Definition

Tools & Techniques
• Decomposition – Subdividing project
activities into smaller, more manageable
components
• Template – An activity list from a previous
project or an activity list for a WBS element
from the current project


Activity Definition

Outputs
• Activity list – A list of all the activities that
will be performed on the project and a
description of each

• Supporting detail – Documentation that
contributes to the process, including all
identified assumptions and constraints

• WBS updates – Refinements to the
existing WBS


Activity Sequencing

Establishing the activity logic and the
dependencies needed to create a
realistic and achievable schedule


Activity Sequencing
1. Activity list ―… identifying and 1. Project network diagrams
2. Product description documenting interactivity 2. Activity list updates
3. Mandatory dependencies dependencies.‖
4. Discretionary dependencies
5. External dependencies
6. Milestones

1. Precedence diagramming
method (PDM)
2. Arrow diagramming method
(ADM)
3. Conditional diagramming
method
4. Network templates


Activity Sequencing
Tools & Techniques
• Precedence diagramming
method (PDM)
• Arrow diagramming
method (ADM)
• Conditional diagramming
methods
• Network templates
Inputs
• Activity list Outputs
• Product description • Project network diagram
• Mandatory dependencies • Activity list updates
• Discretionary dependencies
• External dependencies
• Milestones

Activity Sequencing
Inputs
• Activity list
• Product description – Product characteristics
affect activity sequencing
• Mandatory dependencies (Hard logic) –
Determined by the qualities of work to be done
• Discretionary dependencies (Soft logic) –
Defined by the project management team
• External dependencies – Relationships
between project activities and non-project
activities
• Milestones

Activity Sequencing

Tools & Techniques
• Precedence diagramming method
(PDM)
– Nodes represent activities and arrows
show dependencies
A B

Start E Finish

C D

Precedence Diagramming
Method


Activity Sequencing

Activity Sequencing Process
Finish-to-Start – Activity A must finish
before Activity B can start
A B

Start-to-Start – Activity A must start
before Activity B can start
A B


Activity Sequencing

Activity Sequencing Process
Finish-to-Finish – Activity A must finish
before Activity B can finish
A B

Start-to-Finish – Activity A must start
before Activity B can finish

A B

Activity Sequencing

Tools and Techniques (cont.)
• Arrow diagramming method (ADM) – Uses
arrows to represent activities and connecting
nodes to show dependencies
Start
A
B
C
D E
Finish
• ADM uses finish-to-start dependencies only and uses
dummy activities to show logical relationships


Arrow Diagramming Method


Activity Sequencing

Tools & Techniques (cont.)
• Conditional diagramming methods –
Diagramming techniques such as
Graphical Evaluation and Review
Technique (GERT) and System Dynamics
models allow the depiction of non-
sequential activities and conditional
branches
• Network templates – Can include an
entire project or just a portion of it (i.e.,
subnets and fragnets)

Activity Sequencing

Outputs

• Project network diagram – Schematic
display of project’s activities and
dependencies

• Activity list updates – Dividing or
redefining activities so that the
relationships are correctly diagrammed


Activity Duration Estimating

Estimating the number of work periods likely
to be needed to complete each activity
• Elapsed time (Delay) – Work periods
between the finish of one activity and the
start of another activity


1. Activity lists ―… assessing the number of 1. Activity duration
2. Constraints work periods likely to be 2. Basis of estimates
3. Assumptions needed to complete each 3. Activity list updates
identified activity.‖
4. Resource requirements
5. Resource capabilities
7. Identified risks

1. Expert judgment
2. Analogous estimating
3. Quantitatively based durations
4. Reserve time (contingency)



Tools & Techniques
• Expert judgment
• Analogous estimating
• Quantitatively based durations
• Reserve time (contingency)
Inputs
• Activity list
• Constraints Outputs
• Assumptions • Activity duration estimates
• Resource requirements • Basis of estimates
• Resource capabilities • Activity list updates
• Identified Risks


Inputs
• Activity list
• Constraints
• Assumptions
• Resource requirements – Duration estimates are
influenced by resource effort and assignments
• Resource capabilities – Duration estimates are
influenced by the capability of the people and the material
resources assigned to them
• Historical Information
– Project files
– Commercial duration estimating databases
– Project team knowledge
• Identified Risks


Tools & Techniques

• Expert judgment – Used with historical
information
• Analogous estimates (Top-down
estimating) – Uses duration of a
previous, similar activity as the basis for
the of estimate of a future activity
• Quantitatively based durations
• Reserve time (contingency)



Outputs
• Duration estimates – Quantitative
assessments of the likely number of work
periods required to complete an activity

• Basis of estimate – Documentation of the
assumptions used for developing the
estimates

• Activity list updates

Schedule Purpose

• Converts the project plan to an
operating plan that is the basic tool for
controlling project activities
Benefits of a realistic schedule?


Benefits of a Realistic
Schedule
• Framework for managing critical project activities
• Determines planned start and completion dates
• Identifies activity and task precedence
relationships
• Aids project team in defining critical
communication content
• Specifies times when staff must be available
• No surprises
• Other?


Key Scheduling Definitions
• Network
• Network techniques
• Path
• Node
• Arc
• Event
• Activity


Scheduling Techniques
Activity on Arrow Example
B
Start A C

D F Finish
E


Network Techniques
AOA Example
• Activities specified on arrows
• Also called arrow diagramming method
(ADM)
• Nodes show relationship
Result 1 Result 2 Result 3
Set up Work Finish
Activity 1 Activity 2 Activity 3


Activity on Node
• Activity on node network format
 Arrows show precedence relationships
 Nodes show activities

• 3 types of precedence relationships
 Activity on node 1—successor but no
predecessor
 Activity on node 2—predecessor and successor
 Activity on node 3—predecessor but no
successor


Precedence Relationships
Finish to Start

The ―from‖ activity Task A
must finish before
the ―to‖ activity Task B can
start
Task A Task B


Start to Start
Tasks A and B may start at the same
time, but the successor (B) cannot
Task A start until the predecessor (A)
begins.

Task B
The direction of the arrow defines
which task is the predecessor and
which is the successor.


