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PMP Certification
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INTRODUCTION
Project Management
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Introduction
Topic in this section
Purpose of PMBOK Guide
What is a Project
What is Project Management
Role of Project Manager
Project Management Body of Knowledge
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What is a Project?
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What is a Project?
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Examples
P O
1. Developing a new product or service X
X
2. Running 1122 centre
3. Change in structure, staffing, in an organisation X
4. Implementing a new Computer system X
5. Maintaining a email system X
6. Constructing a building or plant X
7. Campaign for a political office X
8. Developing and implementing a new procedure X
9. Arranging a function or event X
10. Operation of a Fertilizer plant X
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What is a Project
Management?
THIS IS DONE BY
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By applying
47 project management
processes, which are listed in
5 process groups and
10 knowledge areas
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Secondary 5. Risks
6. Quality
Resources Risks
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These are conditions that are not under the control of the
project team what can have an effect on the project. These
conditions can help in the PM while developing the plan
and during the other stages of the project.
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Project Stakeholders
Stakeholders
Stakeholder is an individual, group, or organization who
may affect, be affected by, or perceive itself to be
affected by a decision, activity or outcome of a project.
Stakeholders can be directly or indirectly connected to
the project.
See figure on
PMBOK page 31
PMBOK 30 Copyright PMI Lahore, Pakistan Chapter
2016 29
Stakeholders
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1 - Initiating
Starting phase of the project. I.e. starting the work on the
project (initiating)
2 - Planning
Preparation and planning for the work that is required to be
done (planning)
3 - Execution
Executing the project work as per the plan (Execution)
4 - Closing
Accepting the deliverables and closing the project (Closing)
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1 2 3 4
Initiating Executing
Closing
Planning
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Factory Design
Construction
PMBOK 43 Copyright PMI Lahore, Pakistan Chapter
2016 37
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Chapter 3 >
Project Management Processes
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1 2 3 4 5
Monitoring
Initiating Planning Executing & control
Closing
Monitoring &
Initiating Planning Executing Closing
Control
30%
24%
8%
13% 25%
Time
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47 Processes
Management Team
Manage Project
PMBOK 61
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
2 Plan Risk Response 24 8 11 2
Procurement Close
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders Copyright PMI Lahore, Pakistan Chapter
Manage Stakeholders Control Stakeholders
13
Management
Identity Stakeholders 43
Plan Stakeholders Management
2016 Engagement Engagement
Process Groups
Knowledge Areas
Initiating While ManagingExecuting
Planning Projects Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project
Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
2 Plan Risk Response
24 8 11 2
Procurement Close
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders Copyright PMI Lahore, Pakistan Chapter
Manage Stakeholders Control Stakeholders
13
Management
Identity Stakeholders 44
Plan Stakeholders Management
2016 Engagement Engagement
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Process Groups
Knowledge Areas
Initiating Planning STUDY Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan 6
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope 6
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule 7
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs 4
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality 3
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47 4
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication 3
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses 6
11 Control Risks
Management
Conduct Quantitative Risk Analyses
Plan Risk Response
Procurement Close 4
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders Copyright Management Manage
PMI Lahore, Pakistan Stakeholders
Chapter Control Stakeholders
13 Identity Stakeholders Plan Stakeholders 4
Management 45
2016 Engagement Engagement
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Scope Collect Requirements
Validate Scope 6
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
Coordinating work between all areas for the success of the project.
To make sure that the stakeholders needs regarding the project are
being met.
Determine how to get resources (HR and others) for the project.
Anticipate future problems that can arise in the project (risk
management).
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PMBOK 66
50
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2. Business case
Business case is a cost benefit analyses that is carried out to determine if
the project is worth the investment.
This document becomes part of the Project Charter.
There are various ways benefit analyses can be carried out such as
Example:
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3. Agreements
Any agreements between any two or more parties can generate a project
and will require a Project Charter.
These can be Contracts, Memorandum of Understanding (MOU), Service
Levels Agreements (SLA) Letter of Intent (LoI) Verbal agreements, emails
or any other written agreements
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1. Project Charter
PMBOK 72
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Sample Project
Charter
Page-1
61
Sample Project
Charter
Page-2
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External
Government/Industry standards
External conditions (Infrastructure, utilities, etc)
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1. Expert Judgment
For developing project management plan expert judgement is
used to:
Asses which processes are required to meet the needs of the project
and to what extent.
What technical and management expertise is required.
What resources and skills are required
How much of configuration management is required
How the change control will work
How the work will be prioritized.
2. Facilitation Techniques
These techniques are related to managing meetings for
the development of project management plan.
Techniques include
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It is used to integrate all the plans from the planning processes of the
other knowledge areas:
It contains 9+4+3 = 16 documents as follows:
9 management plans from 9 knowledge areas
4 other plans (change control, configuration control, requirement
management plan, process improvement plan)
3 baselines: Scope baseline; Schedule baseline; Cost baseline
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1. Expert judgment
Expert judgment is used to assess the input needed to direct and
manage execution of the project management plan. Additional
expertise is available from:
Other unit in the organization
Consultant and subject matter experts
Stakeholders, customers, suppliers, sponsors
Technical associations
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3. Meetings
Meetings are held to discuss and resolve problems and issues
related to the project.
Meeting are attended by Project Manager, relevant team
members, and stakeholders.
Meetings can be one of these types:
Information exchange
Brain storming, open evaluation
Decision making
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1. Deliverables
A unique and verifiable product, result or capability to
perform a service that must be produced to complete a
process, phase, or project.
Tangible components can include elements of the project
management plan
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84
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85
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88
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4. Validated Changes
Changes that have been carried out after approval from the
Integrated Change Control Process are verified here.
5. Work Performance Information
Data collected and analyzed and converted into information.
Information is used to assess the project progress and make
decisions.
PMBOK 89
PMBOK 90
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4. Meetings
Meetings are held to monitor the project activities. These could
are face to face, virtual, formal or informal.
Objective of the these meetings is to review progress and analyze
the information related to the project.
Copyright PMI Lahore, Pakistan Chapter
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1. Change Requests
After comparing planned results to actual results, change requests may be
issued to expand, adjust or reduce project scope/product scope/quality
requirements/cost baseline. These could result in:
Corrective actions: An intentional activity that realigns the
performance of the project work with the project management
plan.
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98
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2. Change log
Change log is used to document all change requests, both approved
and also that are not-approved and their implementation status.
PMBOK 99
Copyright PMI Lahore, Pakistan Chapter
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PMBOK 100
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108
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All actions required for the completion or exit criteria for the phase
or project are taken.
Actions and activities required to transfer the products, services, or
results to the next phase or operations are done
Activities to collect project or phase records, audit project success or
failure gather lessons learned are carried out
Archiving of project information is done.
PMBOK 101
Copyright PMI Lahore, Pakistan Chapter
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PMBOK 102
Copyright PMI Lahore, Pakistan Chapter
2016 111
PMO
PMBOK 102
Copyright PMI Lahore, Pakistan Chapter
2016 112
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
If the deliverable
Input is verified Input Input
that it is as per the scope,
then it is passed on to Close Verified Accepted
Deliverables Deliverables Deliverables
project or phase process
(4.6) as an input where is
Quality Checks Verify Scope Acceptance
goes through the
acceptance process and
goes outVerified
as an output as Accepted Transitioned
Deliverables
transitioned deliverable Deliverables Deliverables
Output Output Output
Copyright PMI Lahore, Pakistan Chapter
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope Deliverables Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope 6
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
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2. Meetings
Meeting attended by the Project Manager may include
Project sponsor
Selected team members
Selected Stakeholders
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Define Scope
5.3
Create WBS
5.4
Validate Scope
5.5
Control Scope
5.6
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Collect Requirements
Monitoring
Initiating Planning Executing & Closing
Controlling
Collect Requirements
What are requirements:
Requirements are conditions and capabilities that are
required to be met by the project with relation to the product,
service or result.
Some of the requirement that have to be met are related to:
a) Business Requirements
b) Stakeholder Requirements
c) Functional requirements
d) Project Requirements
e) Quality Requirements
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Collect Requirements
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Collect Requirements
Tools and Techniques
1. Interviews
Aninterview is a formal or informal approach to discover
information from stakeholders by talking to them directly
It is typically performed by asking prepared and
spontaneous questions and recording the responses
2. Focus groups
Focus groups bring together prequalified stakeholders and
subject matter experts to learn about their expectations
and attitudes about a proposed product, service, or result.
Focus groups are designed to be more conversational than
a one-on-one interview.
PMBOK 114 Copyright PMI Lahore, Pakistan Chapter
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Collect Requirements
Tools and Techniques
3. Facilitated workshops
These are focused sessions bringing stakeholders together to discuss the
requirements.
These workshop can have cross-functional participation (e.g. operations,
IT, maintenance, etc.)
Collect Requirements
Tools and Techniques
4. Group creativity techniques
Group creativity techniques are used to identify product and
project requirements. Some are of these are listed below:
Brainstorming
In this technique ideas are gathered from many participants in a joint
session where all are allowed to speak.
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Collect Requirements
Tools and Techniques
4. Group creativity techniques (contd..)
Idea/mind mapping
In this technique ideas are created by brainstorming individually. These
are then are consolidated into a single map to reflect commonality and
difference in understanding and generating new ideas
Affinity diagram
In this technique large number of ideas are sorted into groups for
discussions and brain storming
Collect Requirements
Tools and Techniques
5. Group decision making techniques
In this technique decisions are made using following methods:
Unanimity Everyone in the group agree on a same way to go forward
Majority More than 50% of the group agree on the way forward.
