In this session you will learn:
1. Project Cost Management
2. Estimate Cost
3. Determine Budget
4. Plan Quality Management
5. Plan HR Management
6. Plan Communications Management
7. Plan Risk Management
8. Identify Risks
9. Perform Quantitative Risk Analysis
10. Plan Risk Responses
11. Plan Stakeholders Management
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
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
This document provides an overview of integration management processes in project management. It discusses the six key integration management processes: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, it describes the inputs, tools and techniques, and outputs involved. It also discusses concepts like corrective and preventive action, deliverables, work performance data, and how change control is performed. The overall purpose is to explain how integration processes pull together all aspects of a project to ensure successful delivery of project objectives and requirements.
This document outlines an introductory course on advanced project management. It introduces the instructor and provides an agenda that covers key project management topics like stakeholders, communication, and closure. The course objectives are to introduce students to fundamental PM concepts and practices used in real-world projects. The document describes the course structure, reference materials, and emphasizes the importance of planning, controlling, and managing projects using a disciplined approach.
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.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
Top Pillars | PMP training I Mr. Riad ThaljiTop Pillars
This document outlines the topics that will be covered in a project management training course. The course will explore key project management concepts over five days, including project initiation, planning, execution, monitoring, and closing. It will cover the project management processes defined by the Project Management Institute (PMI) and help participants understand how to manage projects effectively. The course aims to provide attendees with the skills and knowledge needed to master important project management terminology and processes.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
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
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
This document provides an overview of integration management processes in project management. It discusses the six key integration management processes: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, it describes the inputs, tools and techniques, and outputs involved. It also discusses concepts like corrective and preventive action, deliverables, work performance data, and how change control is performed. The overall purpose is to explain how integration processes pull together all aspects of a project to ensure successful delivery of project objectives and requirements.
This document outlines an introductory course on advanced project management. It introduces the instructor and provides an agenda that covers key project management topics like stakeholders, communication, and closure. The course objectives are to introduce students to fundamental PM concepts and practices used in real-world projects. The document describes the course structure, reference materials, and emphasizes the importance of planning, controlling, and managing projects using a disciplined approach.
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.
The document discusses how an MBA can help one succeed as a project manager. It defines project management and outlines the typical project management process. It then discusses the career path of a project manager and lists key skills needed, such as communication, organization, and problem solving. Finally, it explains how an MBA helps develop important strategic and analytical skills and lists some core MBA courses and suggested reading for becoming a successful project manager.
Top Pillars | PMP training I Mr. Riad ThaljiTop Pillars
This document outlines the topics that will be covered in a project management training course. The course will explore key project management concepts over five days, including project initiation, planning, execution, monitoring, and closing. It will cover the project management processes defined by the Project Management Institute (PMI) and help participants understand how to manage projects effectively. The course aims to provide attendees with the skills and knowledge needed to master important project management terminology and processes.
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
The document discusses key aspects of project management including the project manager role, basic project management functions, processes, and phases. It covers the initiation phase in detail including developing a project charter and initiating a project. It also discusses integration management processes like project plan development, project execution and control, integrated change control, and closing a project. The integration management processes ensure coordination across the project elements and phases.
This document discusses establishing a Program Management Office (PMO) to oversee a telework initiative. It notes that most large transformation programs fail due to poor governance and planning. A PMO can help address these challenges by accelerating progress, increasing value, and reducing failure risks. The document provides templates for tracking telework initiatives, their status and implementation planning. It also outlines a preliminary PMO structure and the nine core functions a PMO would perform on a continuous basis to help ensure success of various implementation and transformation projects.
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
The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. Here we have an overview of what exaclty Project Management is.
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
This document provides an overview of project management concepts including:
- A project is a temporary endeavor to create a unique product or service. Project management involves coordinating resources to meet objectives.
- The Project Management Body of Knowledge (PMBOK) defines standard processes and knowledge areas for managing projects. It describes project life cycles, processes, and integration.
- A successful project meets its objectives by planning, executing, monitoring, and controlling work while balancing competing demands. Project managers apply specialized and general management skills.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
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.
Project management originated in the 1960s in industries like aerospace, construction, and defense. The Project Management Institute was founded in 1969 and has over 700,000 members worldwide. A project is a temporary group activity designed to produce a unique product or service. It has three main characteristics: temporary, unique, and progressively elaborated. Project management involves applying skills, tools, and techniques to meet project requirements while managing constraints like scope, quality, budget, schedule, resources, risk, and stakeholders. The PMBOK Guide provides a framework and standard for best practices in project management.
The document defines roles and responsibilities for various project roles including project manager, project sponsor, steering group/board members, consultants/suppliers, project team members, project administrator, systems developer, system administrator, and program manager. For each role, it outlines key responsibilities such as managing the project, championing the project, resolving issues, managing budgets and resources, and providing technical or administrative support.
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
This document provides templates for standard project organization structures including example organization charts and descriptions of common roles such as the project sponsor, steering committee, advisory committee, and project manager. It includes a generic organization chart that can be customized for specific projects along with role descriptions for project team members that also can be adapted. The organization charts and role descriptions are intended to help those writing a project plan by providing starting materials for the required human resources plan section.
The document discusses project cost management and financial analysis techniques. It covers:
1) Various cost estimating methods used at different project stages from approximate to detailed estimates.
2) The importance of developing a project budget and allocating costs to work items to establish a cost baseline.
3) Key financial analysis methods used in project appraisal including payback period, net present value (NPV), and internal rate of return (IRR). Positive NPV and highest IRR projects are typically selected.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This document provides guidance on key questions to consider when planning a project to ensure it is thoroughly planned before work begins. It outlines questions about the project purpose, stakeholders to involve, expected results, constraints, assumptions, work activities, and scheduling. Specifically, it recommends defining the situation that led to the project, who will benefit, and consequences of not doing it. It also suggests identifying drivers, supporters and observers; measurable and targeted outcomes; limitations and needs; assumptions and risks; all required activities, their inputs, results and dependencies; and a detailed schedule with milestones and resource availability. Answering these questions comprehensively aids in developing project plans, commitment, and performance.