Finish to Finish

Task A

Tasks A and B may end at the same
time, but the successor (B) cannot Task B
finish until the predecessor (A)
finishes


Start to Finish

Task A

Task A must start before Task B can
finish (seldom used).
Task B


PDM Example
Diverging-Converging
Activities
Diverging Converging
Activities Activities
Single predecessor with Multiple predecessors with
multiple successors single successor

Paint Ceiling

Paint Walls
Prep Paint Walls Clean-up
(2nd coat)

Paint Trim


Forward Pass Definitions
• Early Start Date (ES)
 Earliest possible point in time an activity can start, based on the
network logic and any schedule constraints

• Duration (DU)
 Number of work periods, excluding holidays or other nonworking
periods, required to complete the activity; expressed as workdays
or workweeks

• Early Finish Date (EF)
 Earliest possible time the activity can finish

• Forward Pass
 Starting at the beginning (left) of the network develop early start
and early finish dates for each task, progressing to end (right-most
box) of the network


Forward Pass Calculation
ES DU EF

Task
EF = ES + DU – 1 LS Float LF

3 DU = 2 4

Paint Trim

1 DU = 2 2 3 DU = 3 5 9 DU = 2 10

Prep Paint Ceiling Clean-up

3 DU = 4 6 7 DU = 2 8

Paint Walls Paint Walls (2nd Coat)


Task Identification
Forward Pass
Name Duration ES EF
Prep 2 1 2
Paint Trim 2 3 4
Paint Ceiling 3 3 5
Paint Walls 4 3 6
Paint Walls (2nd Coat) 2 7 8
Clean-up 2 9 10


Backward Pass Definitions
• Late Start Date (LS)
 Latest point in time that an activity may begin without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be affected
• Float or Slack
 Latest point in time a task may be delayed from its earliest start date
without delaying the project finish date
• Late Finish (LF)
 Latest point in time a task may be completed without delaying that
activity’s successor
 If the activity is on the critical path, the project end date will be affected
• Backward Pass
 Calculate late start and late finish dates by starting at project
completion, using finish times and working backwards


Backward Pass Calculation


Task Identification
Forward and Backward
Passes
Name Duration ES EF LS LF Float

Prep 2 1 2 1 2 0
Paint Trim 2 3 4 7 8 4
Paint Ceiling 3 3 5 6 8 3
Paint Walls 4 3 6 3 6 0

Paint Walls (2nd Coat) 2 7 8 7 8 0
Clean-up 2 9 10 9 10 0


Bar/Gantt Chart
Activity A

Activity B

Activity C

Activity D

Jun Jul Aug Sep Oct Nov

Time
There are many other acceptable ways to display project information on a bar chart.


Schedule Development

Determining the start and finish dates
of project activities
• If start and finish dates are not realistic, the
project is unlikely to be finished on schedule


1. Project network diagram ―… determining start 1. Project schedule
2. Activity duration estimates and finish dates for 2. Supporting detail
3. Resource requirements project activities.‖ 3. Schedule management plan
4. Resource pool description 4. Resource requirements
5. Calendars updates
6. Constraints
7. Assumptions
8. Leads and lags
9. Risk management plan
10. Activity attributes


1. Mathematical analysis
2. Duration compression
3. Simulation
4. Resource leveling heuristics
5. Project management
software
6. Coding structure


Tools & Techniques
• Mathematical analysis
• Duration compression
• Simulation
• Resource-leveling heuristics
Inputs • Project management software
• Project network diagram • Coding structure
• Activity duration estimates
• Resource requirements
• Resource-pool description
• Calendars Outputs
• Constraints • Project schedule
• Assumptions • Supporting detail
• Leads and lags • Schedule management plan
• •
Risk Management Plan Prepared by: Syed Khurram IqbalResource-requirement updates
• Activity Attributes

Inputs
• Project network diagram
• Duration estimates
• Resource pool – Description of the available
resources and the times they are available to
work on the project
• Calendars – Identify periods when work is
allowed
– Project calendars: Affect all resources
– Resource calendars: Affect specific resources or
categories of resources


Inputs
• Constraints
– Imposed dates
– Key events or milestones
• Assumptions
• Leads and lags – Dependencies that
require lead or lag values to accurately
define the relationship
• Risk Management Plan
• Activity Attributes


Tools & Techniques
• Mathematical analysis – Calculating
theoretical early and late start and finish
dates for all activities
– Critical Path Method (CPM) – Calculates a single,
deterministic early and late start and finish date for
each activity, to be used to determine which
activities must be completed on time to avoid
impacting the finish date of the project

– Graphical Evaluation and Review Technique
(GERT) – Allows for loops in the relationships
between activities and for the conditional and
probabilistic treatment of relationships



• Mathematical Analysis (cont.)
– Program Evaluation and Review Technique
(PERT) – Uses sequential network logic and a
weighted-average duration estimate to
calculate duration. Uses the probability of an
estimate’s accuracy.



PERT Calculations

• PERT – Program Evaluation and Review
Technique

• Expected Time = (Low + 4*Medium + High) / 6

• Standard Deviation = (High – Low) / 6



PERT Example

Evening Commute
Optimistic time = 15 minutes
Most likely time = 30 minutes
Pessimistic time = 60 minutes
What is the Expected Time?



– Duration compression – Looks for ways to shorten
the schedule without changing the project scope

– Simulation

– Resource-leveling heuristics (Resource-based
method) – Changing the schedule to accommodate
resources

– PM Software – Used to assist schedule development
and to display schedule-development outputs

– Coding Structure


Outputs
• Project schedule – Includes planned start and
expected finish dates for each activity

• Supporting detail – Documentation of all
identified assumptions and constraints

• Schedule management plan – Defines how
changes to the schedule will be managed

• Resource requirement updates – Updates
based on the results of resource leveling and on
updates to activity lists


Network Calculation
Start Date 6/1
6/6 6/10

B 5
6/1 6/5 6/16 6/25 6/26 6/30
6/11 6/15
A 5 5 D 10 E 5
6/1 6/5 6/6 6/15 6/16 6/25 6/26 6/30
0 0 0
C 10 Finish Date 6/30
6/6 6/15
Calculations 0
Forward Pass – Determine early start and early finish dates
Backward Pass – Determine late start and late finish dates and float



Basic Terminology

• Total float (Slack) – Amount of time an activity
can be delayed and the project finish date not be
effected

• Free Float – Amount of time an activity can be
delayed and the early start of the follow-on
activity not be effected



Gantt Charts
• Bar chart – Displays activity start and end
dates, as well as expected durations