Plurality The largest number of people in the group decide on the way forward
even if not in majority.
Dictatorship Decision are made by one person in the group on the way
forward.
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Collect Requirements
Tools and Techniques
7. Observations
A direct way of viewing individuals in their environment
performing their jobs
Useful when the person doing the job is having difficulty
defining their requirement
Involves External observation, job shadowing and
participant observer
8. Prototypes
A working model of the expected product
Early feedback
Tangibles - so allows experimentation
Collect Requirements
Tools and Techniques
9. Benchmarking
Comparison of actual or planned practices to the
practices of a comparable organization, in order to
identify
Best practices
Generate ideas for improvement
Provide a basis for measuring performance
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Collect Requirements
Tools and Techniques
10.Context Diagrams
An example of scope model
Visually depicts the product scope by showing
Business system
AND
How people and other systems (Actors) interact with it
Collect Requirements
Tools and Techniques
11.Document Analysis
Finding out requirements by analyzing existing
documentation and identifying relevant information
relevant to the requirements
Documents include
Business case
Marketing literature
Agreements
RFPs
Etc.
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Collect Requirements
Outputs
1. Requirements Documentation
Its components include
Business requirements (e.g. Business and project objectives for
traceability)
Stakeholder requirements (e.g. impacts of other organizational areas)
Project Requirements (e.g. acceptance criteria)
Transition requirements (e.g. training needs)
Requirements Assumptions, Dependencies and Constraints
Collect Requirements
Outputs
2. Requirement traceability matrix
This is used in tracing
Requirements to business, opportunities, goals and objectives
Requirements to project objectives
Requirements to project scope/WBS deliverables
Requirements to test strategies and test scenarios
Requirements to product design
Requirements to product development
Requirements to test strategy and test scenarios
High-level requirements to more detailed requirements
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PMBOK 119
151
Define Scope
5.3
Create WBS
5.4
Validate Scope
5.5
Control Scope
5.6
Copyright PMI Lahore, Pakistan Chapter
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Define Scope
Monitoring
Initiating Planning Executing & Closing
Controlling
Define Scope
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Define Scope
Tools and Techniques
1. Expert judgment
Experts are used to analyze the information that is available to
develop the scope of the project.
These experts could be within the organization or from outside the
organization.
2. Product analysis
Techniques are used to convert requirements into tangible products.
These include systems analysis, requirements analysis, systems
engineering, value engineering.
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Define Scope
Tools and Techniques
3. Alternatives Generation
The goal of this technique is to develop multiple options in identifying
different approaches to define scope. Some of the approaches used
are
Brainstorming getting ideas by discussions
lateral thinking thinking in multiple directions
Analyzing alternates Analyzing other options
4. Facilitated workshop
Meeting held to gather ideas to define scope of the project. (Explained
earlier)
Define Scope
Outputs
1. Project scope statement
The project scope statement is a detailed description of the projects
deliverables and the work required to create those deliverables
It includes
Product scope description
Product acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
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Define Scope
Outputs
Define Scope
5.3
Create WBS
5.4
Validate Scope
5.5
Control Scope
5.6
Copyright PMI Lahore, Pakistan Chapter
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Create WBS
Monitoring
Initiating Planning Executing & Closing
Controlling
Create WBS
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Create WBS
Inputs
1. Scope Management Plan
2. Project scope statement describes what work is to be
done
3. Requirements documentation describes the
requirements of the project.
4. Enterprise Environmental Factors (EEFs)
Any information that could be related to WBS can be an input for
creating WBS
5. Organizational process assets (OPAs)
Policies, procedures, and templates for the WBS
Project files and lessons learnt from previous projects
Create WBS
Tools and Techniques
1. Decomposition
Decomposition is the subdivision of project deliverables into
smaller, more manageable components until the work and
deliverables are defined to the work package level.
Work package level is the lowest level in the WBS and no work
should be left out. This is sometimes called the 100% rule.
5 Step Approach to Decomposition
1. Identifying and analyzing the deliverables and related work
2. Structuring and organizing the WBS
3. Decomposing the upper WBS levels into lower level detailed components
4. Developing and Assigning identification codes to the WBS components
5. Verifying that the degree of decomposition of the work is necessary and
sufficient
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Create WBS
Tools and Techniques
Project
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Create WBS
Tools and Techniques
2. Expert Judgment
Expert advice is sought from experts to analyze the information that is
to be decomposed for creating WBS.
Experts can also help when pre-defined templates are to be used for
creating WBS.
What to decompose?
How to decompose?
Decompose to what level of detail?
Create WBS
Outputs
1. Scope baseline
Scope baseline is the main output from this process. It has 3 components
1. Project scope statement From define scope
2. Work Breakdown structure Developed in Create WBS. Identified
by a code of accounts. These identifiers provide a hierarchal
summation of costs, schedule, and resource information.
3. WBS dictionary contains detailed information related to each work
package. (Identifying number, description, responsibility, schedule,
cost estimates, etc.)
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WBS dictionary
WBS dictionary
An important companion document to the WBSit contains detail for
each of the WBS components including such things as:
Detailed description of the components of WBS, including
Work packages
Control accounts
Code of Account Identifier - helps you locate it in the WBS
Brief Statement of work what is involved?
Responsible parties whos going to do it?
Mini-milestones
Contractual information
Quality Requirements
Technical Specifications
Charge codes or other costing information
Associated Activities or Tasks
Define Scope
5.3
Create WBS
5.4
Validate Scope
5.5
Control Scope
5.6
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
If the deliverable
Input is verified Input Input
that it is as per the scope,
then it is passed on to Close Verified Accepted
Deliverables Deliverables Deliverables
project or phase process
(4.6) as an input where is
Quality Checks Verify Scope Acceptance
goes through the
acceptance process and
goes outVerified
as an output as Accepted Transitioned
Deliverables
transitioned deliverable Deliverables Deliverables
Output Output Output
Copyright PMI Lahore, Pakistan Chapter
2016 179
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
5
Scope Collect Requirements DELIVERABLE
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
Validate Scope
Inputs
1. Project Management Plan
2. Requirements Documentation
3. Requirements Traceability Matrix
4. Verified Deliverables
These are the completed deliverables that have been checked for
correctness through the Control Quality Process 8.3.
5. Work Performance Data
This data is used for validating deliverables.
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Tools and Techniques
1. Inspection
The goal of inspection is to ensure that both work and deliverables
meet requirements and acceptance criteria.
Inspection can be done by measuring, examining, and validating.
Inspections can also be referred as audits, reviews, walk-throughs
Validate Scope
Outputs
1. Accepted Deliverables
Deliverables that meet the acceptance criteria are formally signed off
and approved by the customer or sponsor
Formal documentation received from the customer or sponsor,
acknowledging formal stakeholder acceptance of the projects
deliverables is forwarded to the Close Project or Phase process (4.6).
2. Change Requests
Those completed deliverables that have not been formally
accepted are documented, along with the reasons for non-
acceptance. Those deliverables may require a change request for
defect repair.
The change requests are processed for review and disposition
through the Perform Integrated Change Control process (see
Section 4.5)
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Validate Scope
Outputs
3. Work Performance Information
Includes information about project progress, such as
Which deliverables have started
So far progress of the deliverables
Which deliverables have been finished
Which deliverables have been accepted
Define Scope
5.3
Create WBS
5.4
Validate Scope
5.5
Control Scope
5.6
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Control Scope
Inputs
1. Project management plan
Project management plan has the following information which is
used in Control Scope
Scope Baseline
Scope Management Plan
Change Management Plan
Configuration Management Plan
Requirements Management Plan
2. Requirements documentation
3. Requirements traceability matrix
4. Work Performance Data
5. Organizational Process Assets
Policies for controlling scope, procedures, and guidelines, reports
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Control Scope
Tools and Techniques
1. Variance Analysis
Variance analysis is a technique used to determine the
cause of difference between the baseline and the actual
performance
Project performance measurements are used to assess the
magnitude of variation from the original scope baseline
Important aspects of project scope control include
determining the cause and degree of variance relative to
the scope baseline
deciding whether corrective or preventive action is
required
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Control Scope
Outputs
1. Work performance information
The work performance information will provide information on how
the scope is performing, identify variance and causes of variance,
schedule impact and future forecast of performance
2. Change requests
Change request may be generated if there is any changes in scope
after the analyses carried out in the control process
3. Project management plan updates
Scope Baseline and other base lines will be updated
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Outputs
4. Project document updates
Requirements Documentation
Requirements Traceability Matrix
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6
Management Estimate Activity Resources
Control Schedule 7
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
Define Activities
6.0
6.2
Sequence Activities
6.3
Develop Schedule
6.6
Control Schedule
6.7
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2. Analytical Techniques
Various analytical techniques can be used to determine the best way
of developing the schedule. Such as:
Rolling Wave Planning i.e. developing plan as you go along
Adjusting Leads And Lags giving time between jobs
Methods For Reviewing Schedule Performance
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Define Activities
6.0
6.2
Sequence Activities
6.3
Develop Schedule
6.6
Control Schedule
6.7
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Define Activities
Inputs
Define Activities
Inputs
3. Enterprise environmental factors (EEFs)
Organizational culture and structure
Project Management Information System (PMIS)
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Tools and Techniques
1. Decomposition
Define Activities
Tools and Techniques
2. Rolling wave planning
Rolling wave planning is a form of progressive elaboration of work
to be done.