The document provides information on preparing cost estimations and evaluating project profitability. It discusses inputs like the work breakdown structure and resource requirements that are used to prepare cost estimations. Tools like analogous estimating, parametric modeling, and bottom-up estimating are described for developing cost estimates. Outputs include the cost estimates themselves and supporting details. Methods for evaluating project profitability discussed are payback period, average annual rate of return, net present value, and internal rate of return. Factors like cash flows, investment costs, and discount rates are considered in these calculations to determine whether a project is profitable.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
Like us on Facebook: https://www.facebook.com/cybraryit/timeline or
Follow us on Twitter: https://twitter.com/cybraryIT (@cybraryIT) & on Instagram: @cybrary.it
Project cost management involves planning, estimating, budgeting, and controlling costs to complete a project within its approved budget. It includes estimating the costs of individual project activities, determining an overall budget by aggregating the activity costs, and monitoring costs during project execution to identify and address variances from the budgeted costs. Earned value management techniques compare the planned value, actual costs, and earned value of completed work to measure project performance and forecast the estimated total costs. Proper cost management is important for project success and staying within budget.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
The document discusses key aspects of project management including the project manager role, basic project management functions, processes, and phases. It covers the initiation phase in detail including developing a project charter and initiating a project. It also discusses integration management processes like project plan development, project execution and control, integrated change control, and closing a project. The integration management processes ensure coordination across the project elements and phases.
This document discusses establishing a Program Management Office (PMO) to oversee a telework initiative. It notes that most large transformation programs fail due to poor governance and planning. A PMO can help address these challenges by accelerating progress, increasing value, and reducing failure risks. The document provides templates for tracking telework initiatives, their status and implementation planning. It also outlines a preliminary PMO structure and the nine core functions a PMO would perform on a continuous basis to help ensure success of various implementation and transformation projects.
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
The Project Manager is responsible for everything that is required to make the project a success - whether directly or indirectly. It is not like a typical hierarchical line management role. The Project Manager is at the centre of everything relating to the project. Controlling the contributions of seniors and peers is just as important as managing the work of the team. Here we have an overview of what exaclty Project Management is.
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
This document provides an overview of project management concepts including:
- A project is a temporary endeavor to create a unique product or service. Project management involves coordinating resources to meet objectives.
- The Project Management Body of Knowledge (PMBOK) defines standard processes and knowledge areas for managing projects. It describes project life cycles, processes, and integration.
- A successful project meets its objectives by planning, executing, monitoring, and controlling work while balancing competing demands. Project managers apply specialized and general management skills.
The document outlines a proposed IT governance model and program management office (PMO) for an organization called OIM. It describes the key elements and functions of the PMO, including project execution, process management, vendor management, financial management, and customer relationship management. It proposes implementing these elements in 4 phases, with the most critical elements in phase 1. The PMO aims to improve project delivery, investment decisions, resource management, and customer satisfaction through implementing standardized processes, tools, and training across the organization.
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.
Project management originated in the 1960s in industries like aerospace, construction, and defense. The Project Management Institute was founded in 1969 and has over 700,000 members worldwide. A project is a temporary group activity designed to produce a unique product or service. It has three main characteristics: temporary, unique, and progressively elaborated. Project management involves applying skills, tools, and techniques to meet project requirements while managing constraints like scope, quality, budget, schedule, resources, risk, and stakeholders. The PMBOK Guide provides a framework and standard for best practices in project management.
The document defines roles and responsibilities for various project roles including project manager, project sponsor, steering group/board members, consultants/suppliers, project team members, project administrator, systems developer, system administrator, and program manager. For each role, it outlines key responsibilities such as managing the project, championing the project, resolving issues, managing budgets and resources, and providing technical or administrative support.
The document discusses managing consulting engagements through various phases including evaluation, commitment, engagement, closure, and maintenance. It describes key project management disciplines like general management, subject matter expertise, and project management. Various project management processes are also outlined, such as initiating, planning, executing, controlling, and closing. Finally, it discusses key project management responsibilities including integration, scope, quality, cost, time, risk, communication, organizational impact, human resources, and procurement.
Integrated roadmap for Developing PMO with CMMi ProspectiveAshok Jain
The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity
This document provides templates for standard project organization structures including example organization charts and descriptions of common roles such as the project sponsor, steering committee, advisory committee, and project manager. It includes a generic organization chart that can be customized for specific projects along with role descriptions for project team members that also can be adapted. The organization charts and role descriptions are intended to help those writing a project plan by providing starting materials for the required human resources plan section.
The document discusses project cost management and financial analysis techniques. It covers:
1) Various cost estimating methods used at different project stages from approximate to detailed estimates.
2) The importance of developing a project budget and allocating costs to work items to establish a cost baseline.
3) Key financial analysis methods used in project appraisal including payback period, net present value (NPV), and internal rate of return (IRR). Positive NPV and highest IRR projects are typically selected.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This document provides guidance on key questions to consider when planning a project to ensure it is thoroughly planned before work begins. It outlines questions about the project purpose, stakeholders to involve, expected results, constraints, assumptions, work activities, and scheduling. Specifically, it recommends defining the situation that led to the project, who will benefit, and consequences of not doing it. It also suggests identifying drivers, supporters and observers; measurable and targeted outcomes; limitations and needs; assumptions and risks; all required activities, their inputs, results and dependencies; and a detailed schedule with milestones and resource availability. Answering these questions comprehensively aids in developing project plans, commitment, and performance.
The document provides information on preparing cost estimations and evaluating project profitability. It discusses inputs like the work breakdown structure and resource requirements that are used to prepare cost estimations. Tools like analogous estimating, parametric modeling, and bottom-up estimating are described for developing cost estimates. Outputs include the cost estimates themselves and supporting details. Methods for evaluating project profitability discussed are payback period, average annual rate of return, net present value, and internal rate of return. Factors like cash flows, investment costs, and discount rates are considered in these calculations to determine whether a project is profitable.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
Like us on Facebook: https://www.facebook.com/cybraryit/timeline or
Follow us on Twitter: https://twitter.com/cybraryIT (@cybraryIT) & on Instagram: @cybrary.it
Project cost management involves planning, estimating, budgeting, and controlling costs to complete a project within its approved budget. It includes estimating the costs of individual project activities, determining an overall budget by aggregating the activity costs, and monitoring costs during project execution to identify and address variances from the budgeted costs. Earned value management techniques compare the planned value, actual costs, and earned value of completed work to measure project performance and forecast the estimated total costs. Proper cost management is important for project success and staying within budget.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
This document discusses project costs, budgeting, and appraisal. It defines key terms like project costs, classifications of costs, and budgeting. It explains methods for forecasting, budgeting, and appraising projects. Project appraisal techniques like payback period, accounting rate of return, and net present value are explained in detail. Factors that affect project costs and the importance of project cost management are also discussed.