• Milestone chart – Displays scheduled start
or completion of major deliverables

• Combination chart – Displays events and
activities as a function of time



Typical Gantt Chart
Activity
Task A

Task B

Task C

Task D
June July Aug Sep Oct Nov
Time

Key Scheduling Concepts

• Master schedule
• Crashing
• Hanger
• Workaround
• Schedule variance


Milestone Chart


Exercise 4-3
Project Milestones

• Identify the major milestones in your
project


Resource Planning

Determining physical resources
needed (i.e., material,
equipment, and people) and
number of resources required to
perform the project activities


Resource Planning
1. WBS ―… determining what 1. Resource requirements
2. Historical information physical resources
3. Scope statement (people, equipment,
4. Resource pool description materials) and what
5. Organizational policies quantities of each should
6. Activity Duration Estimates be used to perform
project activities.‖

1. Expert judgment
2. Alternatives identification
software


Resource Planning
Tools & Techniques
• Expert judgment
• Project management software

Inputs
• WBS Outputs
• Historical information • Resource requirements
• Scope statement
• Resource pool description
• Organizational policies
• Activity Duration Estimates

Resource Planning

Inputs
• Work breakdown structure (WBS) – Identifies the project
elements that require resources
• Historical information – Used to identify the types of
resources that were required for similar work on previous
projects
• Scope statement – Contains project justification and the
project objectives, which need to be considered
• Resource pool description – Description of resources
available, if necessary, to work on a project
• Organizational policies – Of the performing organization,
regarding staffing and the rental and purchase of supplies
and equipment
• Activity Duration Estimates


Resource Planning

Tools & Techniques
• Expert judgment – Expertise, provided
by any group or individual, used to
assess the inputs to this process
– Other units within organization
– Consultants
– Professional and technical associations
– Industry groups
• Project management software

Resource Planning

Outputs

Resource requirements – Description
of the types (e.g., skill levels) and
numbers of resources required by each
element of the WBS


Cost Estimating
Process of developing an approximation (or estimate)
for the cost of the resources necessary to complete
the project activities
• Difference between cost estimating and pricing:
– Cost estimating: Assessing how much it will cost the
organization to provide the product or service
– Pricing: Assessing how much the organization will charge for
the product or service

• Cost estimating also includes identifying and
considering cost alternatives


Cost Estimating
1. WBS ―… developing an 1. Cost estimates
2. Resource requirements approximation (estimate of the 2. Supporting detail
3. Resource rates costs of the resources needed 3. Cost management plan
to complete project activities.‖
4. Activity duration estimates
5. Estimating Publications
7. Chart of accounts
8. Risks

1. Analogous estimating
2. Parametric modeling
3. Bottom-up estimating
4. Computerized tools
5. Other cost estimating
methods


Cost Estimating
Tools & Techniques
• Analogous estimating
• Parametric modeling
• Bottom-up estimating
• Computerized tools
• Other cost estimating methods

Inputs
• WBS Outputs
• Resource requirements • Cost estimates
• Resource rates • Supporting detail
• Activity duration estimates • Cost management plan
• Estimating Publications
• Chart of accounts
• Risks Prepared by: Syed Khurram Iqbal

Cost Estimating

Inputs
• WBS – Used to organize the cost estimates and to ensure that the cost of
all identified work has been estimated
• Resource rates – Unit rates for each resource
• Activity duration estimates – Affects cost estimates if project budget
includes an allowance for the cost of financing (i.e., interest)
• Historical Information – Information on the cost of resources
– Project files – Records of previous project results that are detailed enough to aid in
developing cost estimates
– Commercial cost-estimating databases – Historical information available
commercially
– Project team knowledge
• Estimating Publications
• Chart of accounts – Coding structure used by the organization to report
financial information. Cost estimates must be assigned to the correct
accounting category.
• Risks


Cost Estimating

Tools & Techniques
• Analogous estimating (Expert judgment) – Used to
estimate total project costs if there is a limited amount of
detailed information
• Parametric modeling – Using project characteristics (or
parameters) in a mathematical model to predict costs
(e.g., price per square foot)
• Bottom-up estimating – Estimating the cost of individual
work items and then rolling up the costs to arrive at a
project total
• Computerized tools – PM software and spreadsheets
• Other Cost Estimating Methods


Cost Estimating

Outputs
• Cost estimates – Quantitative assessments of the cost of
resources (e.g., units of currency or staff hours)
• Types of estimates
– Order of magnitude (-25% / +75%)
– Budget estimate (-10% / +25%)
– Definitive estimate (-5% / +10%)
• Supporting detail
– Description of estimated scope of work
– Documentation of the basis for the estimate
– Documentation of any assumptions made
– Range of possible results


Cost Estimating

Outputs (cont.)

• Cost management plan
– Describes how cost variances will be
managed
– Part of the overall project plan


Cost Budgeting

Allocating the value of the overall cost
estimate to individual work items, in
order to establish a cost baseline to use
in measuring project performance


Cost Budgeting
1. Cost estimates ―… allocating the overall cost 1. Cost baseline
2. WBS estimates to individual work
3. Project schedule items in order to establish a
cost baseline for measuring
4. Risk management plan
project performance.‖

1. Cost budgeting Tools &
Techniques


Cost Budgeting

Tools & Techniques
• Cost-estimating
tools and techniques

Inputs
• Cost estimates Outputs
• WBS • Cost baseline
• Project schedule
• Risk management plan


Cost Budgeting

Inputs
• Cost estimates
• WBS – Identifies the project elements to
which the costs will be allocated
• Project schedule – Used to assign costs to
project elements for the time period when
costs will be incurred
• Risk Management Plan


Cost Budgeting

Tools & Techniques
• Cost estimating tools and
techniques
– Analogous estimating
– Parametric modeling
– Bottom-up estimating
– Computerized tools

Cost Budgeting

Outputs
Cost baseline – Time phased budget that
will be used to measure and monitor the cost
performance of the project
140
120
100
BCWS ($K)

80
60
40
20
0
Jan Feb Mar Apr May Jun
Reporting Period

Project Plan Development

Taking the results of other planning
processes and putting them into a
consistent, coherent document


1. Other planning outputs ―… taking the results of other 1. Project plan
2. Historical information planning processes and putting 2. Supporting detail
3. Organizational policies them into a consistent,
coherent document.‖
4. Constraints
5. Assumptions