Early in the life cycle of the project, when information is top-level
and less developed, the projects far-term work may be planned at
the work package level
Later in the life cycle of the project, when this far-term work is
near-term and detail is clearer, these work packages can then be
further detailed - or decomposed - into activities.
3. Expert Judgment
Experts from the team or outside can be involved in
decomposition and defining of activities.
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Define Activities
Outputs
1. Activity list
The result of the decomposition work is the ACTIVITY LIST.
The Activity List contains the details of the decomposition of work
packages into activities that are required to do the work.
2. Activity attributes
The characteristics associated with the activities on the Activity List,
including identification numbers, resource requirements, lead and
lags, predecessor and successor activities, activity codes, and more.
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Outputs
3. Milestone list
Sequence Activities
6.3
Develop Schedule
6.6
Control Schedule
6.7
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Sequence Activities
Inputs
Sequence Activities
Tools and Techniques
1. Precedence diagramming method (PDM)
Precedence diagraming method (PDM) is used to create network of
activities using boxes (called nodes) to show the activities and arrows
to link them. It is also know as Activity-on-Node diagram.
PDM is used to establish the correct relationship amongst activities.
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Tools and Techniques
In the Precedence diagramming method there are four
possible relationships between two activities
b)
1. Finish to start
2. Finish to finish
3. Start to Start
4. Start to finish
Sequence Activities
Tools and Techniques
1. Finish to start
In this the second activity will start only after the first
activity is complete
We cant start installing the operating system unless the
installation of the server is completed
Activity A Activity B
Install and
Install Server configure operating
system
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Tools and Techniques
2. Finish to finish
In this possibility activity A must finish before activity B can
finish.
I cant finish editing a report unless you complete writing the
report.
Activity A Activity B
Sequence Activities
Tools and Techniques
3. Start to start
In this activity A must start before activity B can start
The contractor cannot start levelling the floor unless
the process of pouring of concrete starts.
Activity A Activity B
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Tools and Techniques
4. Start to finish
In this activity B cannot finish until the activity A starts.
Operator on night shift B cannot leave unless the operator
on morning shift A takes over.
See Figure on
PMBOK page 157
Activity A Activity B
Sequence Activities
Tools and Techniques
2. Dependency determination
There are 4 major dependencies that are used in
sequencing activities:
a) Mandatory Dependencies (hard logic)
Mandatory dependencies are those that are required due to
the nature of the work or are required legally or contractually.
E.g. It is not possible to build the wall until the foundation has
been laid.
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Tools and Techniques
2. Dependency determination (contd)
b) External Dependencies
These are due to some relationship between the project
activities and non-project activities.
These are usually beyond the control of the team
E.g. the team cannot test a software unless they get delivery
of the test program from an external source
c) Internal dependencies
These are based on precedence relationship between project
activities which is under the control of the project team.
E.g. Team A cant start a a pump until it is connected to
electric power by team B
Sequence Activities
Tools and Techniques
Lag
Lag is a delay before the successor activity can start. (Waiting time)
E.g. Allowing the concrete to set for 7 days before building on it. (FS
+7days)
See Figure on
PMBOK page 158
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Sequence Activities
Outputs
1. Project schedule network diagrams
See Figure on
PMBOK page 160
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Sequence Activities
Outputs
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Exercise
Draw a Network Diagram Using the Precedence Diagramming Method
(PDM)
Activity Predecessor
Start -
A Start
B Start
C A, B
D C
E C
F D
End F, E
Solution
A D F
Start C End
B E
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6.3
Develop Schedule
6.6
Control Schedule
6.7
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6.3
Develop Schedule
6.6
Control Schedule
6.7
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Unanimity
Majority
Plurality
Dictatorship
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Sequence Activities
6.3
Develop Schedule
6.6
Control Schedule
6.7
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Develop Schedule
Inputs
1. Schedule Management Plan from 6.1
Provide information on what tools and techniques to use
2. Activity list from 6.2
Provides the activities to be included in the schedule
3. Activity attributes from 6.2
Provides details of the activities
4. Project schedule network diagrams from 6.3
Shows the sequence of activities
5. Activity resource requirements from 6.4
Provides information on what resources will be used
6. Resource calendars from 9.2 (HR) and 12.2 (Procurement)
Provides information on the resources availability
7. Activity duration from 6.5
Provides information on the duration of activities
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Develop Schedule
Inputs
8. Project scope statement from 5.3
Provides information on assumptions and constraints which could
impact the project schedule
9. Risk Register from 11.2
Provides information on the risk associated with the project
10. Project Staff Assignments from 9.2
Provides information on various people assigned to do the work
11. Resource Breakdown Structure
Provides information on the type of resources used for the project
12. Enterprise environmental factors (EEFs)
13. Organizational process assets (OPAs)
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Tools and Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource Optimization Techniques
5. Modeling Techniques
6. Leads and Lags
7. Schedule compression
8. Scheduling tool
Develop Schedule
Tools and Techniques
1. Schedule network analysis
In this technique analyses of the network diagram is carried out to
get information for developing the schedule.
It helps in determining the start and finish dates of the activities.
Following methods are used in analyses:
Critical path method
Critical chain method
What-if analysis
Resource Optimization
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Tools and Techniques
2. Critical path method
The objective of this method is find the critical path of the network diagram.
Critical path is the path in the network diagram that represent the longest
path through the project.
To find the critical path, the start and finish dates of all activities in the
network diagram are determined and by calculating the forward and
backward pass the critical path can be determined (see example on the next
page)
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Using the Critical Path Method for the For the activities listed below
carry out a forward and backwards pass to find the Critical Path and
Float.
Start - 0
A Start 4
B Start 6
C A, B 7
D C 5
E C 5
F D 7
End F, E 0
Solution
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Tools and Techniques
3. Critical chain method
Critical Chain Method is a method in which the team places
buffers on the scheduled path to account for limited resources
and/or project uncertainties.
It adds Duration buffers on any schedule path
Project buffers are placed at the end of the project, and protects
target finish date from slippage.
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Tools and Techniques
4. Resource Optimization Techniques
These are techniques that are used to optimize the resources that
are being used in the project.
In some cases the schedule will be adjusted according to the
availability or non-availability of the resources.
In other cases that schedule will be adjusted to level the
resources to avoid peak and troughs
The main aim is to keep the level of resources as constant as
possible.
The same can be applied to other resources, such as heavy
equipment, machinery, etc.
Develop Schedule
Tools and Techniques
4. Resource Optimization Techniques
See Figure on
PMBOK page 179
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267
Develop Schedule
Tools and Techniques
5. Modeling Techniques
What if scenario analysis is the process of evaluating scenarios in
order to predict their effects, positively or negatively on project
objectives.
In this analyses the questions What happens if Scenario X happens
is analyses.
Network analyses is carried to compute different scenarios such as
delay in delivery of a major component or external factors such as
strikes, etc.
The out come of the analyses can be used to determine the
feasibility of the project schedule under the adverse conditions and
can be used in preparing a contingency or response plans to
overcome or mitigate the impact of unexpected situations.
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Tools and Techniques
5. Modeling Techniques
Develop Schedule
Tools and Techniques
6. Leads and lags
Leads and lags are adjusted in the process of develop schedule with
the objective of getting the optimized schedule.
7. Schedule compression
Schedule compression is applied to try and reduce the schedule
without changing the project scope and other parameters.
Two techniques are used in this:
Crashing. In this technique the schedule is reduced by adding extra
resources or adding extended hours to reduce the time for completing
the work.
Fast Tracking. In fast tracking the activities are performed in parallel to
reduce the time of completion.
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Tools and Techniques
8. Scheduling tool
Various scheduling tools are available that can be used for scheduling
purposes in the developing schedule.
E.g. MS Project, Primavera, Excel spreadsheet
Develop Schedule
Output
1. Schedule baseline
The output of this process is the schedule baseline.
It is the final version of the schedule model that has been
approved for implementation.
It is used for as a basis for tracking the progress of the project
This version can only be changed after getting approval as per the
Integrated Change Control process.
The schedule baseline becomes part of the project management
plan.
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Output
2. Project schedule
See Figure on
Copyright PMI Lahore, Pakistan Chapter PMBOK page 183
2016 273
Milestone
schedule
Summary
schedule
Detailed
schedule
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Develop Schedule
Output
3. Schedule data
The schedule data is the data that is part of the schedule baseline.
This included schedule milestones, schedule activities, activity
attributes, and identified assumptions and constraints
4. Project Calendars
Project Calendars shows the working days, shifts and other related
information that are available for carrying out the project activities
Develop Schedule
Output
5. Project Management Plan Updates
Due to development of schedule, the project management plan
will be also get updated
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Sequence Activities
6.3
Develop Schedule
6.6
Control Schedule
6.7
Monitoring
Initiating Planning Executing & Closing
Controlling
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Control Schedule
Inputs
1. Project management plan from 4.2
The project management plan contains both the Schedule Management
Plan and the schedule baseline which is used in controlling the schedule.
2. Project schedule from 6.6
This is the final and updated version of the project schedule.
3. Work performance Data from 4.3
This is the data that is available for analyses related to the progress of
various activities of the project.
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Control Schedule
Inputs
4. Project Calendars from 6.6
Gives the days on which the project work will be carried out.