This document discusses cost management and estimating costs, which are important parts of project planning. It defines cost management, outlines the cost management plan, and describes estimating costs, including types of costs, inputs, tools and techniques, and accuracy of estimates. The key aspects of estimating costs are scoping the work, using historical data, accounting for risks and quality costs, and progressively improving estimates as the project scope is better defined.
This document provides an overview of project planning and control concepts including the key elements of a project management syllabus. It discusses project definition, identification, feasibility analysis, location, layout, scheduling, cost control, quality control, financing, budgeting, and organization. It defines projects as temporary endeavors with unique goals and characteristics such as objectives, life cycles, uniqueness, teamwork, complexity, risk, customer focus, and changes. Project management is described as applying skills and techniques to meet stakeholder needs and expectations by planning, organizing, controlling, and measuring activities to balance scope, time and cost constraints.
The document discusses project planning and management. It covers initial project coordination and creating a project charter, developing a project plan that addresses various aspects like costs and scheduling. It also discusses creating a work breakdown structure (WBS) and linear responsibility chart to delineate tasks and assign responsibilities. The document then covers budgeting, including estimating project budgets through top-down, bottom-up and negotiated approaches. It also discusses improving the process of cost estimation through addressing factors like learning curves, escalation, waste and risk estimation.
Advanced project risk reporting webinar
Wednesday 21 September 2022
APM Risk Specific Interest Group
Presented by:
Robert Balaam
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/advanced-project-risk-reporting-webinar/
Content description:
An insight into some advanced project risk reporting techniques to improve your project risk insights, and a glimpse into some emerging risk reporting.
This session progresses some of the standard project risk reporting such as Probability-Impact Diagrams (PIDs) and Risk Cost Time Phasing, and demonstrate how additional refinement of these, often with information readily available, can immensely improve the insight given.
Some advanced project risk reporting shows powerful techniques to assist in identifying possible gaps in your risk register, compare risk across projects, programmes, and portfolios, and enhancing mitigation measures.
Emerging reporting and techniques, such as Integrated Cost & Schedule Risk Analysis Critical Path Analysis, was also be presented and discussed.
This document provides an overview of cost management for projects. It discusses key aspects of cost management including planning, estimating, determining budgets, and controlling costs. It also explores the importance of cost management in project success and decision making. Several case studies on successful and unsuccessful cost management are presented. The document concludes with recommendations on becoming an expert in cost management and highlights the successful cost management of India's Mars Orbiter Mission.
This document discusses project cost planning and definition. It covers cost definition, estimating project life cycle costs, cost budgeting and sources of funds, implications of cost to quality and risk, and cost control. Cost is defined as the price paid for something or the resources expended to achieve an objective. Life cycle costing involves estimating all costs over the full lifespan of a project. Cost budgeting examines sources of funds like profits, borrowing, and equity funding. Cost control requires thorough planning, estimating, accounting, and periodic comparisons to budgets.
This document discusses cost management and control techniques for construction projects. It defines different types of costs including direct, indirect, fixed, and variable costs. It then explains various project selection techniques such as return on investment, internal rate of return, net present value, benefit-cost ratio, opportunity cost, and payback period. The document provides examples of how to use each technique to select projects. It also discusses future value and present value calculations. Finally, it covers key aspects of project cost management including estimating costs, determining budgets, and controlling costs.
The document discusses project planning and management techniques used in Lean Six Sigma. It describes defining a problem as the first step in the DMAIC process. Project planning involves developing a charter that states the goals, tasks, timeline and resources needed. A Work Breakdown Structure is created to list and organize all the tasks. A Gantt chart then arranges the tasks sequentially and associates each with an owner and estimated timing to visualize the project plan and monitor progress.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
Exploration of risks and risk management in construction project deliveryMECandPMV
Risks are pervasive throughout construction projects and need to be properly managed. This document discusses:
1) Various types of risks that occur during different phases of the project life cycle from planning to construction.
2) How the selection of a project delivery system, such as design-bid-build or design-build, can impact risks related to costs, schedule and control.
3) Qualitative and quantitative risk analysis methods that can be used to identify, prioritize and evaluate risks, such as cause-and-effect diagrams and decision analysis.
The document discusses budgeting and defines it as a plan for allocating money and resources over a specified period of time. It describes different budgeting methods like top-down, bottom-up, and iterative budgeting and compares their advantages and disadvantages. Top-down budgeting involves estimating higher level costs first while bottom-up involves identifying all constituent tasks. Iterative budgeting combines elements of both. The document also discusses features of effective budgets, common budgeting problems, and analyzing variances to track performance against plans.
Project Integration Management involves developing a project charter, project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing the project. The project charter formally authorizes the project. The project management plan documents all plans and baselines needed to manage the project. It establishes scope, schedule, and cost baselines against which performance is measured. Change management, configuration management, and other plans are also included.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
4. Page 4Classification: Restricted
Project Cost Management
• On smaller projects, cost estimating and cost budgeting are so tightly
linked that they can be done together and by one person.
• The work done in cost management is preceded by a cost planning
effort by the project management team.
• Techniques such as Life-Cycle Costing & Value Engineering can improve
decision making and reduce cost while improving quality and
performance of project deliverables.
5. Page 5Classification: Restricted
Life-Cycle Costing
• A decision making tool that involves tradeoffs between short term
project costs and long term product or service operational costs.
• It examines the effects of project decisions not only on project activities,
but also on the cost of maintaining, using and supporting of the product,
service, or result of the project.
7. Page 7Classification: Restricted
Plan Cost Management
• The process of establishing policies, procedures, and documentation for
planning, managing, expending, and controlling project costs.
• The key benefit of the process is that it provides guidance and
direction on how the project schedule will be managed throughout
the project.