1. Project planning
methodology
2. Stakeholder’s skills and
knowledge
information systems
4. Earned value management
(EVM)

Tools & Techniques
• Project planning
methodology
• Stakeholder skills
and knowledge
• Project management
information system
Inputs • Earned value management
• Other planning outputs
• Organizational policies Outputs
• Constraints • Project plan
• Assumptions • Supporting detail



Inputs
• Other planning outputs from the other knowledge
areas – They include base documents, as well as the supporting
detail
• Historical information – Estimating databases and records of
past project performance
• Organizational policies – Any and all of the organization’s
formal and informal policies. These include QM process audits,
continuous-improvement targets, personnel-hiring and -firing
guidelines, employee-performance reviews, and financial controls
• Constraints – Any factors that will limit the project team’s options
• Assumptions – Factors that, for planning purposes, will be
considered to be true, real, or certain



Tools & Techniques
• Project planning methodology – Structured
approach used to guide the development of the
project plan
• Stakeholder skills and knowledge – Create
an environment in which stakeholders can contribute
appropriately
• Project management information system –
Consists of the automated and manual tools and
techniques used to gather, integrate, and
disseminate information and outputs from other PM
processes
• Earned Value Management


Outputs
• Project plan – The formal, approved document
used to manage and control project execution
– Outputs from other planning processes
– Additional information or documentation generated
during development of the project plan
– Technical documentation
– Documentation of relevant standards



Project Plan
• Includes:
– Project charter
– PM approach or strategy
– Scope statement
– Work breakdown structure (WBS)
– Cost estimates
– Schedule
– Performance measurement baselines
– Major milestones and target dates
– Key or required staff
– Key risks
– Open issues and pending decisions


Facilitating Planning
Processes
• Quality planning
• Communications planning
• Organizational planning
• Staff acquisition
• Procurement planning
• Solicitation planning
• Risk identification
• Qualitative risk analysis
• Quantitative risk analysis
• Risk response planning


Facilitating Planning
Processes


Sample Planning Activities
• Subdividing deliverables into manageable
components
• Allocating overall cost estimate to individual
work items
• Identifying the specific activities people must
perform to produce the project deliverables
• Identifying the sequence and duration of
activities
• Determining project roles and responsibilities
• Other?

Key Outputs of Planning
Processes
The Project Plan
 Schedules  Cost management plan
 Budgets  Cost baseline
 Risk management plan  Scope statement
 Quality plan  Work breakdown structure
 Staffing plan  Plan updates
 Procurement plan  Resource requirements
 Schedule management plan  Communications plan


UNIT 5:
EXECUTING
PROJECTS


Unit 5: Executing Projects

• Describe the purposes of the executing
processes
• Identify the inputs and outputs of its core
processes
• List the major tools and techniques


Purpose

• To coordinate, integrate, and manage all resources
Why?
• in order to achieve the project objectives
How?
• by carrying out the letter and intent of the project plan
While
• responding to change and mitigating risks


Project Plan Execution

Carrying out the project plan by
performing activities identified in the
document


Core Execution Process
1. Project plan ―… the primary process for 1. Work results
2. Supporting detail carrying out the project plan.‖ 2. Change requests
3. Organizational policies
4. Preventive action
5. Corrective action

1. General management skills
2. Product skills and knowledge
3. Work authorization system
4. Status review meetings
information system
6. Organizational procedures


Tools & Techniques
• General management skills
• Product skills and
knowledge
• Work-authorization system
• Status review meetings
• PM information system
• Organizational procedures

Inputs
• Project plan
Outputs
• Work results
• Change requests
• Preventive action
• Corrective action


Inputs

• Project plan
• Preventive action
– Anything done to bring future performance in line
with the project plan
– Output of the various control processes



Tools & Techniques
• General management skills – Leadership,
communication, negotiation skills, etc.
• Product skills and knowledge – Skills are part of
resource-planning and staff-acquisition processes
• Work-authorization system – Formal procedure for
approving project work; source of written authorization to begin
work on a specific activity or work package
• Status-review meetings – Regularly scheduled meetings
to exchange information about the project
• Project management information system
• Organizational procedures – Both formal and informal
procedures that might be useful during project execution



Outputs

• Work results – Outcomes of activities performed
in order to accomplish the project; fed into the
performance reporting process

• Change request – A request to expand or
contract project scope, budget, schedule, or
resources


Facilitating Execution
Processes
• Quality assurance
• Team development
• Information distribution
• Solicitation
• Source selection
• Contract administration


Facilitating Execution
Processes


Sample Executing Activities
• Managing work results and requests for
change
• Using tools and techniques in project plan
implementation
• Building effective relationships with vendors
and project team members
• Choosing from potential sellers
• Distributing status information in time for
stakeholders to act
• Other?

UNIT 6:
CONTROLLING
PROJECTS


Unit 6: Controlling Projects

• Describe the purposes of the controlling
processes
• Identify the inputs and outputs of the core
controlling processes
• List and define the major tools and
techniques


Purpose
To keep the project on track in order to achieve its
objectives as outlined in the project plan by:

• Monitoring and reporting variances
• Controlling scope changes
• Controlling schedule changes
• Controlling costs
• Controlling quality
• Responding to risks


Overview


Performance Reporting

Collecting and disseminating performance
information

• This includes status reporting, progress
measurement, and forecasting
• Provides information on scope, schedule,
cost, and quality, and possibly on risk and
procurement

Core Controlling Processes
1. Project plan ―… collecting and disseminating 1. Performance reports
2. Work results performance information. This 2. Change requests
3. Other project records includes status reporting,
progress measurements, and
forecasting.‖

1. Performance reviews
2. Variance analysis
3. Trend analysis
4. Earned value analysis
5. Information distribution
systems



Inputs
• Project plan – Contains the various
baselines used to assess project
performance
• Work results – Accurate information on
project status, such as information about fully,
or partially, completed tasks and costs
incurred or committed
• Other project records – Any information
pertaining to the project context


Tools & Techniques
• Performance reviews – Meetings held to assess
project status or progress
• Variance analysis – Comparing actual project
results to planned or expected results
• Trend analysis – Examining project results over
time to determine if performance is improving or
deteriorating
• Earned-value analysis – Integrating scope,
cost, and schedule measures to assess project
performance
• Information-distribution tools and techniques