5. Schedule Data from 6.6
The schedule data is the data that is part of the schedule baseline.
This included schedule milestones, schedule activities, activity
attributes, and identified assumptions and constraints
6. Organizational process assets (OPAs)
Schedule control policies, procedures, and guidelines
Schedule control tools that can be used for monitoring and
reporting.
Control Schedule
Tools and Techniques
1. Performance reviews
Trend Analysis is carried out to determine the performance of the
project activities over time.
Critical Path Method is used to compare the progress along the critical
path can help determine schedule status.
Critical Chain method is used to compare buffer that is remaining to
the amount of buffer that may be required to protect the delivery
date.
Earned Value Management is used to asses the variation from the
actual. Schedule performance measurements (SV, SPI) are used for this
purpose. (More in Cost Control process)
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Tools and Techniques
4. Modeling Techniques
What-if scenarios and simulations can be used for monitoring and
controlling schedule. (slide 107)
Control Schedule
Tools and Techniques
.
6. Scheduling compressions
Fast tracking and crashing techniques are used to bring project
activities that are behind into alignment with the plan.
7. Scheduling tool
Manual or automated methods are used to carry out analyses in order
to generate updated project schedule
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Control Schedule
Outputs
1. Work performance information
Work performance information is calculated from the data that is
available regarding the performance of the project activities.
2. Schedule Forecasts
These are estimates based on the performance of the project
activities. Can be calculated using Earned Value Management
EVM. Schedule Variance and Schedule performance Index are
used to calculate the forecasts. (Covered in Cost Management)
3. Change requests
Change requests may be generated if any changes are required in
the schedule.
Control Schedule
Outputs
4. Project management plan updates
Some documents that may required updates are:
Schedule baseline, Schedule management plan, Cost
baseline
5. Project document updates
Schedule Data
Project Schedule
Risk Register
6. Organizational process assets update
Some OPAs that will require updates
Causes of variances
Corrective actions, lessons learned.
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7
Management
Estimate Costs Control Costs 4
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
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Cost Management
Project Cost Plan Cost Management
Management
7.0 7.1
Estimate Costs
7.2
Determine Budget
7.3
Control Costs
7.4
Monitoring
Initiating Planning Executing & Closing
Controlling
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Level of accuracy that will be used in calculations. 5%, 10%, 15%, 20%
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Initiating Planning Executing & Closing
Controlling
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Estimate Costs
Inputs
1. Cost Management Plan describes how the costs are to be
managed.
2. Human Resource Management Plan (Chapter 9)
This is an output of Plan HR Management. This plan provides
information related staffing requirement, compensation rates, staff
rewards, vacations days, working hours and any other information that
could be useful in estimating costs.
3. Scope baseline
Scope baseline provides information on estimation of cost for various
jobs. It has three components:
Project scope statement + WBS + WBS Dictionary
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Inputs
4. Project Schedule - This provides information on the jobs that have been
scheduled
Estimate Costs
Tools and Techniques
1. Expert Judgment
Expert advice will be solicited for carrying out estimating of costs.
2. Analogous estimating
Also know as Top Down approach for estimation.
It is done by using values from similar projects and historical
information available.
The information is adjusted to the present conditions.
The method is not very accurate, is less costly and can be done in
shorter period of time.
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Tools and Techniques
3. Parametric estimating
In this method parameters are used for developing the costs. E.g.
cost per sq. ft., cost per cubic meter of concrete, cost per ton of
steel, etc.
This method is more accurate and is used for making bill of
quantities (BOQ ).
4. Bottom-up estimating
This is the most accurate method for estimating costs.
Costing is done for each individual work package separately and
rolled up to the control account and up the total cost of the
project.
This method is more time consuming, hence more costly.
Estimate Costs
Tools and Techniques
5. Three Point Estimates
This estimation method is also called from Program Evaluation and
Review Technique (PERT).
The objective is to reduce the bias in estimation by using 3 values,
optimistic (O), pessimistic (P), most likely (M).
There are 2 equations that are used for calculating the estimated
costs:
Triangular distribution: (O+M+P)/3 and
Beta distribution: (O+4M+P)/6
Generally the beta distribution equations is used for estimation.
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Tools and Techniques
6. Reserve analysis
There are two type of reserves that are used in projects.
Contingency reserves
Contingency reserves are for uncertain events that are known. These are
called known-unknowns.
This means that you know that there could be unknown event in future.
E.g. Rain in monsoons, non-availability of manpower for construction
during the cutting of wheat season, so you keep some contingency in
reserve for that event if it happens. If the event happens then the
contingency reserve is used.
This contingency reserve is added to the cost baseline of project.
Estimate Costs
Tools and Techniques
6. Reserve analysis (contd..)
Management reserves
The second type of reserve is Management Reserve
Management reserves is kept by the management and are for
unknown-unknowns.
This means that the managements wants to keep some reserve for
some event that may happen in future, and may effect the Project.
E.g. Delay due to unforeseen circumstances, such and strikes, change in
political environment, etc.
So the management can keep some reserve that can be used in case
needed.
Management reserves are not part of the project cost baseline.
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Tools and Techniques
7. Cost of Quality
These are costs that are related to managing quality. These are
cost of failures and costs of carrying out quality checks and quality
controls. (Covered later in Quality Management)
Estimate Costs
Tools and Techniques
9. Vendor bid analysis
Vendors bids analyses can also be useful for estimating costs. The
bids can provide information on the costing of various jobs.
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Outputs
1. Activity cost estimates
Estimate Costs
Outputs
2. Basis of estimates (BoE)
Basis of developing the estimates that are used in the estimating
process should also be part of the output, so that there is a clear
understanding on how the costs were derived.
These should include assumption, constraints, range of possible
estimates, and confidence level of estimates.
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Determine Budget
Inputs
Next page
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Determine Budget
Inputs
6. Resource calendar (HR Management)
Provides information on which resources are assigned to the project
7. Risk Register (Risk Management)
Provides information on the cost of risks to be taken into
consideration.
8. Agreements (Procurement management)
Any agreements that have been signed with any supplier or vendor
9. Organizational Process Assets (OPAs)
Policies, procedures and guidelines
Cost budgeting tools
Reporting methods
Develop Budget
Tools & Techniques
1. Cost aggregation
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Tools & Techniques
2. Reserve analysis
Contingency reserve and Management reserves are taken into
consideration while determining the budget.
3. Expert judgment
Subject matter experts can help in development of the budget,
especially with expertise in financial planning and budgeting.
Develop Budget
Tools & Techniques
4. Historical relationship
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Tools & Techniques
The budget should be reconciled with the funds committed for the
project. Both should be in the same line.
If there is variance then re-working of the project plan or the cost
estimates may be required.
Funding limits is determined by the sponsor based on how much the
sponsor is willing to spend on the project.
Develop Budget
Output
1. Cost baseline
Cost baseline is the project budget that has been approved.
It does not include the management reserve.
After cost baseline is approved, any changes in the cost baseline can
only be done through Integrated change control process.
If management reserve are required to be used for any project work,
the change control procedure is used to get approval to move the
management reserve funds into the cost baseline. Justification may
be provided for this purpose.
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321
Develop Budget
Output
2. Project funding requirements
Based on the budget, the funds required for the project are
Calculated.
Cash flow required for the project is also developed to carry out
financial planning for the project.
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Monitoring
Initiating Planning Executing & Closing
Controlling
Control Costs
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Control Costs
Inputs
1. Project management plan
Cost performance baseline
Cost management plan
2. Project funding requirements
Funds required for the project
3. Work performance data
Information about project progress
4. Organizational process assets (OPAs)
Cost control policy and monitoring tools
Monitoring and report methods
Control Costs
Tools and Techniques
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Tools and Techniques
1. Earned value management
Earned Value Management (EVM) methodology is used to
measure the performance or the project from both cost and
schedule point of view.
The method uses scope, cost, and schedule to determine the
progress of the project activities.
This method can be used in majority of projects in industry.
Earned Value Management is used to monitor the project using
three dimensions. This is done for all work packages and control
accounts.
1. Planned Value (PV)
2. Earned Value (EV)
3. Actual Cost (AC)
Control Costs
Tools and Techniques
I. What is Planned Value (PV)
Planned value is the money that is planned to be spent in doing work for
an activity in a package.
At any point of time Planned value shows the physical work that should
have been done at that point in time.
The total planned value of the project is called Budget at Completion
(BAC)
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Tools and Techniques
II. What is Earned Value (EV)
It is the value of work done based on the approved budget for an
activity at any given point in time.
Control Costs
Tools and Techniques
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Tools and Techniques
BAC = 1600 Project Deliverables:
16 components @ Rs100/- each
AC = 1200
PV = 1000
EV = 800
8 components delivered
Control Costs
Tools and Techniques
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Tools and Techniques
Scheduled variance
SV = EV PV
BAC = 1600
SV = 800 1000 = - 200
Cost Variance
CV = EV - AC
CV = 800 -1200 = - 400 AC = 1200
PV = 1000
EV = 800
Control Costs
Tools and Techniques
Schedule performance Indicator (SPI):
SPI shows the schedule performance of the project as a efficiency
indicator:
SPI = Earned Value (EV) / Planned Value (PV)
If SPI is less than 1, then the project is behind schedule.
If SPI greater than 1, then the project is ahead of schedule.