10. Page 10Classification: Restricted
Cost Management Plan
• Part of Develop Project Management Plan
• The outcome of a planning effort that precedes performing the
processes of project cost management
• Sets out the format and establishes the criteria for planning,
structuring, estimating, budgeting, and controlling project costs.
• Documents cost management processes and their associated tools
and techniques
11. Page 11Classification: Restricted
Cost Management PlanEstimates
• Level of accuracy
• Level of precision
• Units of measure
• Organizational procedures links
• Control thresholds
• Rules of performance
measurement
• Reporting formats
• Process descriptions
• Additional details
13. Page 13Classification: Restricted
Cost Estimating Vs. Cost Budgeting
• Cost Estimating: Developing an approximation of the costs of the
resources needed to complete project activities
• Cost Budgeting: Aggregating the estimated costs of individual
activities of work packages to establish a cost baseline
15. Page 15Classification: Restricted
Analogous Estimating
• Using cost of previous similar projects as basis for estimating.
• Less Costly BUT less accurate.
• Used when information is limited (early phases).
• Reliable when previous projects are similar in fact, not just in
appearance.
16. Page 16Classification: Restricted
Estimating Techniques
• Parametric Estimating
Uses relationship between historical data and certain parameters
(cost per square meter, cost per meter, etc).
• Bottom-Up Estimating
A method for estimating a component of work.
The cost is estimated for individual work packages or activities, and
they are then summarized or “rolled-up” to higher levels.
Cost and accuracy are influenced by the size and complexity of the
individual package or activity.
17. Page 17Classification: Restricted
Estimating Techniques
• Vendor Bid analysis
Includes analysis of what the project should cost, based on
responsive bids from qualified vendors.
• Activity Cost Estimates
A quantitative assessment of the likely costs of the resources
required to
complete project activities.
18. Page 18Classification: Restricted
Basis of Estimates
• Documentation of basis of estimates (how it was developed).
• Documentation of assumptions made.
• Documentation of any known constraints.
• Indication of range of estimates.
• Indication of confidence level of the final estimate.
19. Page 19Classification: Restricted
Cost Elements
• Human Resources –Labor
Hour rate, fringe benefits, overtime, overhead, per
diem
• Equipment & Software
Depreciation, purchase cost, support &
Maintenance
• Facilities
Rent, depreciation, utilities, admin overhead
• Supplies
Stationary, food, leisure, gas for cars, tickets
• Special expenses
20. Page 20Classification: Restricted
Types of Cost
• Variable Costs
–Change with the amount of
production/work
–e.g. material, supplies, wages
• Fixed Costs
–Do not change as production change
–e.g. set-up, rental
• Direct Costs
–Directly attributable to the work of
project
–e.g. team travel, recognition, team
wages
• Indirect Costs
–overhead or cost incurred for benefit of
more than one project
–e.g. taxes, fringe benefit, janitorial
services
23. Page 23Classification: Restricted
Determine Budget
• The process of aggregating the estimated costs to individual activities or
work packages to establish an authorized cost baseline.
25. Page 25Classification: Restricted
Funding Limit Reconciliation
• The expenditure of funds should be reconciled with any funding limits on
the commitment of funds for the project.
• Variance between the funding limits and the planned expenditures
sometimes necessitate the rescheduling of work to level out the rate of
expenditures.
• Can be accomplished by placing imposed date constraints for work
into the project schedule.
26. Page 26Classification: Restricted
Cost Performance Baseline
• Time-phased budget at
completion (BAC) used as basis
against which to measure,
monitor, and control overall cost
performance.
27. Page 27Classification: Restricted
Cost Aggregation
• Reserves & risk management are
important while estimating!
–Contingency reserves: Cost
Baseline the cost impacts of
the remaining risk
–Management reserves: Cost
Budget extra fund to cover
unforeseen risk or changes to
the project
28. Page 28Classification: Restricted
Contingency Reserves
• Contingency reserves is usually percentage of total estimate or based on
risk analysis, to account for the risks that are “known unknowns” of the
project.
• Under the control of the project manager.
29. Page 29Classification: Restricted
Management Reserves
• Budgets reserved for unplanned, but potentially required changes to
project scope. These are the risks that are “unknown unknowns”.
• Under the control of organization’s management.
32. Page 32Classification: Restricted
Present Value (PV) and (NPV)
• Present Value (PV) –Present Value of future Cash flows. Higher the
better.
• NOTE: present value and NPV are only mention once or twice on the
exam
• You will not have to calculate it, nor know formula, just understand the
concept
• Amount of money is always more valuable sooner than later, as
this enables to take advantage of investment opportunities.
• Higher PV more preferable project. A potential investment project is
selected, if value of NPV is >= ZERO
• PV = FV / (1 + i) n
33. Page 33Classification: Restricted
Example
• Example:
• Project X is expected to make $50,000 in two years. Project Y is
expected to make to$80,000inthree years. If the cost of capital is5
percent, which project to choose?
• Using PV formula, PV = FV / (1 + i)^ n, PV for Project X is $69,107 and
Project Y is $45,351.
• Project Y will return the highest investment to the company and
should be chosen over Project X.
34. Page 34Classification: Restricted
NPV
• The present value of total benefits (income or revenue) minus the cost
over
many time periods.
• Allows for comparison of many projects, to select the best to initiate.
• If NPV is +ve: the investment is a good choice.
• The project with highest NPV is the best.
• NPV= (FV/ (1+i)^n)
• Where FV= Future Value
• i= Interest Rate
• n= Number of period intervals
35. Page 35Classification: Restricted
Internal Rate of Return (IRR)
• This is just another way of interpreting the benefit from the project.
• It looks at the cost of the project as the capital investment and translates
the profit into
the interest rate over the life of that investment.
• Calculations for IRR are not part of this certification. It is enough if you
understand that
the greater the value for IRR, the more beneficial it will be.
• Is the interest rate at which the costs of the investment lead to the
benefits of the
investment.
• The project with highest IRR is the best.
• Example:
• You have two projects to choose from: Project A with an IRR of 21%, or
project B with an IRR of 15%, which once you prefer?
• Answer: Project A.