Outputs
• Performance report – Organizes and
summarizes the information gathered and
presents the results of any analysis. Reports
should provide the kinds of information and
the level of detail required by various
stakeholders and documented in the
communications management plan

• Change requests – Requests for changes to
some aspect of the project


Overall Change Control

Coordinating changes across the
entire project


Core Controlling Processes
1. Project plan ―Overall change control is 1. Project plan updates
2. Performance reports concerned with: 2. Corrective action
3. Change requests (a) influencing the factors which 3. Lessons learned
create change to ensure that
changes are beneficial,
(b) determining that a change
has occurred, and
(c) managing the actual change
when and as they occur.‖

1. Change control system
2. Configuration management
3. Performance measurement
4. Additional planning
information systems


Tools & Techniques
• Change control system
• Configuration management
• Performance measurement
• Additional planning
• PM information system

Inputs
• Project plan
• Performance Outputs
reports • Project plan updates
• Change requests • Corrective action
• Lessons learned


• Concerned with:
– Influencing the factors which create change, in order to
ensure that the changes are beneficial
– Determining that a change has occurred
– Managing the actual changes
• Requirements:
– Reflect all approved changes in the project plan
– Reflect changes in the project scope definition. Project
scope changes affect the performance measurement
baseline.
– Coordinate changes across all knowledge areas



Inputs

• Project plan – Provides the baseline against which
changes will be controlled
• Performance reports – May alert the project
team to issues which could cause problems in the
future
• Change requests – May occur in many forms: oral
or written, direct or indirect, externally- or internally-
initiated, legally-mandated or optional



Tools & Techniques
• Change control system – A collection of formal,
documented procedures that define the steps for
changing official project documents

• Configuration management – Provides
documented procedures for:
– Identifying and documenting the functional and physical
characteristics of an item or a system
– Controlling any changes to identified characteristics
– Recording and reporting both the change and its status
– Auditing the configuration items and systems to verify
conformance to requirements


• Performance measurements – Help assess
whether variances from the plan require corrective
action

• Additional planning – Changes may require new
or revised plans in other knowledge areas

• Project management information system
(PMIS)



Outputs
• Project plan updates – Any modifications to the
contents of the project plan or to supporting detail


• Lesson learned – The causes of variances, the
reasoning behind the corrective action chosen, and
other types of lessons learned should be documented


Facilitating Controlling
Processes
• Scope Verification
• Scope change control
• Quality control
• Schedule control
• Cost control
• Risk response control


Facilitating Controlling
Processes


Facilitating Controlling Processes
Risk Monitoring & Control
1. Risk management plan ―… involves executing the Risk 1. Corrective action
2. Actual risk events Management Plan in order to 2. Updates to the risk
3. Additional risk identification respond to risk events over the management plan
course of the project.‖

1. Workarounds
2. Additional risk response
development


Key Cost Concept
Earned Value
• A method for measuring project
performance
• The budgeted cost of work performed for
an activity or group of activities
• Compares the planned amount of work
with the accomplished amount of work to
determine if cost and scheduled
performance is as planned

Controlling Activities

• Reporting status versus plan and
forecasting
• Responding to changes in risk
• Completing and settling the contract,
including resolving of any open items
• Identifying and reporting schedule slips
• Determining whether schedule updates
require plan modifications
• Other?

UNIT 7:
CLOSING
PROJECTS


Unit 7: Closing Projects

• Describe the purposes of closing
processes
• Identify the inputs and outputs of the core
processes
• List the major tools and techniques

Purpose

Formalizing acceptance of the project and
bringing it to an orderly end by:
• Closing the contract
• Achieving administrative closure


Contract Close Out

Completion and settlement of the contract,
including resolution of any open items

• Involves product verification and
administrative closeout


Core Closing Processes
Contract Close-out
1. Contract documentation ―… involves both product 1. Contract file
verification (was all work 2. Formal acceptance and
completed correctly and closure
satisfactorily) and administrative
close-out (updating of records to
reflect final results and archiving
of such information for future
use.‖

1. Procurement audits


Contract Closeout

Inputs
Contract documentation – Includes, but not
limited to:
• Contract
• Supporting schedules
• Requested and approved contract changes
• Seller-developed technical documentation
• Seller performance reports
• Financial documents (e.g., invoices and payment
records)
• Results of any contract-related inspections


Contract Closeout

Tools & Techniques

Procurement audits –Structured reviews of
the procurement process, from procurement
planning through contract administration,
conducted to identify successes and failures
(lessons learned)


Contract Closeout

Outputs
• Contract file – Set of indexed records,
prepared for inclusion with the final project
records
• Formal acceptance and closure – Person
or organization responsible for contract
administration provides the seller with formal
written notice that the contract has been
completed. Normally specified in the
contract.


Administrative Closure
Gathering, generating, and disseminating
information in order to formalize the
acceptance of the product by the sponsor,
client, or customer
• It includes collecting project reports, ensuring they
reflect final specifications and analysis of project
success and effectiveness, and archiving such
information for future use
• Each phase of the project should be properly closed to
ensure that important and useful information is not lost


Core Closing Process
1. Performance measurement ―… verifying and documenting 1. Project archives
documentation project results to formalize 2. Formal acceptance
2. Documentation of the acceptance of the product by 3. Lessons learned
product of the project the sponsor, client or
3. Other project records customer.‖

1. Performance reporting
2. Project Reports
3. Project Presentations


Tools & Techniques
• Performance-reporting
• Project reports
• Project Presentations

Inputs
• Performance measurement Outputs
documentation • Project archives
• Documentation of the • Formal acceptance
product of the project • Lessons learned
• Other project records



Inputs
• Performance-measurement documentation –
All documentation produced to record and
analyze project performance, including the
planning documents which established the
framework for performance measurement
• Documentation of the product of the project
– Documents produced to describe the product
• Other project records



Tools & Techniques
Performance-reporting tools and techniques

Outputs
• Project archives – Complete set of indexed project
records

• Formal acceptance – Documentation that
demonstrates that the client or sponsor has accepted
the product of the project

• Lessons learned


Sample Closing Activities
• Ensuring a record of lessons learned is developed,
documented, and made available for future projects
• Verifying acceptance of products or services
• Collecting all required project records
• Determining if final products meet specifications
• Assessing the quality, correctness, and completeness
of all formal project acceptance documents
• Give performance appraisals and assist in the
planned transfer of personnel to other projects or
positions
• Other?