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Tools and Techniques
Scheduled variance
SV = EV PV
SV = 800 1000 = - 200
BAC = 1600
Cost Variance
CV = EV - AC
CV = 800 -1200 = - 400
AC = 1200
Schedule Performance Index
SPI = EV/PV
SV = 800/1000 = .80
Control Costs
Tools and Techniques
Earned Value Calculations Summary
Schedule Variance SV:
SV = EV - PV (negative value = trouble)
(positive value = good)
Cost Variance CV:
CV = EV - AC (negative value = trouble)
(positive value = good)
Schedule Performance Index SPI:
SPI = EV / PV (< 1 = trouble)
(> 1 = good)
Cost Performance Index CPI:
CPI = EV / AC (< 1 = trouble)
(> 1 = good)
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Tools and Techniques
2. Forecasting
Project Team can calculate forecast of the project as the work on
the project goes ahead.
This is called Estimate At Completion (EAC) and is based on past
performance of the project at that point in time.
Estimate at Completion (EAC) is the actual cost incurred at a given
point in time plus and Estimate To Complete the project (ETC)
EAC can be calculated manually or by using formula
Control Costs
Tools and Techniques
Using Formula:
I. EAC forecast for ETC work performed at the budget
rate:
This method allows the actual project performance as the
guideline for calculating the future Estimate to Complete
(ETC)
EAC = AC + BAC EV
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Tools and Techniques
Scheduled variance
SV = EV PV
SV = 800 1000 = - 200
BAC = 1600 EAC.1= 2000
Cost Variance
CV = EV - AC
CV = 800 -1200 = - 400
AC = 1200
Schedule Performance Id
SPI = EV/PV
SV = 800/1000 = .80
Control Costs
Tools and Techniques
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Scheduled variance
SV = EV PV
Tools and Techniques
SV = 800 1000 = - 200 EAC.2 = 2424
BAC = 1600 EAC.1= 2000
Cost Variance
CV = EV - AC
CV = 800 -1200 = - 400
AC = 1200
Schedule Performance Id
SPI = EV/PV
SV = 800/1000 = .80
Control Costs
Tools and Techniques
III. EAC forecast for ETC considering both SPI and CPI:
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Scheduled variance
EAC.3 = 2715
SV = EV PV
SV = 800 1000 = - 200 EAC.2 = 2424
BAC = 1600 EAC.1 = 2000
Cost Variance
CV = EV - AC
CV = 800 -1200 = - 400
AC = 1200
Schedule Performance Id
SPI = EV/PV
SV = 800/1000 = .80
EAC.1 at budget rate EAC.2 at present CPI EAC.3 considering CPI & SPI
EAC = AC + BAC EV EAC = BAC / CPI EAC = AC + [(BAC EV) / (SPI x CPI)]
= 1200+1600-800=2000 = 1600 / .66 = 2424 = 1200 +[(1600-800) / (.8x.66)]
= 2715
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Tools and Techniques
Control Costs
Tools and Techniques
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Control Costs
Tools and Techniques
TCPI equation = (BAC EV) / (EAC AC)
2.0
1.0
.52
.66
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Control Costs
Tools and Techniques
Estimate to Complete (ETC)
ETC = EAC AC
Variance at Completion (VAC)
VAC = BAC EAC
Control Costs
Tools and Techniques
4. Performance reviews
Performance reviews are carried out during the execution of the
project to compare the actual outcome of the project activities.
This is done by variance analyses, trend analyses and Earned value
analyses
a) Variance analysis is used to compare the actual performance of the
project activities compared to the plan for cost and schedule.
b) Trend analysis examines performance of the project over a period of time
to check if performance is as planned, below plan or above plan and is it
going up or down.
c) Earned value management is used to compare the base lines to actual
schedule and cost performance
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Tools and Techniques
5. Project management software
Software available for managing projects can be used to monitor
EVM dimensions to find out how the project is doing. E.g. MS-
Projects, Primavera.
6. Reserve Analysis
Monitoring contingency and management reserves can help in
determining if the project is doing well or not. If the reserves are
depleting, it would mean that there is something not going right
with the project and need investigation.
Control Costs
Outputs
1. Work performance measurements
Output from the Earned Value Measurement process (CV, SV, CPI,
SPI, TCPI and VAC) is sent to stakeholders so that they can make
decisions related to the project.
2. Cost forecasts
Forecast of the cost i.e. Estimate at completion (EAC) is calculated
and is sent to the stake holders for decisions
3. Change requests
Based on the feedback, preventive and corrective actions may be
required and change requests may be generated
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Control Costs
Outputs
4. Project Management plan updates
Cost baseline and the cost management plan are updated
5. Project documents updates
Project documents such as estimates, basis of estimates and
related documents are updated
6. Organizational Process assets update
Causes of variance, corrective actions, lessons learnt are update in
the OPAs
See Table on
PMBOK page 224
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
8
Quality
Plan Quality Management
Perform Quality
Control Quality 3
Management Assurance
Acquire Project
Management Team
9 HR Management Plan HR Management
Develop Project 47
Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
What is Quality
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Monitoring
Initiating Planning Executing & Closing
Controlling
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4. Requirements Documentation
Will provide information on quality requirements for the project and
the deliverables.
5. Enterprise environmental factors (EEFs)
Factors that will have impact on Plan Quality Management process will
be:
Governmental regulations including rules, standards, and guidelines.
Working conditions of the project/product that may affect project quality
6. Organizational process assets (OPAs)
Quality policy, as endorsed by senior management
Quality policies, procedures, and guidelines
Historical information & Lessons learned
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic Quality Tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings
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1. Cost-benefit analysis
Cost-benefit analyses is carried out to determine the benefits of
quality management by comparing the cost of quality activity to the
expected benefit.
The objective is to ensure that the benefits quality management are
more than the costs.
Benefits include
less rework,
higher productivity,
lowering of costs and
increase in stakeholder satisfaction.
PMBOK 235
366
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Histogram
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See Figure on
PMBOK page 239
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PMBOK 239
381
4. Bench Marking
The quality standards of the project is compared with the quality
standard of another project to:
Identify better practices and
To provide a basis for measuring performance
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8. Meetings
Meetings are a way of discussing issues, brainstorming and generating
solutions.
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4. Quality checklist
Usually a structured tool, component specific, used to verify that
required steps have been performed.
Establishes a common reference for quality management execution
Is especially effective when developed and improved over several
projects. Some organizations have standard checklists for consistency
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Affinity Diagram
395
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397
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Inter-relationship diagraphs
e) Prioritization Matrices
Metrics can be used to prioritize the
issues to seek suitable alternatives.
Alternate solutions are given priority
based on the score.
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g) Matrix Diagrams
These are used to carry out analyses of data.
These diagrams can be used to show relationship between various
factors
See Figure on
PMBOK page 246
Copyright PMI Lahore, Pakistan Chapter
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3. Process analysis
Analyzing processes to identify areas of improvement
It examines
Problems experienced
Constraints experienced
non-value added activities
Uses Root cause analysis to develop preventive measures
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
If the deliverable
Input is verified Input Input
that it is as per the scope,
then it is passed on to Close Verified Accepted
Deliverables Deliverables Deliverables
project or phase process
(4.6) as an input where is
Quality Checks Verify Scope Acceptance
goes through the
acceptance process and
goes outVerified
as an output as Accepted Transitioned
Deliverables
transitioned deliveable Deliverables Deliverables
Output Output Output
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Flow of Deliverable
8.3 Control Quality -> 5.5 Validate Scope -> 4.6 Close project or phase
Output
Deliverables
4.6 Close project
8.3 Control Quality 5.5 Validate Scope or phase
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Control Quality
Inputs
1. Project management plan
Quality management plan & Process improvement plan
2. Quality metrics
3. Quality checklists
Control Quality
Inputs
3. Quality checklists
Quality checklist will provide input related to the quality checks
performed in execution of project work.
4. Work performance data
Work performance data can include
Planned vs. actual technical performance
Planned vs. actual scheduled performance
Planned vs. actual cost performance.
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Control Quality
Inputs
5. Approved change requests
This will provide input on the status of changes that have been
approved for implementation.
6. Deliverables
Deliverable is the output from the execution process group which will
be controlled in this process as an input
7. Project Documents
All documents including agreements, quality audit reports, training
plans will be an input to this process
8. Organizational process assets (OPAs)
Quality standards and policies, Standard work guidelines
Issue and defect reporting procedures and communication policies
Copyright PMI Lahore, Pakistan Chapter
2016 417
Control Quality
Tools and Techniques
1. Seven Basic Quality Tools
The seven basic tools for quality will be used in the control
quality process
a) Cause and Effect Diagram
b) Flowcharts
c) Checksheets
d) Pareto Diagrams
e) Histograms
f) Control Charts
g) Scatter Diagrams
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Control Quality
Tools and Techniques
2. Statistical sampling
Samples are selected and tested for quality control process.
E.g. Instead of checking all the deliverables, one out of 10 may be checked
for accuracy.
This method is faster and less expensive but may give inaccurate results.
Control Quality
Tools and Techniques
3. Inspections
Inspection is examination of deliverable to determine if it conforms to
the documented standards. Inspection can be carried at any level of
the work.
Inspection can be called reviews, audits or walk-through
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Control Quality
Outputs
1. Quality control measurements
These are the documented results of quality control activities.
2. Validated changes
Items that have changed or have been repaired will be inspected and
checked.
3. Verified deliverables
One of the objective of control quality is to ensure that the deliverable
are as per specifications.
