Advanced Project Management Project Organization and Integration;
Project Proposal
Project Contract
Project Charter
Elicitation of Project Requirements and Specifications
Project Statement of Work
Project Scope Statement
Project Work Breakdown Structure
Scope Creep, Control and Verification
Project Change Management
Project Integration Management
In this business analysis training session, you will learn introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
Project Management Discipline
Start and End date, allocated budget and available resources
Dedicated Stakeholders
Informed and Knowledgeable End user
Empowered Project Office personnel
Strict documentation
Change management and risk mitigating process
Estimation process for additional or in-scope deliverables
PLANNING, CONTROLLING AND MANAGING.
Online PMP Training Material for PMP Exam - Cost Management Knowledge AreaGlobalSkillup
Cost Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaGlobalSkillup
Scope Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Advanced Project Management PM Processes and Framework
PM Framework and Integration
Key Definitions
Accountability
Acceptance of success or failure
Responsibility
Assignment for completion of specific event or activity
Authority
Right of an individual to make necessary decisions required to achieve his objectives or responsibility
Power
Granted to an individual by the subordinates, peer and is a measure of their respect for the individual
Introduction
Meeting Objectives
Project Oriented Industries
Project Manager, Power and Authority
PM Discipline
Managing your Stake Holders
Talk the Talk and Walk the Walk
Communication
Project Closure
Advanced Project Management Project Organization and Integration;
Project Proposal
Project Contract
Project Charter
Elicitation of Project Requirements and Specifications
Project Statement of Work
Project Scope Statement
Project Work Breakdown Structure
Scope Creep, Control and Verification
Project Change Management
Project Integration Management
In this business analysis training session, you will learn introduction to Business Analysis. Topics covered in this course are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
Project Management Discipline
Start and End date, allocated budget and available resources
Dedicated Stakeholders
Informed and Knowledgeable End user
Empowered Project Office personnel
Strict documentation
Change management and risk mitigating process
Estimation process for additional or in-scope deliverables
PLANNING, CONTROLLING AND MANAGING.
Online PMP Training Material for PMP Exam - Cost Management Knowledge AreaGlobalSkillup
Cost Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Online PMP Training Material for PMP Exam - Scope Management Knowledge AreaGlobalSkillup
Scope Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Advanced Project Management PM Processes and Framework
PM Framework and Integration
Key Definitions
Accountability
Acceptance of success or failure
Responsibility
Assignment for completion of specific event or activity
Authority
Right of an individual to make necessary decisions required to achieve his objectives or responsibility
Power
Granted to an individual by the subordinates, peer and is a measure of their respect for the individual
Introduction
Meeting Objectives
Project Oriented Industries
Project Manager, Power and Authority
PM Discipline
Managing your Stake Holders
Talk the Talk and Walk the Walk
Communication
Project Closure
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
Online PMP Training Material for PMP Exam - StakeholderManagement Knowledge AreaGlobalSkillup
Stakeholder Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
In the age of Digital everything, organizations are looking to increase their "speed" and "velocity" which often leads to the integration of more partners rather than less. This presentation delivers an introduction to using the ISACA Publication "Vendor Management: Using COBIT 5" to assist organizations in delivering an effective Vendor solution.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
In this Business Analysis Training session you will learn, Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
Current Trends in BA
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
In this Business Analysis training session, you will learn about Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
In this business analysis training, you will learn Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
In this SDLC Training for Business Analysts, you will learn about:
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
For more information, click here:
https://www.mindsmapped.com/courses/business-analysis/sdlc-training-for-business-analysts/
Fundamentals of SDLC for Business AnalystsVeneet-BA
In this session, you will learn Fundamentals of SDLC for Business Analysts. Topics covered in this course are:
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
For more information, visit here:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-sdlc-for-business-analysts/
In this Business Analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
In this Business Analysis training session, you will learn about basics of Business Analysis. Topics covered in this session are:
• Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
• Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
In this business analysis training session, you will learn about SDLC. Topics covered in this course are:
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this Business Analysis Training session you will learn, Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
The Business Analysis Planning and Monitoring knowledge area describes the process of how a business analyst determines which activities will be needed to complete the business analysis effort.