Communication Flow
Commitment to Approach to
executing project executing project
Start
Initiating Planning
Coordinating
Processes Processes
people and
other resources
Controlling Executing
Processes Processes
Monitoring, measuring, and
taking corrective action Closing Formal product
Operations
Processes acceptance and
end of project

Exercise 7-1
Process Group Allocation

• Allocate the processes and activities to
the correct process group


Questions/Opinions on
Processes

• Most important processes?
• Least important?
• Missing?
• Other questions?


Units 3–7 Summary
• Identified the role of each process group
• Identified the inputs and outputs of core
processes
• Listed the major tools and techniques used in
core processes of each process group
• Described facilitating processes
• Recognized and allocated processes and
activities to their correct process group


UNIT 8:
ORGANIZATIONAL
IMPACTS


Unit 8: Organizational
Impacts

• Describe how different organizational
approaches can impact the process and
effectiveness of project management


HR Requirements

• PM position descriptions
• Reward system congruence
• Career paths
• Competency models
• Training and development opportunities
• Certification


Functional Organization


Discussion Question

• In your opinion, what advantages and
potential disadvantage does
this type of organizational structure
foster?


Potential Advantages

• Clear reporting relationships
• Highly specialized expertise
• Homogeneous group
• Drive for technical excellence


Potential Issues
• Project boundaries limited to discipline
• Barrier to customer influence and satisfaction
• Employee development opportunities limited
• Project manager dependent on personal influence
• Hierarchical decision and communication
processes
• Overwork technical issues versus build to standard
• Fosters part-time roles


Weak Matrix


Balanced Matrix


Strong Matrix


Projectized Organization


Composite Organization


Projectized Organization
Discussion Question

• Based on your experience, what
potential advantages and disadvantage
does this type of organizational
approach foster?


Project-Based Organization
Potential Advantages
• Strong project manager role
• Full-time administrative staff
• Clear accountability
• Fosters co-location
• Improved focus
• Cost and performance tracking
• Decision-making
• Customer relationships
• Common processes

Project-Based Organization
Potential Issues

• Lessening of employee’s ―profession‖ identity
• Reduced focus on technical competence
• Leadership by the nontechnically skilled
• Focus on administrative work versus technical
• Devaluing of functional managers
• Process versus deliverable emphasis


Structure Influence on
Projects


Exercise 8-1
Organizational Impacts

• If you were given authority for a day and
tasked to improve project management
in your organization, what changes
would you make:
 To the organization structure and delegation of
responsibilities?
 To your role (no major promotions, please)?


Summary

Reviewed how organizational approaches
can impact the effectiveness of
project management
 Functional organization
 Matrix organization
 Project-based organization


UNIT 9:
OVERVIEW OF
KNOWLEDGE
AREAS


Unit 9: Overview of
Knowledge Areas

• Identify and describe the nine knowledge
areas
• Identify your current development needs and
strengths
in the processes in each knowledge area


Overview of Knowledge Areas

Scope
Cost Integration Time
Human Resources
Communications
Risk
Procurement

Quality


Project Integration
Management
―A subset of project management that
includes the processes required to
ensure that the various elements of the
project are properly coordinated.‖

• Project plan development
• Project plan execution
• Overall change control

The Integration Challenge
Software Product Development Example
Proposal Overlapped phases can yield cost
Request and schedule benefits but add to
the integration challenge
Proposal
Phase
Requirements Analysis
Phase

General Design Phase

Detailed Design Phase

Code and Debug


Characteristics of Effective
Integration
• Overlapped processes
• Effective change control and communication
systems
• Reduced development time and cost
• Early and ongoing involvement of all stakeholders
• Early visibility of results
• Early problem identification and resolution
• Use all relevant expertise at earliest meaningful
time

Project Integration
Management

Processes required to properly coordinate
the various elements of the project

• Project Plan Development
• Project Plan Execution
• Overall Change Control


Project Scope Management
―Includes the processes required to ensure
that the project includes all of the work
required, and only the work required to
complete the project successfully.‖
• Initiation
• Scope planning
• Scope definition
• Scope verification
• Scope change control

Scope Management

Processes used to identify all the work
required to successfully complete the project
• Initiation
• Scope Planning
• Scope Definition
• Scope Verification
• Scope Change
Control

Key Scope Concepts
• Configuration Management
 A mechanism to track budget, schedule variances, and
deliverable versions

• Specification
 A precise definition of a physical item, procedure, service, or
result for the purpose of purchase and/or implementation of an
item or service

• Sources of Scope Change
 Variation in government regulations
 Failure to include a required feature in the design of the product
 Customers who change their minds about the desired nature of
the deliverable


Key Scope Concepts
(continued)
• A deliverable-oriented grouping of
process elements that organizes and
defines the total scope of the project
• Each descending level represents an
increasingly detailed definition of a
project component
• Project components may be products or
services

Project Time Management
• Definition
 A subset of project management that includes the
processes required to ensure timely completion
of the project

• Processes
 Activity definition
 Activity sequencing
 Activity duration estimating
 Schedule development
 Schedule control


Time Management
Processes required to ensure the
project is completed on time
• Activity Definition
• Activity Sequencing
• Activity Duration
Estimating
• Schedule Development
• Schedule Control


Purpose of Scheduling
Processes
• Illustrates interdependence of project
activities, work packages, and
work units
• Monitors and controls timing of project
work
• Guides the allocation of resources
• Drives personnel availability issues and
activities

Remodel Kitchen WBS


Kitchen Remodeling
ID Task Name Dur -3 -2 -1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
1 1 DESIGN 10d