After getting verified in this process the deliverable will be sent to
Validate Scope process for verification. (See diagram slide 75)
4. Work performance Information
All such information that is collected in the quality control process will
be analyzed for causes or rejection or reworking.
Control Quality
Outputs
6. Change requests
Some change requests may be generated due to corrective or
preventive actions.
7. Project management plan updates
Some plans including quality and process improvement plan will be
updated.
Process improvement plan
8. Project document updates
Some documents including Quality standards and agreements will be
updated.
9. Organizational process assets updates (OPAs)
Checklists and Lessons learned will be updated
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
Develop Project 47
9 HR Management Plan HR Management 4
Management Team
Manage Project
Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
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Project
Human
Plan Human Resource Management
Resource 9.1
Management
9.0 Acquire Project Team
9.2
Monitoring
Initiating Planning Executing & Closing
Controlling
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See Figure on
PMBOK page 261
PMBOK 261 Copyright PMI Lahore, Pakistan Chapter
2016 429
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https://www.edrawsoft.com/project-organizational-chart.php
431
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4. Expert Judgment
Expert advice from within and outside the organization is used to
develop the HR management plan.
5. Meetings
Meetings are held to developing the HR management Plan.
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The staffing management plan describe how the team will be acquired and
for how long they will be needed in the project. This plan will include:
Staff Acquisition plan This describes when and how the resources
will be acquired. These could be from internal sources or from
external sources.
Resource Calendar - Show the days the resources will be available
with the project. A resource histogram can be made to show how
many hours the resources are required on the project.
Staff Release Plan - This plan shows when each resource will be
released from the project after the need for the resources is fulfilled
and is not needed at the project.
See Figure on
PMBOK page 266
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Training needs The plan will also identify training needs for any
member(s) of team to improve his/her competency.
Recognition and rewards - System of recognition and rewards
should also be part of the staffing management plan.
Compliance - This plan can include strategies for complying the
applicable government regulations unions and other HR policies.
Safety: Policies and procedures that protect team members from
safety hazards can be included in the staffing management plan.
See Figure on
PMBOK page 266
Copyright PMI Lahore, Pakistan Chapter
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Project
Human
Develop Human Resource Plan
Resource 9.1
Management
9.0 Acquire Project Team
9.2
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Monitoring
Initiating Planning Executing & Closing
Controlling
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3. Resource Calendar
Gives information of the days the staff will be working on the
project.
[Also read PMBOK pages 513-516 on leadership, Influencing and effective decision making]
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2. Storming. Team starts to work and address project issues. At this stage
the team has to make technical decisions and differences start to emerge.
This results in conflicts and the environment can become counter
productive.
3. Norming. By this time the team has been working for some time and
have adjusted to each other working habits. They learn about each other
and behaviors and start supporting the team. Trust is developed and teams
starts to going toward performing.
5. Adjourning. This stage is reached when the team completes the project
and is to be disbanded. The team is adjourned and the team members
move to their next assignments.
The duration of each stage depends on the team dynamics, team size, and
team leadership. Project managers should have good understanding of team
dynamics in order to move the team through all the stages in an effective
manner.
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5. Co-location
Co-location is placing all the team members at one location. This is an
effective way of working in a project.
Co-location is also referred as Tight Matrix
Co-location include a team meeting room also know as war room
where all the necessary information (such as schedule) is displayed
and is available. (Used in Agile project management)
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Project
Human
Develop Human Resource Plan
Resource 9.1
Management
9.0 Acquire Project Team
9.2
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[Also read PMBOK pages 513-516 on leadership, Influencing and effective decision making]
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Project Communication
Management
Chapter 10
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
Develop Project 47
9 HR Management Plan HR Management
Management Team
Manage Project
Processes
Management Team
Communication
10
Management
Plan Communication Management Manage Communication Control Communication 3
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses
Control Communications
10.3
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Monitoring
Initiating Planning Executing & Closing
Controlling
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1 Channels 6 Channels
As the number of people involved in the communication increases
the number of communication channels increases geometrically.
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Number of Channels
1 Channel
Number of Channels
3 Channels
B C
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Number of Channels
A D
6 Channels
B C
Organizational chart
Project organization and Stakeholders responsibility relationship
Disciplines, departments, and specialties involved in the project.
Logistics of how many persons will be involved with the project and their
location
Internal informational needs (e.g. within organization)
External informational needs (e.g. Communicating with contactors,
media, public)
Stakeholders information and communication requirements from the
stakeholders register
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Ease of Use: Ensure that the team will be able to use the technology with
ease.
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Encode. Thoughts and ideas are translated (encoded) into language by the
sender
See figure on
PMBOK 294
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PMBOK 294
503
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See details on
PMBOK 296
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Control Communications
10.3
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Manage Communications
Inputs
1. Communications Management Plan
2. Work Performance Reports
3. Enterprise Environmental Factors
4. Organizational Process Assets
Manage Communications
Tools and Techniques
1. Communication Technology
2. Communication Models
3. Communication Methods
4. Information Management systems
Systems that will be used for managing communications that will
include:
Hard copy document management system for letters, memos, reports
Electronics communications management system for emails, fax
Electronic project management tools such as, portals, virtual office
support software (share point, etc)
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Manage Communications
Tools and Techniques
5. Performance Reporting
Performance reporting is reporting performance related to the
project.
This is done by collecting and distributing performance information
such as progress reports and future forecasts
The reports should be based on the needs of the stakeholder.
Some of the items these report will contain are:
Analysis of past performance
Future projected forecasts
Work done during the period
Work to be done in the next periods
Summary of changes approved in the period and
Other relevant information, which is reviewed and discussed.
Manage Communications
Outputs
1. Project Communications
2. Project Management Plan Updates
3. Project Document Updates
4. Organizational Process Assets Updates
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Control Communications
10.3
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Control Communications
Inputs
1. Project management plan
2. Project Communications
3. Issue log
4. Work performance data
5. Organizational process assets
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Control Communications
Tools and Techniques
1. Information management systems
2. Expert judgment
3. Meetings
Control Communications
Outputs
1. Work Performance Information
2. Change Requests
3. Project Management Plan Updates
4. Project Document Updates
5. Organizational Process Assets Updates
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Yes / No
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
Page Develop Project 47
9 HR Management Plan HR Management
61 Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11
Management
Control Risks 6
Conduct Quantitative Risk Analyses
Plan Risk Response
Procurement Close
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders 2 24 Manage
8
Stakeholders
11
Control Stakeholders
2
13 Identity Stakeholders Copyright Management
Plan Stakeholders PMI Lahore, Pakistan Chapter
Management 523
2016 Engagement Engagement
What is Risk?
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Risk is.
Risk is an event or condition, if it occurs, will effect
at least one project objective such as scope,
schedule, cost, and quality.
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3. Meetings
Planning meetings are held to develop the risk management plan.
Included Project manager, team members , stake holders, others.
All activities related to risk management are discussed in these meeting
to develop the risk management plan
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4. Risk Categories What are the various risk categories that will be used
in Risk management. Risk Breakdown Structure (RBS) can be used for
this purpose.
See figure on
PMBOK 317
PMBOK 317
536
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See figure on
PMBOK 318
PMBOK 318
538
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9. Tracking
Develop a system for tracking risks and how they will be recorded.
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Identify Risks
Inputs
1. Risk Management Plan
2. Cost Management Plan
3. Schedule Management Plan
4. Quality Management Plan
5. Human Resource Management Plan
6. Scope Baseline
7. Activity Cost Estimates
8. Activity Duration Estimates
9. Stakeholder Register
10. Project Documents
11. Procurement Documents
12. Enterprise Environmental Factors
13. Organizational Process Assets
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Identify Risks
Tools and Techniques
1. Documentation reviews
Structured review of project documentation, including
plans, assumptions, files, contracts, etc. can be
indicators of project risks
E.g. plans, assumptions, files, contracts, etc.
Identify Risks
Tools and Techniques
2. Information gathering techniques
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Identify Risks
Tools and Techniques
3. Checklist analysis
A techniques for systematically reviewing materials using a list for
accuracy and completeness.
Risk identification check lists can be developed based on historical
information
Identify Risks
Tools and Techniques
4. Assumption analysis
A technique that explores accuracy of assumptions and identifies
risks to the project from inaccuracy, inconsistency, or incompleteness
of assumptions
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Identify Risks
Tools and Techniques
5. Diagramming techniques
See figure on
PMBOK 326
55
0
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55
1
Flow charts
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Influence Diagram
This simple influence diagram shows how decisions about the marketing budget
and product price influence expectations about its uncertain market size and
market share. These, in turn, influence costs and revenues, which affect overall
profit.
553 Based on PMBOK 4th Ed.
Identify Risks
Tools and Techniques
6. SWOT analysis
Analyses of strength, weaknesses, opportunities, and threats of an
organization can identify risk related to the project the organization is
undertaking. (see next page)
7. Expert Judgment
Judgment provided based upon expertise in an application area,
knowledge area, discipline, industry, etc. for the activity being
performed. May be provided by any group or person with specialized
education, knowledge, skill, experience, or training
Senior management, Project stakeholders, Subject matter experts, Industry
groups, consultants, professionals
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Internal Factors
STRENGTHS WEAKNESSES
What does the Company do What could be improved?
well?
What is being done badly?
What is the good Track
What should be avoided?
Record?
Where does the organization
compete well?
Positive Negative
OPPORTUNITIES THREATS
What will happen in the next What sort of obstacles the
5 years? business faces?