36. Page 36Classification: Restricted
Payback Period
• The period of time required for the return on an investment to "repay"
the sum of the original investment.
• For example, a $1000 investment which returned $500 per year would
have a two year payback period.
• The project with lowest payback period is the best
• The payback period is the length of time required to recover the initial
cash outlay on the project.
• For example, if a project involves a cash outlay of 600,000$ and
generates cash inflows of. 100000$, 150000$, 150000$ and 200000$ in
the first, second, third and fourth years respectively, its pay back period
is 4 years because the sum of cash flows during the four years is equal to
the initial outlay. According to the payback criterion, the shorter the
payback period, the more desirable the project.
• Payback period = cost of period or investment / Annual cash flow
• Example:
• You have two projects to choose from , Project A with payback period of 6
months or project B with payback
period of 18 months, which one would you prefer?
• Answer : Project A
38. Page 38Classification: Restricted
Benefit Cost Ratio
• This is the value obtained by dividing the benefit by the cost.
• The greater the value, the more attractive the project
• A benefit cost ration >1 means the benefit are grater than the cost
• A benefit cost ration <1 means the cost are grater than the benefit
• A benefit cost ration =1 means the benefit are equal the cost
• For example, if the projected cost of producing a product is 10,000$, and
you expect to sell it for 40,000$, then the BCR is equal to
40,000$/10,000$, which is equal to 4. For the benefit to exceed cost, the
BCR must be greater than 1.
Example:
• If BCR of project A is 2.3, and the BCR of project B is 1.7, which project
would you select?
• Answer : Project A
39. Page 39Classification: Restricted
Opportunity cost
• Opportunity cost (opportunity lost) is the NPV of the next best project,
you
are not doing, because you have decided to invest in a project.
• Let us assume that you have 100,000 rupees and you are investing this
money in project ‘A’,whose NPV=200,000 and because of this you are
unable to do project ‘B’, whose NPV=150,000 or project ‘C’, whose NPV
=
120,000, then the opportunity cost is 150,000, which is the NPV of
project ‘B’, which is the next best option after ‘A’.
• Example:
• You have two projects to choose from: Project A with an NPV of
45,000$, or project B with an NPV of 85,000$, what Is the opportunity
cost of selecting project B ?
• Answer : 45,000$
40. Page 40Classification: Restricted
Sunk Cost
• Sunk Cost –Cost already incurred. This should not be taken into
account while taking decision.
• Are expended costs; accounting standards that sunk costs should not be
considered when deciding whether to continue with a troubled project.
• Example :
• You have project with an initial budget of 1,000,000 $ , you are halfway
through the project and have spend 2,000,000 $, do you consider the
1,000,000 $ over budget when determining whether to continue with
the project.
• Answer: NO, the money spent is gone
41. Page 41Classification: Restricted
Law of Diminishing return
• Law of Diminishing return –After a point, adding more resources will
not have proportional benefit.
• Example:
• A single programmer may produce at 1 module per hour. With second a
programmer the two may produce 1.75 module/ hour. With third
programmer, the group may produce 2.25 modules/ hour
42. Page 42Classification: Restricted
Law of Diminishing return
• Working Capital –Current assets minus current liabilities.
• The amount of money the company has available to invest, including
investment in project.
• Depreciation –Assets loose value over useful life.
• Depreciation methods based on time
Straight line method
Declining balance method
Sum-of-the-years'-digits method
• Depreciation based on use (activity)
43. Page 43Classification: Restricted
Straight line depreciation
• Depreciation = (Cost -Residual value) / Useful life
• [Example, Straight line depreciation]
• On April 1, 2011, Company A purchased an equipment at the cost of
$140,000. This equipment is estimated to have 5 year useful life. At the
end of the 5th year, the salvage value (residual value) will be $20,000.
Company A recognizes depreciation to the nearest whole month.
Calculate the depreciation expenses for 2011,2012 and 2013 using
straight line depreciation method.
Depreciation for 2011= ($140,000 -$20,000) x 1/5 x 9/12 = $18,000
Depreciation for 2012= ($140,000 -$20,000) x 1/5 x 12/12 = $24,000
Depreciation for 2013= ($140,000 -$20,000) x 1/5 x 12/12 = $24,000
44. Page 44Classification: Restricted
Double declining balance depreciation
• (*1) $140,000 x 40% x 9/12 = $42,000
• (*2) $98,000 x 40% x 12/12 = $39,200
• (*3) $58,800 x 40% x 12/12 = $23,520
• (*4) $35,280 x 40% x 12/12 = $14,112
• (*5) $21,168 x 40% x 12/12 = $8,467
• Depreciation for 2015 is $1,168 to
keep book value same as salvage
value.
• $21,168 -$20,000 = $1,168 (At this
point,
depreciation stops.)
46. Page 46Classification: Restricted
Sum-of-the-years-digits method
• Depreciation expense = (Cost -Salvage value) x Fraction
• Fraction for the first year = n / (1+2+3+...+ n)
• Fraction for the second year = (n-1) / (1+2+3+...+ n)
• Fraction for the third year = (n-2) / (1+2+3+...+ n)...
• Fraction for the last year = 1 / (1+2+3+...+ n)
• n represents the number of years for useful life.
47. Page 47Classification: Restricted
Example, Sum-of-the-years-digits method
• Company A purchased the following asset on January 1, 2011. What is the amount of
depreciation expense for the year ended December 31, 2011?
Acquisition cost of the asset --> $100,000
Useful life of the asset --> 5 years
Residual value (or salvage value) at the end of useful life --> $10,000
Depreciation method --> sum-of-the-years'-digits method
• Calculation of depreciation expense
• Sum of the years' digits = 1+2+3+4+5 = 15
• Depreciation for 2011 = ($100,000 -$10,000) x 5/15 = $30,000
• Depreciation for 2012 = ($100,000 -$10,000) x 4/15 = $24,000
• Depreciation for 2013 = ($100,000 -$10,000) x 3/15 = $18,000
• Depreciation for 2014 = ($100,000 -$10,000) x 2/15 = $12,000
• Depreciation for 2015 = ($100,000 -$10,000) x 1/15 = $6,000
• Sum of the years' digits for n years = 1 + 2 + 3 + ...... + (n-1) + n = (n+1) x (n / 2)
• Sum of the years' digits for 500 years = 1 + 2 + 3 + ...... + 499 + 500 = (500 + 1) x (500 /
2) = (501 x 500) / 2 = 125,250
51. Page 51Classification: Restricted
Quality Vs. Grade
• Quality is the “Degree to which a set of inherent characteristics fulfill
requirements”
• Grade is “ Category assigned to products or services having the same
functional use but different technical characteristics”.