2 1.1 SELECT DESIGNER 3d

3 1.2 CREATE PLANS 5d

4 1.3 SELECT CONTRACTOR 2d

5 2 PURCHASING 6d
6 2.1 PURCHASE APPLIANCES 6d

7 3 CARPENTERS 15d

8 3.1 TEAR OUT 3d

9 3.2 CHANGE WALLS 4d

10 3.3 INSTALL NEW CABINETS 3d
11 3.4 INSTALL SINK 1d

12 3.5 INSTALL DISHWASHER 2d

13 3.6 INSTALL FLOOR 2d

14 3.7 FINISH AND CLEANUP 1d

15 4 ELECTRICAL 3d
16 4.1 WIRING 2d

17 4.2 INSTALL LIGHTS 1d

18 5 MECHANICAL 2d

19 5.1 INSTALL PIPING 2d
20 6 READY FOR DINNER 1d


Kitchen Remodeling
Forward Pass - Early Dates
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99
ID Task Name Dur ES Date EF Date S S M T W T F S S M T W T F S S M T W T F S S M T W T F
1 DESIGN 10d
2 SELECT DESIGNER 3d
3 CREATE PLANS 5d
4 SELECT CONTRACTOR 2d
5 PURCHASING 6d
6 PURCHASE APPLIANCES 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
10 INSTALL NEW CABINETS 3d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
14 FINISH AND CLEANUP 1d
15 ELECTRICAL 3d
16 WIRING 2d
17 INSTALL LIGHTS 1d
18 MECHANICAL 2d
19 INSTALL PIPING 2d
20 READY FOR DINNER 1d


Kitchen Remodeling
Backward Pass - Late Dates
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Mar
ID Task Name Dur LS Date LF Date F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
3 CREATE PLANS 5d
5 PURCHASING 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d
13 INSTALL FLOOR 2d
15 ELECTRICAL 3d
16 WIRING 2d
18 MECHANICAL 2d


Kitchen Remodeling
Total Float
Feb 28, '99 Mar 7, '99 Mar 14, '99 Mar 21, '99 Ma
ID Task Name Dur ES Date EF Date LS Date LF Date T Float T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S
1 DESIGN 10d
3 CREATE PLANS 5d
5 PURCHASING 6d
7 CARPENTERS 15d
8 TEAR OUT 3d
9 CHANGE WALLS 4d
11 INSTALL SINK 1d
12 INSTALL DISHWASHER 2d Total Float = Late Finish Date – Early Finish Date
13 INSTALL FLOOR 2d
15 ELECTRICAL 3d
16 WIRING 2d
18 MECHANICAL 2d


Kitchen Remodeling
Summary
ID Task Name Dur ES Date EF date LS Date LF Date T Float 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
1 DESIGN 10d 1 10 1 10 0d

2 SELECT DESIGNER 3d 1 3 1 3 0d

3 CREATE PLANS 5d 4 8 4 8 0d

4 SELECT CONTRACTOR 2d 9 10 9 10 0d
Float
5 PURCHASING 6d 9 14 12 17 3d
6 PURCHASE APPLIANCES 6d 9 14 12 17 3d

7 CARPENTERS 15d 11 25 11 25 0d

8 TEAR OUT 3d 11 13 11 13 0d

9 CHANGE WALLS 4d 14 17 14 17 0d

10 INSTALL NEW CABINETS 3d 18 20 18 20 0d
11 INSTALL SINK 1d 21 21 22 22 1d

12 INSTALL DISHWASHER 2d 21 22 21 22 0d

13 INSTALL FLOOR 2d 23 24 23 24 0d

14 FINISH AND CLEANUP 1d 25 25 25 25 0d

15 ELECTRICAL 3d 18 20 20 22 2d
16 WIRING 2d 18 19 20 21 2d

17 INSTALL LIGHTS 1d 20 20 22 22 2d

18 MECHANICAL 2d 18 19 19 20 1d

19 INSTALL PIPING 2d 18 19 19 20 1d
20 READY FOR DINNER 1d 26 26 26 26 0d


Project Cost Management
―… the processes required to ensure
that the project is completed within the
approved budget.‖
• Resource planning
• Cost estimating
• Cost budgeting
• Cost control


Cost Management

Processes required to ensure the project
is completed within the approved budget
• Resource
Planning
• Cost Estimating
• Cost Budgeting
• Cost Control


One Performance Measurement

• Earned Value
 Budgeted Cost of Work Performed (BCWP)

• Related Terms
 Budgeted Cost of Work Scheduled (BCWS)
 Actual Cost of Work Performed (ACWP)
 Budget at Completion (BAC)


Cumulative Status Display


Variances

• Schedule Variance (SV) = BCWP –
BCWS
• Cost Variance (CV) = BCWP – ACWP
• Time Variance (TV) = STWP – ATWP


What Is the SV?


What Is the CV?


What Is the Time Variance?


Project Quality Management

―A subset of project management that
includes the process required to ensure
that the project will satisfy the needs for
which it was undertaken.‖
• Quality planning
• Quality assurance
• Quality control


Quality Management

Processes required to ensure the project will
satisfy customer requirements

• Quality Planning
• Quality
Assurance
• Quality Control


Project HR Management

―… the processes required to make the
most effective use of the people
involved with the project.‖
• Organizational planning
• Staff acquisition
• Team development

Human Resource
Management
Processes required to make effective use
of the people involved with the project

• Organizational Planning
• Staff Acquisition
• Team Development


Responsibility Chart
PERSON ...
A B C D E F
PHASE
Requirements S R A P P

Functional S A P P

Design S R A I P

Development R S A P P

Testing S P I A P

P = Participant A = Accountable R = Review required
I = Input required S = Sign-off required


Responsibility Chart
Characteristics
• Work Package Level
• Components
 WBS activity
 Responsible organization
 Responsible position title or person
 Type of responsibility
 Approving authority
 Prime implementation accountability
 Support
 Notification


Exercise 9-1
Responsibility Allocation

• Using the handout in your manual,
complete the responsibility matrix for
your project
• Discuss with a classmate the
effectiveness of the allocation of
responsibility and authority depicted


Project Risk Management
―… the processes concerned with
identifying, analyzing, and responding to
project risk.‖
• Risk identification
• Risk quantification
• Risk response development
• Risk response control


Risk Management

Processes required to effectively identify, analyze,
and respond to project risks
• Risk Management Planning
• Risk Identification
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Risk Response Planning
• Risk Response Monitoring and
Control


Risk Decision Tree


Exercise 9-2
Risk Assessment

• Construct a risk assessment tree for a
critical decision on your project
• If your original project selection does not
lend itself to this exercise, feel free to
substitute another project


Project Communications
Management
―… the timely and appropriate
generation, collection, dissemination,
storage, and ultimate disposition of
project information.‖
• Communications planning
• Information distribution
• Performance reporting
• Administrative closure