Online PMP Training Material for PMP Exam - StakeholderManagement Knowledge AreaGlobalSkillup
Stakeholder Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
In the age of Digital everything, organizations are looking to increase their "speed" and "velocity" which often leads to the integration of more partners rather than less. This presentation delivers an introduction to using the ISACA Publication "Vendor Management: Using COBIT 5" to assist organizations in delivering an effective Vendor solution.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
In this Business Analysis Training session you will learn, Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
Current Trends in BA
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
In this Business Analysis training session, you will learn about Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
In this business analysis training, you will learn Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
In this SDLC Training for Business Analysts, you will learn about:
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
For more information, click here:
https://www.mindsmapped.com/courses/business-analysis/sdlc-training-for-business-analysts/
Fundamentals of SDLC for Business AnalystsVeneet-BA
In this session, you will learn Fundamentals of SDLC for Business Analysts. Topics covered in this course are:
Introduction to SDLC
Requirement Analysis
Design Phase
Development Phase
Testing Phase
Release & Maintenance
Current Trends in BA
For more information, visit here:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-sdlc-for-business-analysts/
In this Business Analysis training session, you will learn about Introduction to Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
In this Business Analysis training session, you will learn about basics of Business Analysis. Topics covered in this session are:
• Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
• Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
In this business analysis training session, you will learn about SDLC. Topics covered in this course are:
Introduction to SDLC
• Requirement Analysis
• Design Phase
• Development Phase
• Testing Phase
• Release & Maintenance
• Current Trends in BA
To know more, visit this link: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-hands-on-practice-with-real-life-templates/
In this Business Analysis Training session you will learn, Requirement Elicitation Techniques. Topics covered in this session are:
• Requirements Engineering
• Project Scope
• Landscape of Requirements
• Properties of Requirements
• Types of Requirements
• Stakeholder
• Requirements Elicitation
• Techniques
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
In this Business Analysis Training, you will learn basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and Necessary Skills for a Business Analyst
• Current Trends in BA
For more information, click on this link:
https://www.mindsmapped.com/courses/business-analysis/fundamentals-of-business-analysis/
In this Business Analysis Training session you will learn, SDLC. Topics covered in this session are:
SDLC
• Waterfall-Sequential
• Prototyping
• Spiral-Evolutionary
• Rational Unified Process (RUP)-Iterative
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
In this Business Analysis Training session, you will learn, basics of Business Analysis. Topics covered in this session are:
Introduction to Business Analysis
• What is a Project?
• Business Process – What and Why?
• Who is a Project Manager?
• Who is a Business Analyst?
• What is Business Analysis and why is it important?
• Roles, Responsibilities and necessary Skills for a Business Analyst
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/foundation-level-business-analyst-training/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
5. Page 5Classification: Restricted
Project Management Plan
• Integrates and consolidates all of the subsidiary management plans
and baselines from the planning processes.
• Includes but not limited to:
Project management processes selected by the project
management team.
Level of implementation of each selected process.
Descriptions of tools & techniques
How the selected processes will be selected to manage the specific
project
• How work will be executed to accomplish objectives
• A change management plan
9. Page 9Classification: Restricted
Project Scope Vs. ProductScope
• Project Scope: The work that needs to be accomplished to deliver a
product, service, or result with the specified features and functions
• Product Scope: The features and functions that characterize a
product, service, or result
11. Page 11Classification: Restricted
Plan Scope Management
• The process of creating a scope management plan that documents
how the project scope will be defined, validated and controlled.
• It provides guidance on how scope will be managed throughout the
project.
13. Page 13Classification: Restricted
Project Scope Management Plan
• Part of Develop Project Management Plan
• The outcome of a planning effort that precedes performing the
processes of project scope management
• Documents how the scope will be defined, verified, controlled, and
how the work breakdown structure (WBS) will be created and
defined.
• Can be formal or informal depending on needs of the project.
14. Page 14Classification: Restricted
It Includes:
• Processes for:
–Detailing the project scope statement.
–WBS creation, maintenance, and approval.
–Formal verification and acceptance of the completed project
deliverables.
–Control how requests to change the detailed project scope
statement will be processed.
15. Page 15Classification: Restricted
Requirements Management Plan (RQM)
• A Plan that documents how requirements will be analyzed, document
and managed (tracked, reported, prioritized…) throughout the project life
cycle.
16. Page 16Classification: Restricted
Requirements Management Plan (RQM) Components
• How Requirement activities will be planned, tracked and reported
• Configuration Management Activities
• Requirements Prioritization Process
• Product Metrics
• Traceability Structure
19. Page 19Classification: Restricted
Collect Requirement
• The process of defining and documenting stakeholders’ needs to meet
project
objectives.
• Requirements include the quantified and documented needs and
expectations of the sponsor, customer, and other stakeholders.
• WBS, cost, schedule and quality planning are all built upon these
requirements.
• Need to be elicited, analyzed, and recorded in enough detail to be
measured once project execution begins
• Project Requirements include business requirements, project
management
requirements, delivery requirements, etc.