• Low grade does not necessarily cause a problem, but low quality
does.
52. Page 52Classification: Restricted
Precision vs. Accuracy
• Precision is consistency that the
value of repeated measurements
are clustered and have little
scatter.
• Accuracy means that the
measured value is very close to
the true value.
• Precise measurements are not
necessarily accurate. A very
accurate measurement is not
necessarily precise.
53. Page 53Classification: Restricted
Quality Assurance vs. Quality Control
• Quality Assurance is applying the planned, systematic quality activities
to ensure that the project employs all processes needed to meet
requirements.
• Quality Control is the action of monitoring specific project results to
determine whether they comply with relevant quality standards and
identifying ways to eliminate causes of unsatisfactory performance.
54. Page 54Classification: Restricted
Plan Quality Management
• Identifying which quality Standards are relevant to the project and
determining how to satisfy them
• Scope statement
• Quality policies
• Quality standards & regulations in the company, industry.
• Quality is planned, designed and built in-not inspected in.
57. Page 57Classification: Restricted
Cause & EffectDiagram
• Also known as “Fish-Bone
Analysis” or “Ishikawa Analysis”
• Used to identify the problem,
discover the underlying causes
leading to it, and develop
solutions and preventive actions.
58. Page 58Classification: Restricted
Flowcharting
• Diagram that shows the
relationship between different
elements in a system of
processes
• Used to assist team efforts in
identifying potential quality
problems and the possible
affects of those problems.
• Cause & Affect Diagram
• Process flowcharts
59. Page 59Classification: Restricted
Control Charts
• Graphic display of results, over
time, of a process.
• Used to determine if the process
is “in control”. When a process is
“in control” it should not be
adjusted.
• “Rule of Seven”
61. Page 61Classification: Restricted
Pareto Diagrams
• Histogram, ordered by frequency
of occurrence, that shows how
many results were generated by
type or categories of identified
cause.
• Rank ordering is used to guide
corrective actions –fix the
problems that are causing the
greatest number of defects first.
• Relates to Pareto’s Law &
Principle of 80/20
62. Page 62Classification: Restricted
Scatter Diagram
• A Scatter diagram shows the
relationship between two
variables.
• Allows to study and identify the
possible relationship between
changes observed in two
variables.
63. Page 63Classification: Restricted
BENCHMARKING
• The evaluation of a groups’ business or project practices in
comparison to those of other groups or projects.
• Includes a number of quantitative or qualitative attributes that can be
assessed in both the benchmark and the subject.
64. Page 64Classification: Restricted
Cost of Quality
• Prevention costs –up front costs to design and plan for quality.
• Appraisal costs –associated with evaluation of results to make sure that
they conform to quality.
• Internal Failure costs –Cost of re-work associated with items that did not
pass the appraisal.
• External Failure costs –Cost of failures found by the customer.
• Conformance:
Training.
Research.
Surveys.
• Non-conformance:
Scrap.
Rework.
Warranty.
Inventory.
65. Page 65Classification: Restricted
Quality Management Plan & Content
• Describes how the project team will implement the performing
organization’s quality policy
• Content:-
Purpose
Quality Policy/ Standards
Quality Assurance Procedures & Test
Quality Control Procedures & Tests
Roles & Responsibilities
67. Page 67Classification: Restricted
Plan Human ResourceManagement
• Identifying, documenting, and assigning project roles, responsibilities,
required skills and reporting relationships, as well as creating the staffing
management plan.
• Identifying who we want, at which skill level, when, and for how long.
Specifying their roles, and responsibilities and interactions.
71. Page 71Classification: Restricted
Responsibility Assignment Matrix (RAM)
• Organizational Theory
• Provides information regarding the ways that people,
teams and organizational units behave.
• Halo Effect
• The tendency to rate high or low on all factors due to the impression
of a high
or low rating on some specific factor.
72. Page 72Classification: Restricted
Team Building Activities
• Tuckman’s stage of team formation and development:
1.FORMING
–The team meets and learns about the project and what their roles and
responsibilities.
2.STORMING
–Address the project work, technical decisions and the project management
approach.
Conflict/disagreement may occurs.
3.NORMING
–Work together and adjust work habits and behaviour that support the team.
4.PERFORMING
–Being a well-organized unit
5.ADJOURNING
–Team completes the work and move on from the project.
74. Page 74Classification: Restricted
Motivation Theory: Two Factors Theory
• Herzberg’s Theory
–Job dissatisfaction due to lack of hygiene factors
–Job satisfaction due to motivation factors
75. Page 75Classification: Restricted
Human Resource Plan &Contents
• Provides guidance on how project human resources should be
defined, staffed, managed, controlled, and eventually released.
• Contents:-
Roles and Responsibilities
Project Organization Charts
Staffing Management Plan
76. Page 76Classification: Restricted
Staffing Management Plan
• Staff acquisition
• Resource Calendars
• Staff Release Plan
• Training needs
• Recognition & Rewards
• Compliance
• Safety
79. Page 79Classification: Restricted
Plan Communication
• The process of determining the project stakeholder information
needs and defining a communication approach.
Who needs what information,
When will they need it,
In which format,
How will it be given to them,
How frequently.
80. Page 80Classification: Restricted
Communication Body of Knowledge
• Communication Process
• Choice of Media
• Documentation Skills
• Presentation Skills
• Meeting Management
• Clutter, Noise, & Barriers
81. Page 81Classification: Restricted
Effective Communication & Listening
• Effective Communication
Non Verbal
Para lingual
Feedback
• Effective Listening
Feedback
Active Listening
Para lingual
84. Page 84Classification: Restricted
Communication Requirements Analysis
• Determining the communication requirements of the project
stakeholders.
• Defined by combining the type and format of information needed
with an analysis of the value of that information.