What opportunities are What sort of competition the
available? organization faces?
External Factors
Copyright PMI Lahore, Pakistan Chapter
2016 555
Identify Risks
Outputs
1. Risk register
A document in which the results of risk analyses and risk
response planning are recorded
Identify Risks are the initial entries into the risk register
Will contain:
List of identified risks
List of potential responses
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Risk probabilities and impacts are rated according to the definitions given
in the risk management plan
Low level risks are kept on the watch list for future monitoring
PMBOK 330 Copyright PMI Lahore, Pakistan Chapter
2016 561
Organization can rate a risk separately for each objective (e.g., cost,
time, and scope)
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11.3
Perform
Preform
Quantitative
QualitativeRisk
Risk
Analysis
Analysis
Tools HIGH
& Techniques HIGH
LOW MEDIUM MEDIUM
LOW
56
3
0.16
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Risk Score
565
4. Risk categorization
Using RBS risk can be categorized to determine the areas of the project most
exposed to risk.
6. Expert judgment
Risks are assessed by project experts using risks facilitations workshops
.
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Monitoring
Initiating Planning Executing & Closing
Controlling
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a) Interviewing
Draws on the experience and historical data to quantify the
probability and impact of risks
Three point estimates are used
Documentation of rationale of risk range and assumptions are
important components of risk interviews
.
See figure on
PMBOK 336
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11.4
Perform
Perform
Quantitative
Quantitative
Risk
Risk
Analysis
Analysis
PMBOK 336
573
See figure on
PMBOK 337
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575
576
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75%
12%
$68 M
$31 M $41M $50M $63M
Assuming the data ranges given earlier and using triangular distribution, results shows
that the project is only 12% likely to meet the $41M estimate. If the organisation
wants a 75% success factor, then a budget of $50 M is required. To meet 100% success
a budget of $63M is required.
577 Based on PMBOK 4th Ed.
a) Sensitivity analysis
b) Expected monetary value analysis
c) Modeling and simulation
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a) Sensitivity analysis
Helps to determine which risks will have the highest impact on
the project.
Which element of the project will have an effect on the base
line when other elements are kept constant.
(e.g. if the cost of cement for a long term dam project goes up it
will have a major impact on the cost baseline. Hence change in
cost of cement for a dam project will be a high risk element )
Tornado Diagram
Positive Negative
impact impact
Risk Assessment and Allocation for Highway Construction Management
The tornado diagram has a central vertical axis from which bars extend left and right,
their length corresponding to the influence of the factors they represent on risk. The
bars are ordered so that they decrease in influence as they go down.
580
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2016
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Copyright PMI Lahore, Pakistan Chapter 3
2016
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Copyright PMI Lahore, Pakistan Chapter 4
2016
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Copyright PMI Lahore, Pakistan Chapter 5
2016
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Copyright PMI Lahore, Pakistan Chapter 6
2016
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58
Copyright PMI Lahore, Pakistan Chapter 7
2016 (PMBOK Guide)
Project Management Institute, A Guide to Project Management Body of Knowledge,
Fifth Edition, Project Management Institute, Inc. 2013, Page 339. Fig. 11-16
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See figure on
PMBOK 340
PMBOK 340 Copyright PMI Lahore, Pakistan Chapter
2016 589
295
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75%
12%
$68 M
$31 M $41M $50M $63M
PMBOK 340
Assuming the data ranges given earlier and using triangular distribution, results shows
that the project is only 12% likely to meet the $41M estimate. If the organisation
wants a 75% success factor, then a budget of $50 M is required. To meet 100% success
a budget of $63M is required. Copyright PMI Lahore, Pakistan Chapter
592 2016
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Project Risk
Management
11.1 Plan Risk Management
11.0
11.2 Identify Risks
Monitoring
Initiating Planning Executing & Closing
Controlling
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2. Risk register
Identified risks
Root causes of risks
List of potential responses
Risk owners
Risk analysis and response
Trends and risks on watch list
E.g.
Extending the schedule to avoid risk of delay in completion
Change the strategy
Reducing scope to avoid the risk of delay.
Shut down the project to avoid the risk related to the project.
Get clarification of the requirements early to avoid risk of changes later.
Improving project team and stakeholder communication to avoid risk due
to misunderstanding.
Getting expert advise to avoid risks.
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b) Transfer
Transferring of risks is to shift the negative impact of a risk and the
ownership to a third party
In this the risk is not eliminated, it is transferred.
Normally one has to pay some premium for transferring the risk.
Examples:
Getting Insurance for your car
Performance bonds for equipment or machinery
Warranties for Products
Guarantees for Services
c) Mitigate
This is to reduce the probability or impact of a risk and bring it within
the limits.
Examples:
Adopting a process that is less difficult.
Taking an easier path to avoid getting lost
Doing more tests to ensure that the system is working.
Selecting a more supplier who is more trustworthy.
Making a prototype to see if the design is good.
Adding redundancy in the system to avoid failure. Two servers
instead of one.
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Example:
Events that trigger the contingency response, such as missing
intermediate milestones or gaining higher priority with a supplier, should
be defined and tracked
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4. Expert judgment
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Monitoring
Initiating Planning Executing & Closing
Controlling
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Control Risks
Inputs
1. Project Management Plan - Contains risk management plan, gives
guidance for risk monitoring and controlling
Control Risks
Tools and Techniques
1. Risk reassessment
Risk are re-assessed in meetings and reviews to:
Find out if new risks have come up
Find out the status of the present risks
To close the risks that have ended
2. Risk audits
In risk audits documents are examined to check
To see if the risk process in taking care of risk was effective.
Did the root causes of risks identified
Has the risk management process being effective in controlling the risks
It is the responsibility of the project manager to carry out or arrange risk audits at
pre-defined time intervals.
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Control Risks
Tools and Techniques
3. Variance and trend analysis
Control Risks
Tools and Techniques
4. Technical performance measurement
Technical performance measurement compares technical
accomplishments during project execution to the project management
plans schedule of technical achievement
Technical performance measures can include
Weight
Transaction times
Number of delivered defects
Storage capacity
Deviation demonstrates more or less functionality than planned at a
milestone. It can help in
Forecasting the degree of success in achieving the projects scope
Exposing the degree of technical risk faced by the project
Copyright PMI Lahore, Pakistan Chapter
2016 616
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Control Risks
Tools and Techniques
5. Reserve analysis
Reserve analyses compares the amount of contingency reserve
remaining to the amount of risk at any time to see if the remaining
reserve is adequate
6. Meetings
Risk management should be part of the agenda for the project status
meetings.
Frequent discussions with help in identifying risks and opportunities
Control Risks
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project document updates
5. Organizational process assets update
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
Page Develop Project 47
9 HR Management Plan HR Management
61 Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses 4
Plan Risk Response
Procurement Close
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders Copyright Management Manage
PMI Lahore, Pakistan Stakeholders
Chapter Control Stakeholders
13 Identity Stakeholders Plan Stakeholders
Management 621
2016 Engagement Engagement
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PMBOK 358
Copyright PMI Lahore, Pakistan Chapter
2016 623
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Rates are agreed between buyer and seller before the contact is agreed. (like
fixed price, but time is kept open).
E.g. Software developed @ $500 per day for min 10 days and approximately
20 days, however it may be even longer.
Cost Reimbursable
1. Cost Plus Fixed Fee (CPFF)
2. Cost Plus Incentive Fee (CPIF)
3. Cost plus Award Fee Contracts (CPAF)
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PMBOK 365
Copyright PMI Lahore, Pakistan Chapter
2016 633
4. Meetings
Meeting potential bidders can help in developing procurement plan by
getting information related to the marketplace.
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PMBOK 366
Copyright PMI Lahore, Pakistan Chapter
2016 635
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PMBOK 368
Copyright PMI Lahore, Pakistan Chapter
2016 637
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6. Change requests
Change requests may be generated for any changes that may be
required. These will be go through the Perform Integrated Change
Process for approval
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Monitoring
Initiating Planning Executing & Closing
Controlling
PMBOK 371
Copyright PMI Lahore, Pakistan Chapter
2016 641
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Conduct Procurements
Tools and Techniques
1. Bidder conferences
Bidders conference is held between the buyer and the bidders to
discuss the bid and the work to be done.
To make sure that no one bidder gets preferential treatment, all
bidders must be invited to the conference.
The objective is that all bidders must understand the work that is
to be done
Site visits should also be considered if required.
All questions and their answers should be documented and
become a part of the procurement documents
PMBOK 375
Copyright PMI Lahore, Pakistan Chapter
2016 644
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Conduct Procurements
Tools and Techniques
Conduct Procurements
Tools and Techniques
4. Expert judgment
Subject matter experts from other functional areas (accounting, legal,
administration) can give expert advice during the conduct
procurement process wherever such advice is required.
5. Advertising
Advertising can be used to expand the list of sellers if required.
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Conduct Procurements
Tools and Techniques
6. Analytical techniques
While conducting procurement analytical techniques can be used to
identify if the vendor will be able to deliver as per the SOW. (E.g.
forecasting schedule SPI, cost CPI, )
7. Procurement negotiations
Negotiations can be held between the buyer and seller on the SOW
and other matters related to the work.
Management may appoint some other person from contract
department to lead the negotiation.
Conduct Procurements
Outputs
1. Selected sellers
PMBOK 377
Copyright PMI Lahore, Pakistan Chapter
2016 648
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Conduct Procurements
Outputs
2. Agreements
Agreements are signed between the buyer and the seller for the
work that is awarded to the seller.