• Product Requirements include information on technical requirements,
security requirements, performance requirements, etc.
21. Page 21Classification: Restricted
Interviews
• Talking to stakeholders directly.
• Asking questions and recording answers
• “One-on-one”, or multiple interviewers and/ or interviewees.
• Interviewing:
Experienced participants
Stakeholders
Subject matter experts
22. Page 22Classification: Restricted
Focus Groups
• Bring together prequalified stakeholders and subject matter experts.
• Trained moderator guides the group through an interactive
discussion.
• More conservational than one-on-one
23. Page 23Classification: Restricted
Facilitated Workshops
• Focused sessions that bring key cross-functional stakeholders
together to define product requirements
• Helps in building trust, foster relationships, and improve
communication.
• Reveal and resolve issues more quickly than individual sessions.
• Examples: Joint Application Development (JAD) & Quality Function
Deployment (QFD)
24. Page 24Classification: Restricted
Group Creativity Techniques
• Brainstorming. A technique used to generate and collect multiple ideas
related to project
and product requirements.
• Nominal group technique. This technique enhances brainstorming with
a voting process used to rank the most useful ideas for further
brainstorming or for prioritization.
• The Delphi Technique. A selected group of experts answers
questionnaires and provides feedback regarding the responses from
each round of requirements gathering. The responses are only available
to the facilitator to maintain anonymity
• ldea/mind mapping. Ideas created through individual brainstorming are
consolidated into a single map to reflect commonality and differences in
understanding, and generate new ideas.
• Affinity diagram. This technique allows large numbers of ideas to be
sorted into groups for review and analysis.
27. Page 27Classification: Restricted
Questionnaires & Surveys
• Written sets of questions.
• Aim to quickly accumulate information from a broad group of
respondents.
• Most appropriate with broad audience, when quick turnaround is
needed, and where statistical analysis is appropriate.
28. Page 28Classification: Restricted
Observations
• Viewing user performance
• Also called “Job shadowing”
• Helpful for detailed processes when people that use the product have
difficulty or reluctant to articulate their requirements
• Can uncover hidden requirements
29. Page 29Classification: Restricted
Prototypes
• Provide a working model of the expected product before actually
building it.
• Support the concept of progressive elaboration through use of
iterative cycles of mock-up creation, user experimentation, feedback
generation and prototype revision.
30. Page 30Classification: Restricted
Benchmarking
• Involves comparing actual or planned practices, such as processes
and operations, to those of comparable organizations to identify best
practices, generate ideas for improvement, and provide a basis for
measuring performance.
• Compared organizations can be external or internal.
31. Page 31Classification: Restricted
Context Diagrams
• Visually depict the product scope
by showing a business system
(process, equipment, computer
system…etc.), and how people and
other systems (actors) interact
with it.
• Context diagrams show inputs to
the business system, the actor(s)
providing the input, the outputs of
the business system, and the
actor(s) receiving the output.
32. Page 32Classification: Restricted
Requirements Documentation
• The document including the stakeholders’ requirements to meet the
business need for the project.
• Usually starts at a high level and then gets elaborated within the life
cycle of the project and according to the RQM
33. Page 33Classification: Restricted
Requirements Documentation Elements
• Business need or opportunity
• Functional requirements and non functional requirements
• Quality requirements
• Acceptance criteria
• Business rules
• Impacts to other organizational areas, and other entities inside or
outside
the performing organization
• Support and training requirements
• Requirements assumptions and constraints
34. Page 34Classification: Restricted
Requirements Traceability Matrix
• A tool that links project objectives to requirements to deliverables to
product features.
• The structure and level of details of the traceability matrix to be used
shall be documented in the RQM as different projects can use different
structures of traceability.
• This tool can be as simple as a table or as complex as a software
program.
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Requirements Traceability Matrix Contents
• Business needs, opportunities, goals, and objectives
• Project objectives
• Project scope, WBS deliverables
• Product design
• Product development
• Test strategy and test scenarios
• High level requirements to more detailed requirements
39. Page 39Classification: Restricted
Define Scope
• The process of developing a detailed description of the project and
the product
• Critical to project success.
• Builds upon the major deliverables, assumptions, and constraints
documented in the project initiation.
42. Page 42Classification: Restricted
Alternatives Identification
• A technique to generate different approaches to execute and perform the
work of the project.
• Includes techniques such as:
Brainstorming
Lateral thinking
Pair wise comparison
43. Page 43Classification: Restricted
Project Scope Statement
• The project scope statement describes in details the project
deliverables, and the work required to create those deliverables.
Common understanding among stakeholders,
Enables more detailed planning,
Guides the project team’s work during execution,
Provides the baseline for evaluating changes.