• Project resources are expended only on communicating information
that contribute to success, or where a lack of communication can lead
to failure.
• Formula for determining Number of Communication
Channels:- N (N-1)/2
85. Page 85Classification: Restricted
Communication Technology
• Factors that affect the project communication technology:
• Urgency of the need for information.
• Availability of technology
• Expected project staffing
• Duration of the project
• Project Environment
87. Page 87Classification: Restricted
Communication Management Plan
• Stakeholder communication requirements
• Information to be communicated
• Reason for distribution
• Responsibility
• Recipients
• Methods and technologies used
• Frequency
• Resources allocated for communication (including time and budget)
• Escalation process
• Method for updating
• Glossary of terminology
• Information flow in the project (flow chart)
• Communication constraints
90. Page 90Classification: Restricted
Risk
• An uncertain event that, if it occurs, has a positive or negative effect on
a project’s deliverables.
• Project Risk Management
• The systematic process of identifying, analyzing, and responding,
monitoring,
and controlling project risks
93. Page 93Classification: Restricted
Plan Risk Management
• Describes how risk management will be structured and performed
on the project.
• A subset of the project management plan.
94. Page 94Classification: Restricted
Risk Management Plan
• Methodology.
• Roles and responsibilities.
• Budgeting.
• Timing.
• Risk categories.
• Definitions of risk probability and
impact.
• Probability and impact matrix.
• Revised stakeholders’ tolerances.
• Reporting formats.
• Tracking.
97. Page 97Classification: Restricted
Impact Scale
• Cardinal Linear (0.1, 0.3, 0.7, 0.9)
• Cardinal Non-Linear (.05, .1, .2, .4, .8).
• Cardinal Non-Linear is used to reflect focus on high risks.
• Ordinal (Very Low, Low, Medium, High, Very High)
98. Page 98Classification: Restricted
Probability Scale & Probability-ImpactMatrix
• Cardinal Linear (0.05, 0.1,0.2…etc.)
• Ordinal (Very unlikely, unlikely, moderate, likely, very likely, almost
certain)
• Probability-Impact Matrix
• Each risk is rated on its probability of occurring and impact on an
objective if it does occur.
• The matrix shows low, moderate or high risks.
• Risk Score= risk probability x risk impact
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Documentation Review
• Structured review of project documentation, including plans,
assumptions, previous project files, contracts and other information at
project level and detailed scope levels.
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Techniques
• Brainstorming
• A group creativity technique designed to generate a large number
of ideas for the
solution of a problem.
• Everyone is allowed to express ideas freely and without criticism.
• Interviewing
• Interviewing experienced project participants, stakeholders, and
subject matter experts to identify risks.
• Root Cause Analysis
• Also known as “Fish-Bone Analysis” or “Ishikawa Analysis”
• Used to identify the problem, discover the underlying causes
leading to it, and develop solutions and preventive actions.
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Techniques
• Delphi Technique
• A way to reach a consensus of experts who participate anonymously.
• A facilitator uses a questionnaire to solicit ideas about the important
risks.
• Eliminates biasness and influence of individuals.
• Checklist Analysis
• Based on historical and project information.
• Must be exhaustive (very difficult).
• Important to review at project closure to improve on the checklist for
future projects.
• One of the easier more common first steps.
• Can be grouped into categories.
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Techniques
• Assumptions Analysis
• Review project assumptions.
• Explores the validity of assumptions as they apply to the project.
• Identifies risks to the project from inaccuracy, inconsistency, or
incompleteness of assumptions.
• SWOT Analysis
• Internal Factors
Strengths.
Weaknesses.
• External Factors
Opportunities.
Threats.
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Risk Register
• A document that contains the outcomes of risk planning.
• At this stage includes:
• List of identified risks.
• List of potential scenarios.
• Risk triggers
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Perform Qualitative Risk Analysis
• Prioritizing risks for further analysis or action by assessing and
combining their probability of occurrence and impact.
• Assesses the priority of identified risks using their relative probability
or likelihood of occurrence.
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Risk register Updates
• Relative ranking or priority list of project risks.
• Risks grouped by categories.
• Causes of risk or project areas requiring particular attention.
• List of risks requiring responses in the near-term.
• List of risks for additional analysis and responses.
• Watch lists of low-priority risks.
• Trends in qualitative risk analysis results.
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Perform Quantitative RiskAnalysis
• The process of numerically analyzing the effect of identified risks on
overall project objectives.
• Performed on risks that have been prioritized by the qualitative
analysis.
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Outcomes of Quantitative Risk Analysis
• Quantify possible outcomes and their probability.
• Assess probability of achieving a specific objective.
• Identify risks requiring most attention.
• Identify realistic and achievable targets.
• Determine best decision under uncertainty.
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Sensitivity Analysis
• Helps to determine which risks have the most potential impact on the
project.
• It examines the extent to which the uncertainty of each project
element affects the objectives being examined when all other
uncertain elements are held at their baseline value.
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Expected Monetary Value(EMV)
• Statistical concept that calculates the average outcomes when the
future includes scenarios that may or may not happen (i.e. analysis
under uncertainty).
• The EMV of opportunities will generally be expressed in positive
values while those of threats in negative values.
• Calculated by multiplying the value of each possible outcome by its
probability of occurrence, and adding them together.
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Expected Monetary Value (EMV)
• Statistical concept that calculates the average outcomes when the
future includes scenarios that may or may not happen (i.e. analysis
under uncertainty).
• The EMV of opportunities will generally be expressed in positive
values while those of threats in negative values.
• Calculated by multiplying the value of each possible outcome by its
probability of occurrence, and adding them together.
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Decision TreeAnalysis
• Graphical means of displaying all available options, their probability,
and their impact, to reach the final project objective.
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Modeling & Simulation
• Uses Monte Carlo Technique
• A computerized technique that uses sampling from a random number
sequence to simulate characteristics or events or outcomes with
multiple possible values.
• Used to generate probable outcomes based on estimates processed /
iterated thousands of times.
• Provides probable project results and information for project
decision- making.
For Cost Risk Analysis, use cost estimates.
For Schedule Risk Analysis, use the schedule network diagram
and duration estimates.
• Illustrates the likelihood of achieving specific cost / schedule targets.