This agreement can be a complex document or a simple purchase
order. However, it is legally binding on both parties.
It describes what work/services will be provided by the seller.
And how the seller will be compensated for the work/services it is
going to provide.
Some of the documents the agreement should have are:
SOW and the list of deliverables
Schedule for the work to be done
The cost of the contract and terms of payment
Inspections to be carried out
Any warranty or support associated with the deliverables
What method to be used in case of any claims or disputes
Copyright PMI Lahore, Pakistan Chapter
2016 649
Conduct Procurements
Outputs
3. Resource calendars
In case the contract involves resources from outside, the resource
calendar will show the availability of contracted resources at
different time during the contract.
4. Change requests
Changes requests will go through the Integrated Change Control
Process for approval
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Conduct Procurements
Outputs
3. Project management plan updates
As the work progresses Cost, scope, and schedule base lines will get
updated.
4. Project document updates
Requirement documentation
Traceability documentation
Risk Register
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Monitoring
Initiating Planning Executing & Closing
Controlling
PMBOK 379
Copyright PMI Lahore, Pakistan Chapter
2016 653
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Control Procurements
Inputs
1. Project management plan
2. Procurement documents
3. Agreements
4. Approved change requests
5. Work Performance reports
6. Work performance Data
Control Procurements
Tools and Techniques
1. Contract change control system
Contract change control system defines the process by which the
procurement can be modified.
It includes the paperwork, tracking system, dispute resolution
procedure, and approvals levels.
The contract change control system is integrated with the
Integrated Change Control Process.
2. Procurement performance reviews
Procurement performance review is a structured review of the
sellers progress to deliver the scope.
The reviews can include
A review of document prepared by the seller.
Inspections and audits carried out by the buyer
PMBOK 383
Copyright PMI Lahore, Pakistan Chapter
2016 656
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Control Procurements
Tools and Techniques
3. Inspections and audits
Inspections and audits required by the buyer and supported by the
seller are conducted during the project to verify compliance in sellers
work processes or deliverable.
4. Performance reporting
Work performance data and reports from seller are evaluated against
the agreed requirement.
These provide the management with information about the seller
performance.
Control Procurements
Tools and Techniques
5. Payment systems
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Control Procurements
Tools and Techniques
6. Claims administration
Control Procurements
Tools and Techniques
330
5/3/2017
Control Procurements
Outputs
1. Work Performance Information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
331
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Monitoring
Initiating Planning Executing & Closing
Controlling
PMBOK 386
Copyright PMI Lahore, Pakistan Chapter
2016 663
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PMBOK 387
Copyright PMI Lahore, Pakistan Chapter
2016 665
Close Procurement
Inputs
1. Project management plan
Project plan including procurement plan
2. Procurement documents
Includes
Contract Schedule
Contract Cost
Contract Quality
Payment records
Inspection results
PMBOK 388
Copyright PMI Lahore, Pakistan Chapter
2016 666
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Close Procurement
Tools and Techniques
1. Procurement audits
Audit of all the procurement processes from Plan procurement to
control procurement is carried out to determine successes and
failures.
2. Procurement Negotiations
Negotiations to settle all disputes, claims, and issues is carried out.
If settlement is not done by negotiations then alternate dispute
resolution (ADR) methods are used, such as, mediation or arbitration.
Litigation in the courts is least desired option.
PMBOK 388
Copyright PMI Lahore, Pakistan Chapter
2016 667
Close Procurement
Tools and Techniques
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Close Procurement
Outputs
1. Closed procurements
PMBOK 389
Copyright PMI Lahore, Pakistan Chapter
2016 669
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Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Control Closing
Monitoring & Control
Integration Develop Project Direct & Manage Project Project Work Close Project or
4 Develop Project Management Plan
Management Charter Work Perform Integrated Phase
Change Control
Plan Scope Management
Validate Scope
Scope Collect Requirements
5
Management Define Scope
Control Scope
Create WBS
Plan Schedule Management
Define Activities
Time Sequence Activities
6 Control Schedule
Management Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Plan Cost Management
Cost
7 Estimate Costs Control Costs
Management
Determine Budget
Quality Perform Quality
8 Plan Quality Management Control Quality
Management Assurance
Acquire Project
Management Team
Page Develop Project 47
9 HR Management Plan HR Management
61 Management Team
Manage Project Processes
Management Team
Communication
10 Plan Communication Management Manage Communication Control Communication
Management
Plan Risk Management
Identify Risks
Risk Conduct Qualitative Risk Analyses
11 Control Risks
Management
Conduct Quantitative Risk Analyses 4
Plan Risk Response
Procurement Close
12 Plan Procurement Management Conduct Procurements Control Procurements
Management Procurements
Stakeholders Manage Stakeholders Control Stakeholders
13 Identity Stakeholders Plan Stakeholders Management
Management Engagement Engagement
Project
Stakeholder
Identify Stakeholders
Management 13.1
13.0
Plan Stakeholder Management
13.2
Manage Stakeholder Engagement
13.3
Control Stakeholder Engagement
13.4
Copyright PMI Lahore, Pakistan Chapter
2016 672
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Identify Stakeholders
Inputs
1. Project charter
Information of external and internal parties that are associated
with the project
Sponsors, Customers, Team Members, Organizations, etc..
2. Procurement documents
Contains information about external stakeholders such as
suppliers, contactors, vendors, etc.
Identify Stakeholders
Inputs
3. Enterprise environmental factors
Culture and Structure of the organization
Government or Industry regulations and Standards
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Identify Stakeholders
Tools and Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings
Identify Stakeholders
Tools and Techniques
1. Stakeholder analysis
Technique of systematically gathering and analyzing quantitative and
qualitative information to determine whose interests should be taken
into account throughout the project
Interests, Expectations & Influence Stakeholders Relationships help
build coalitions to enhance project success
Step 1
Identify the Stakeholder, their roles, departments, interests,
knowledge levels, expectations and influence levels
Key stakeholders include anyone in a decision-making or management
role who is impacted by the project outcome, such as
Sponsor
Project manager,
Primary customer
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Identify Stakeholders
Tools and Techniques
Step 2
Analyze the potential impact or support each stakeholder could generate
prioritize key stakeholders, communicate & manage their expectations using
multiple classification models:
Power/Interest Grid
grouping based on their level of authority (power) and their level of
concern (interest) regarding the project outcomes.
Power/Influence Grid
grouping based on their level of authority (power) and their active
involvement (concern) in the project
Influence/Impact Grid
grouping based on their active involvement (influence) in the project and
their ability to effect changes to the projects planning or execution
impact.
Salience Model
Describing classes of stakeholders based on their power (ability to impose
their will), urgency (need for immediate attention), and legitimacy (their
involvement is appropriate).
Copyright PMI Lahore, Pakistan Chapter
2016 679
Power/Interest Grid
High
Keep Manage
satisfied closely
Power
Monitor Keep
(Min.effort) Informed
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Power/Influence Grid
High
Keep Manage
satisfied closely
Power
Monitor Keep
(Min.effort) Informed
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Influence/Impact Grid
grouping based on their active involvement (influence) in the project
and their ability to effect changes to the projects planning or execution
impact.
High
Keep Manage
satisfied closely
Impact
Monitor Keep
(Min.effort) Informed
684
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Identify Stakeholders
Tools and Techniques
2. Expert judgment
Use expert advice in identifying stakeholders and analyzing them. Use
expertise of
Senior Management
Identified Key Stakeholder
Project Managers for other projects
Subject Mater Experts
Consultants
Professional & Technical Associations
3. Meetings
Profile analysis meetings meetings designed to develop an
understanding of major project stakeholder.
Identify Stakeholders
Outputs
1. Stakeholder register
The main output which used in all the remaining processes is the
Stakeholders register. This list has all details related to the stakeholders.
E.g.
a) Identification Information of the stakeholder
Name, Organization, Position, Location, Role in the Project, Contact
Information, key stakeholder or not.
a) Assessment Information
Expectations, Influence Phase in the Project Life Cycle
a) Stakeholder Classification related to supporting the project
Resistant/Neutral/Supporter/leader
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Monitoring
Initiating Planning Executing & Closing
Controlling
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1. Expert Judgment
2. Meetings
3. Analytical Techniques
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The main document that will get updated is the stakeholders register.
Its columns will start getting filled up with information related to the
stakeholders with will be used in managing the stakeholders
engagement.
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Project
Stakeholder
Identify Stakeholders
Management 13.1
13.0
Plan Stakeholder Management
13.2
Manage Stakeholder Engagement
13.3
Control Stakeholder Engagement 13.4
Monitoring
Initiating Planning Executing & Closing
Controlling
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2. Interpersonal skills
Building trust
Resolving conflict
Active listening
Overcoming resistance to change
Examples
Facilitate consensus towards project objectives
Influence people to support the project
Negotiate agreements to satisfy the project needs
Modify organizational behavior to accept the project outcomes
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1. Issue log
2. Change requests
3. Project management plan updates
4. Project document updates
5. Organizational process assets updates
353
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2. Expert judgment
Senior management
Identified key stakeholders
Consultants etc.
3. Meetings
Meeting are used to exchange and analyze information about
stakeholder engagement and develop action plan for controlling the
stakeholders engagement.
PMBOK 412 Copyright PMI Lahore, Pakistan Chapter
2016 710
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