45. Page 45Classification: Restricted
Constraints & Assumptions
• Constraints
• Applicable restrictions that will affect the performance of the project.
• Factors that affect a scheduled activity or when an activity can be
scheduled.
• Assumptions
• Are factors that, for planning purposes, are considered to be true, real, or
certain.
• Affect all aspects of project planning.
• Part of the project’s progressive elaboration.
• Generally involve a degree of RISK.
• Must be identified, documented and validated.
48. Page 48Classification: Restricted
Create WBS
• The process of subdividing project deliverables and project work into
smaller, more manageable components.
• WBS is a deliverable-oriented hierarchical decomposition of the work to
be executed by the project team to accomplish the project objectives,
and create the required deliverables.
• Each descending level represents an increasingly detailed definition of
the project work.
• Organizes and defines the total scope of the project.
52. Page 52Classification: Restricted
Decomposition
• Subdivision of project deliverables into smaller, more manageable
components until the work and deliverables are defined to the work
package level.
• The level of composition varies per deliverable/ phase with the size
and complexity of project.
53. Page 53Classification: Restricted
Work Package
• The “Work Package” level is the lowest level in the WBS.
• Work Package is the point at which the cost and activity duration can
be reliable, estimated and packaged.
54. Page 54Classification: Restricted
Decomposition Involves
• Identifying deliverables and related work.
• Structuring and organizing the WBS.
• Decomposing upper levels into lower level detailed components.
• Developing and assigning identification codes.
• Verifying that the degree of decomposition is necessary and
sufficient.
57. Page 57Classification: Restricted
WBS Dictionary
• A document generated by the “Create WBS” process that supports
the WBS.
• Provides more detailed description of the components in the WBS.,
including work packages and control accounts.
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WBS is not
• Organizational Breakdown Structure (OBS)
• Bill Of Materials (BOM)
• Risk Breakdown Structure (RBS)
• Resource Breakdown Structure (RBS)
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Plan Schedule Management
• The process of establishing policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project
schedule.
• The key benefit of the process is that it provides guidance and
direction on how the project schedule will be managed throughout
the project.
65. Page 65Classification: Restricted
Schedule Management Plans
• A component of the project management plan.
• Establishes the criteria and activities for developing, monitoring, and
controlling the schedule.
• Can be formal or informal
• Can be highly detailed or broadly defined based on the needs of the
project
66. Page 66Classification: Restricted
Schedule Management Plans
• Can include the following:
Project schedule model development
Level of accuracy
Units of measure
Organizational procedures links
Project schedule management
maintenance
Control schedule
Rules of performance measurement
Reporting formats
Process description
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Define Activities
• The process of identifying the specific actions to be performed to
produce the project deliverables.
• Decomposed from the “work packages” at the WBS.
• Activities are the smaller components that represent the work
necessary to complete the work package.
• Activities provide basis for estimating, scheduling, executing, and
monitoring and controlling the project work.
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Activity List
• A comprehensive list including all schedule activities required for the
project.
• Includes:
• Activity identifier
• Description of each activity
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Precedence Diagramming Method (PDM)
• Also known as Activity-On-Node
• Activities are represented in
boxes (Nodes), and arrows show
dependencies
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Dependencies Relationships
• Use the following Rule of Thumb to understand the relationships
better:
• Activity A should _ _ _ _ _ _ Before activity B can _ _ _ _ _ _
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Applying Leads & Lags
• Lead: The overlapping time
• Lag: The waiting time
• Float/ Slack: The time an
activity can be delayed (wait)
without affecting the project
finish date
• A lead allows an acceleration of
the successor activity.
• A lag directs a delay in
the successor activity.
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Estimate Activity Durations
• Approximating the number of work periods needed to complete
individual
activities with estimated resources.
• Uses information on:
Activity scope of work
Required resource types
Estimated resource quantities
Resource calendar
• Progressively elaborative
• Takes elapsed time into account
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Activity Optimistic Duration
• The total number of work periods in calendar units assigned to
perform the schedule activity, considering all of the variables that
could affect performance, and is determined to be the shortest
possible activity duration
• It is determined by answering the question
• How long will it take in the best case scenario?
97. Page 97Classification: Restricted
Activity Pessimistic Duration
• The total number of work periods in calendar units assigned to
perform the schedule activity, considering all of the variables that
could affect performance, and is determined to be the longest
possible activity duration
• It is determined by answering the question
• How long will it take in the worst case scenario?