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Plan Risk Responses
The process of developing options and actions to enhance opportunities an to reduce threats
to project objectives.
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Threats Response
• Avoidance
• Changing project plan to eliminate the risk or condition or to
protect the project
objectives from its impact.
• Transference
• Shifting some or all of the negative impact, along with ownership of
the
response to a third party.
• Examples of transference:
Insurance
Warranties
Guaranties
• Performance bonds
• Transfers risk, but does not eliminate it.
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Threats Response
• Mitigation
• Reducing probability and/ or impact of risk to an acceptable level.
• Does not eliminate risk completely.
• Mitigates probability and/ or impact.
• Acceptance
• Deciding not to change the project plan, to deal with a risk, or being
unable to identify suitable response strategy.
• Includes active and passive acceptance:
Active acceptance: developing a contingency plan if risk occurs.
Passive acceptance: no action is taken until risk happens.
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Outcomes From Risk ResponsePlanning
• Residual Risk: Those that remain after avoidance, transfer or
mitigation responses have been taken.
• Secondary Risk: That arise as a direct result of implementing a risk
response.
• Contingency reserve needed: The amount of buffer needed to reduce
the risk of over runs.
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Project Procurement Management
• The processes necessary to purchase or acquire products, services or
results from outside the project team.
• Includes the contract management and change control processes
required to develop and administer contracts.
• Includes also administering any contracts issued by an outside
organization (the buyer) that is acquiring the project from the
performing organization (the seller).
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Project Procurement Management
• The organization, can be the buyer or seller of the product, service or
result under a contract.
• Contract can be called:
Agreement.
Subcontract.
Purchase order.
• Seller can be called:
Contractor
Subcontractor
Vendor
Service provider
Supplier
• Buyer can be called:
Client
Customer
Service requester
Purchaser
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Plan Procurements
• The process of documenting project purchasing decisions, specifying
the approach, and identifying potential sellers.
• Should be accomplished during the scope definition effort to specify:
Whether to procure or not?
How to procure?
What to procure?
How much to procure?
When to procure?
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Project Manager’s Authority in Procurement
• It depends on the type of the contracting environment:
• Centralized Contracting Environment
There is a procurement department & a procurement manager who
handle
all procurements
The project Manager contacts the procurement manager when
he/she needs help regarding procurement
• Decentralized Contracting Environment
There’s no procurement department
The project manager hires a procurement manager to work full
time on procurement & he will be reporting directly to the
Project Manager
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Make-or-Buy Analysis
• A technique used to determine whether particular work can best be
accomplished by the project team or must be purchased from outside
sources.
• If buy: Purchase or lease?
• Should consider all related costs; direct and indirect.
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Fixed Price Contracts
• The most common type.
• A total lump sum price against a well-defined product.
• Three types:
Firm Fixed Price Contracts (FFP)
Fixed Price Incentive Fee Contracts (FPIF)
Fixed Price with Economic Price Adjustment Contracts
(FP-EPA)
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Fixed Price Contracts
• Advantage
The most common type.
The buyer knows the price from the beginning.
Risk is on the seller
• Disadvantage
The buyer must prepare a detailed SOW ( more work on the buyer)
The seller might try not to do everything according to the SOW if he started
loosing money
More cost on the buyer
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Cost reimbursable Contracts
• Paying the seller the actual cost, plus a fee.
• Three types:
Cost-plus-fixed-fee (CPFF)
Cost plus incentive fee (CPIF)
Cost plus award fee (CPAF).
• Advantage
No detailed SOW.
Less cost on the buyer than the FPC
• Disadvantage
Total cost is unknown
Risk is on the buyer
More work on the buyer ( since he has to audit the
seller’s invoices )
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Time & Material Contracts
• Hybrid type of contractual agreement.
• Contain aspects of both cost-reimbursable and fixed-price types.
• They are open ended, but on certain rates.
• Advantage
Quick to create
Duration brief
Used when expat acquisition & staff augmentation
• Disadvantage
Only good in small projects
Needs daily oversight & reports from the buyer ( more work)
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Which Type is Better?
• Depends on:
How well defined the contract statement of work is.
The amount and frequency of change expected.
The level of effort and expertise the buyer can devote to managing the seller.
Industry standards for the types of contract used.
Amount of market competition.
Amount of risk.
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Procurement Documents
• A buyer-prepared formal request sent to each Seller.
• The Basis upon which a seller prepares a bid for the requested
products.
• RFP/ RFQ/RFI/IFB are used to solicit proposals to meet procurement
needs.
Statement of Work (SOW): procurement item in sufficient detail to
allow prospective sellers to determine if they are capable of
providing the item(s).
Statement of Objective (SOO): term used for a procurement item
that is
presented as a problem to be solved.
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Procurement Documents (RFP/ RFQ/RFI/IFB )
• Once the contract type is selected & the procurement SOW has been
created, the buyer
can put together the procurement documents that describe their needs
• Request for proposal (RFP): sometimes it’s called request for Tender, it
requests a detailed proposal on how the work will be accomplished, who
will do it, company experience, price, Technical requirements, etc & it
allows the company to detect benefits & risks at early stage.. ( usually
used with CR contracts)
• Invitation for Bid ( IFB, or request for bid RFB): just to request a total
price to do all the work. (usually used with FP contracts)
• Request for Quotation (RFQ): request a price quote per item, hour,
meter, or other unit of measure, used when price is the main factor (
usually used with T&M)
• Request for Information (RFI): is simply looking for information , it might
be used before procurement documents are created, the received
information could help the company to identify the required in order to
send RFQ, RFP or IFB
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Plan Stakeholder Management
• The process of developing appropriate management strategies to
effectively engage stakeholders through the project life cycle, based
on the analysis of their needs, interests, and potential impact on
project success.
• It provides a clear, actionable plan to interact with project
stakeholders to support the project’s interests.
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Analytical Techniques
• The engagement level of stakeholders can be classified as follows:
• Unaware-Unaware of project and potential impacts
• Resistant-Aware of project and potential impacts and resistant to
change
• Neutral-Aware of project yet neither supportive nor resistant
• Supportive-Aware of project impacts and supportive for change
• Leading-Aware of project impacts and actively engaged in ensuring
the project is a success
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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