Communications
Management
Processes required to ensure timely and appropriate
development, collection dissemination, storage, and
ultimate disposition of project information
• Communications
Planning
• Information Distribution
• Performance Reporting
• Administrative Closure

Project Procurement
Management
―… includes the processes required to acquire
goods and services from outside the
performing organization.‖
• Procurement planning
• Solicitation planning
• Solicitation
• Source selection
• Contract administration
• Contract closeout

Procurement Management
Processes required to acquire goods and services
from outside the organization
• Procurement Planning
• Solicitation Planning
• Solicitation
• Source Selection
• Contract
Administration
• Contract Close-Out

Summary

• Identified and described the nine
knowledge areas and the core
processes in each
• Allocated typical processes and
activities to their appropriate knowledge
area


UNIT 10:
PROJECT
MANAGER ROLES


Unit 10: Role of the
Project Manager
Identify, in your environment, the most
critical project manager:
• Roles
• Responsibilities
• Interpersonal skill requirements
• Your knowledge area gaps and strengths


Project Manager Roles
 Decision-maker  Manager
 Coach  Sales person
 Communication channel  PM expert
 Encourager  Facilitator

 Power broker  Behavior model

 Disciplinarian  Other?


Project Manager
Responsibilities
• Project plan implementation
• Achievement of objectives
• Project integration
• Communications
• Stakeholder relations
• Change management system
• Priority establishment and maintenance

More Responsibilities
• Staff acquisition, retention, and motivation
• Selection and use of PM tools and techniques
• Compliance with regulations, state and federal
laws, and organization policies and procedures
• Resolving team conflicts
• Negotiating win/win solutions
• Deliver the project on time and within budget
• Other?


Skill and Knowledge
Requirements The Project
Management
Body of Knowledge

Generally Accepted
Project Management
Knowledge and Practice

General
Management Application
Knowledge Area Knowledge
and Practice and Practice

This figure is a conceptual view of these
relationships. The overlaps shown are not proportional.

Competency can be
defined as …

• A qualification equal to a position
requirement,
or
• Capacities one must possess to perform
satisfactorily in a position.


Success depends on
your …
• Knowledge
• Behaviors
• Attitude
• Organizational environment
• Project environment
• Fit
• Self-knowledge and ability to adjust

One Emerging Operating
Style

―We will need scroungers, tinkerers,
masters of the extemporaneous,
and those who can make it happen,
regardless of the rules,
the odds, or the inevitable second
guess.‖*
* Project Management Handbook, by David I. Cleland and William R. King


Exercise 10-1
Project Manager Interpersonal
Skills

• Use the handout to assess the
interpersonal skills required to manage
a project successfully in your
organization; then assess your skills,
and identify skill gaps and strengths


Recognizing a Successful
Project Manager
• Meets cost, schedule, technical, and
mission objectives
Plus
• Attains high levels of satisfaction and
perception of project success from:
 Client
 Sponsor
 Users
 Team


Example of an Organization
Competence Assessment
Tool
• CMM™ background
• Levels of Software Engineering Maturity
Model
 Basic
 Repeatable
 Defined
 Managed
 Optimized


Why Reading Your
Environment Is Important
Assessments reveal:
• Fit between you, the organization, and the project
• Your development needs and strengths
• PM strategies most likely to be successful
• PM strategies to be avoided
• Guide for tools and techniques selection
• Guide your performance expectations of self and others
And They:
• Influence your own management style


Exercise 10-2
PM Knowledge Needs Assessment

• Complete the exercise in your manual, and
then discuss the implications with a classmate
• Identify knowledge gaps, strengths, and
possible developmental activities including:
 Growth assignments
 Seminars
 Self-study
 Degree programs
 Other?


PM Knowledge Needs Assessment
Discussion Question

What did you learn from this exercise
about:
• Yourself?
• Your project?
• Your organization?
• Your future?

A Framework for Project
Management
Seminar Summary
1. Introduction and Key Concepts
2. Project Life Cycle Models
3. Initiating Projects
4. Planning Projects
5. Executing Projects
6. Controlling Projects
7. Closing Projects
8. Organizational Impacts
9. Overview of Knowledge Areas
10. Role of the Project Manager

End

• Please complete the seminar evaluation
form before leaving.
• Thank you for your participation!


PROFESSIONAL
RESPONSIBILITY


Outline of Lecture
• Responsibilities to the Profession
• Compliance with Rules
& Policies
• Candidate/Certificant Professional Practice
• Advancement of the Profession
• Responsibilities to Customers
& the Public
• Qualifications, Experience & Performance of
Professional Services
• Conflict of Interest Situations & Other Prohibited
Professional Conduct

Responsibilities to the
Profession

• Compliance with all Organization Rules
and Policies
• Candidate/Certificant Professional
Practice
• Advancement of the Profession


Compliance with Rules
& Policies
• Provide accurate & truthful information directly or
indirectly related to all aspects of the PMI
Certification Program
• Upon a reasonable & clear factual basis, report
possible violations of the PMP Code of Professional
Conduct
• Cooperate with PMI concerning ethics violations and
the collection of related information
• Disclose to clients, customers, owners or contractors,
significant circumstances that could be construed as
a conflict of interest or an appearance of impropriety

Candidate/Certificant
Professional Practice

• Provide accurate, truthful advertising and
representation concerning qualifications,
experience and performance of services
• Comply with laws, regulations and ethical
standards governing professional practice in
the state/province and/or country when
providing project management services


Responsibilities to Customers
& the Public

• Qualifications, Experience &
Professional Services
• Conflict of Interest Situations & Other
Prohibited Professional conduct


Qualifications, Experience &
Performance of Professional Services

• Provide accurate and truthful representations
to the public in advertising, public statements
and in the preparation of estimates of costs,
services, and expected results
• Maintain & satisfy the scope and objectives of
professional services, unless otherwise
directed by the customer
• Maintain and respect the confidentiality of
sensitive information obtained in the course
of professional activities or otherwise where a
clear obligation exists

Conflict of Interest Situations & Other
Prohibited Professional Conduct

• Ensure that a conflict of interest does not
compromise legitimate interest of a client or
customer, or influence/interfere with
professional judgments
• Refrain from offering or accepting
inappropriate payments, gifts or other forms
of compensation for personal gain, unless in
conformity with applicable laws or customs of
the country where project management
services are provided

Project Managment Framework

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