98. Page 98Classification: Restricted
Activity Most LikelyDuration
• The total number of work periods in calendar units assigned to perform
the schedule activity, considering all of the variables that could affect
performance, and is determined to be the most probable activity
duration
• It is determined by answering the question:
• How long will it most likely take?
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Estimates Certainty
• Confidence level in the value is approximately 50%
• Confidence level in the value + SD is approximately 85%
• Confidence level in the value + 1.645 ×SD is approximately 95%
• Confidence level in the value + 2 ×SD is approximately 98%
• Confidence level in the value + 3 ×SD is approximately 99.9%
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Heading 1
• See that the question says that Duration Uncertainty is Pessimistic minus
Optimistic in other words P-O. We know that SD is (P-O ) / 6 , thus SD is
"duration Certainty " / 6
• Thus For Path 1:
• SD = 18/6 = 3
• Variance = 3*3 = 9
• For path 2:
• SD = 24 /6 = 4
• Variance = 4*4 = 16
• Total Path Variance = 16 + 9 = 25
• Sqrt (25) = 5
• Meaning (P-O) / 6 = 5
• (p-O) = 5 * 6
• DURATION UNCERTAINTY = 30
106. Page 106Classification: Restricted
Schedule Uncertainty & Risk AnalysisProcess
• Schedule risk analysis uses information about the uncertainty of
activity durations to help answer the following questions:
• What is the likelihood of finishing project as scheduled?
• How much contingency is needed to establish a completion date
with a
probability of success that is acceptable to the stakeholders?
• Which activities are the most likely to delay the project?
• What actions can be taken to control risks in the schedule?
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Critical Path
• The longest path from the beginning to the end of the project. Activities
on the critical path cannot be delayed without delaying the project.
• There can be more than one critical path (riskier)
• Project Manager should focus on critical path.
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Develop Schedule
• The process of analyzing activity sequences, durations, resource
requirements, and schedule constraints.
• Provides specific start and end dates for activities.
• Iterative process.
118. Page 118Classification: Restricted
Develop Schedule
• Resource Smoothing. A technique that adjusts the activities of a
schedule model such that the requirements for resources on the project
do not exceed certain predefined resource limits. In resource smoothing,
as opposed to resource leveling, the project’s critical path is not changed
and the completion date may not be delayed. In other words, activities
may only be delayed within their free and total float. Thus resource
smoothing may not be able to optimize all resources.
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What-If Scenario Analysis
• An analysis of the question “what if the situation represented by
scenario ‘X’ happens”.
• Can be used to assess the feasibility of the schedule under adverse
conditions, and in preparing contingency and response plans.
120. Page 120Classification: Restricted
Schedule Compression
• Fast Tracking- A schedule compression technique in which phases or
activities normally performed in sequence are performed in parallel. It
can result in rework and increased risks.
• Crashing- A schedule compression technique in which cost and schedule
tradeoffs are analyzed to determine how to obtain the greatest amount
of compression for the latest incremental cost. It can result in increased
cost.
121. Page 121Classification: Restricted
Critical Chain Method
• A schedule network analysis
technique that modifies the
project schedule to account for
limited resources (according to
PMBOK…).
• Combines deterministic and
probabilistic approaches.
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Calculating Forward & Backward Pass
• Forward Pass
• Schedule Calculations That Identify The Early Start and Finish Dates of
Tasks
and The Project.
• ES = EF of Preceding Task (latest if more than one).
• EF = ES + Duration.
• Backward Pass
• Schedule Calculations That Identify The Late Start and Finish Dates of
Tasks
and The Project.
• LF = LS of succeeding Task (earliest if more than one).
• LS = LF -Duration
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Float
• Float or slack is the amount of time that a task in a project network
can be delayed without causing a delay to:
• Subsequent tasks (free float)
• Project completion date (total float)
Total Float = LF –EF
OR
LS -ES
• Free Float = Min ES (Succeeding Task) –EF
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Using Critical Path Analysis to Make Schedule
Trade-offs
• Free slack or free float is the amount of time an activity can be
delayed without delaying the early start of any immediately following
activities.
• Total slack or total float is the amount of time an activity can be
delayed from its early start without delaying the planned project
finish date.
133. Page 133Classification: Restricted
Gantt Chart
• Graph or bar chart with a bar for each project activity that shows
passage of time
• Provides visual display of project schedule
• Slack- amount of time an activity can be delayed without delaying the
project
134. Page 134Classification: Restricted
Topics to be covered in next session
• Project Execution Process
• Project Execution - Acquire Project Team
• Project Execution - Develop Project Team
• Project Execution - Manage Project Team
• Communications Manage Communications
• Procurement Conduct Procurement
• Stakeholder Manage Stakeholders Engagement