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20-Feb-10 1
PMI - Process Mapping Chart (PMBOK v4)
Process Groups
Knowledge Areas Initiate Planning Execute Monitor / Control Close
Define Activities
Time Sequence Activities
6 Estimate Activity Resources Control Schedule
T Estimate Activity Durations
Develop Schedule
Quality
3 Plan Quality Perform Quality Assurance Perform Quality Control
Q
Procurement
4 Plan Procurements Conduct Procurements Administer Procurements Close Procurements
P
• Develops a document to formally authorize project. Documents initial requirements that satisfy stakeholder needs. PM
assignment stated.
• Project selection
• Mathematical models – linear, dynamic, non-linear programming, …
• Benefit measurement -
• Cost-Benefit Analysis – costs to produce, market, support (BCR = Benefit Cost Ratio … > 1 is best)
• Scoring Models – weighted criteria evaluated for each project
• Cash flow analysis – payback period, discounted cash flow (PV, FV), net present value (NPV), internal rate of
return (IRR)
• NPV - cash inflows reinvested at cost of capital
• IRR - rate when NPV = 0 / cash inflows reinvested at IRR
• Payback LEAST precise / NPV most conservative / NPV and IRR = same conclusion
20-Feb-10 • Choose projects with HIGHEST IRR or HIGHEST NPV 4
Develop Project Management Plan
Inputs Tools & Techniques Outputs
• Documents actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
• Series of integrated processes – progressively elaborated by updates and controlled through
change management
• Scope, schedule, cost baselines = performance measurement baseline (for EVM)
• Project Management Plan components:
• Baselines – Schedule, Cost, Scope
• Subsidiary management plans – scope, requirements, schedule, cost, process improvement, quality, HR,
communications, risk, procurement
20-Feb-10 5
Direct and Manage Project Execution
Inputs Tools & Techniques Outputs
• Process of performing the work for the project – large part of project budget expended during
EXECUTION process group processes
• Includes implementing approved changes (from later M/C process of Perform Integrated Change Control)
• PMIS is an EFF, not OPA
• Change requests - corrective actions (get outcomes to align with plan), preventative actions
(reduce impact of risk events), defect repair
• Work performance info – schedule status and progress, status of deliverables, incurred costs,
lessons learned… includes procurements
20-Feb-10 6
Monitor and Control Project Work
Inputs Tools & Techniques Outputs
• Process of tracking, reviewing, and regulating progress of work – monitoring ALL processes in
Initiating, Planning, Execution, and Closing groups.
• Monitoring - collecting, measuring, distributing info, assessing measurements – all to improve
processes.
• Control - determining corrective or preventative actions or replanning and follow up
• Work authorization system – tool – gives formal clearance for project work to begin – project
work is assigned and committed via WAS
20-Feb-10 7
Perform Integrated Change Control
Inputs Tools & Techniques Outputs
• Process of reviewing all change requests, approving / denying changes, incorporating changes into
docs, OPAs, and PMP. Done from project initiation to completion.
• Changes can be requested by any stakeholder. PM has authority to approve some types – CCB used
for others.
• PMIS -> Configuration Mgmt -> Change control system
• Configuration control - specification of deliverables and process
• Change control - changes to project and product baselines
• NOTE: Corrective and preventive actions do not normally affect project baselines, only performance
against those baselines. Changes to scope require rebaselining
20-Feb-10 8
Close Project
Inputs Tools & Techniques Outputs
• Process of gathering records and disseminating info to formalize acceptance of the product. Check completeness
and accuracy, acceptance of stakeholders. Administrative closure
• Transfer products / results to next phase or production / operations
• Archive project / phase information (lessons learned) / financials
• Project endings - Addition (ops), Starvation (cut resources) , Integration (reassign resources), Extinction
(successful end)
• Product verification – determines whether all project work was completed correctly (per contract and
stakeholders) – performed during Closing process (Close Project and Close Procurement)
• Product documentation – verified and accepted during Verify Scope
• Only customer or project sponsor can authorize closure of a project – not PM, functional mgrs, or stakeholders
20-Feb-10 9
Project Scope Management
Things to remember:
• Defining all the work and only the work for the project
• Define and control what IS and IS NOT in the project
• Product scope - features and functions of the product = WHAT
• Project scope - work to be completed to deliver product = HOW
• Scope baseline -
1. project scope statement – approved (signed) by stakeholders
• product scope description
• product acceptance criteria
• deliverables
• exclusions
• constraints
• assumptions
2. WBS
3. WBS dictionary
20-Feb-10 10
Collect Requirements
Inputs Tools & Techniques Outputs
20-Feb-10 12
Create WBS
Inputs Tools & Techniques Outputs
• Process of subdividing (decomposition) deliverables and work into small, more manageable
components
• Work packages – lowest level of WBS – cost, duration, responsibility assigned
• WBS represents all project and product work – 100% rule - no resources are in WBS
• Rolling wave planning – waiting for future deliverables to be better defined before trying to
decompose
• WBS dictionary – detailed description of tasks, code of accounts, responsible org, milestones,
quality reqs, acceptance criteria, resources, cost estimates, …
20-Feb-10 13
Verify Scope
Inputs Tools & Techniques Outputs
20-Feb-10 14
Control Scope
Inputs Tools & Techniques Outputs
• Process of monitoring status of product and project scopes and managing changes to scope
baseline
• Scope creep – uncontrolled changes to project scope
• Work performance information – progress of project, which deliverables are started, finished, …,
OUTPUT for Direct and Manage Project Execution, INPUT for almost all M/C processes
• Work performance measurements – activity metrics comparing actual to planned, OUTPUT for
Control Scope, Schedule and Cost processes, INPUT for Report Performance and Perform Quality Control
20-Feb-10 15
Project Time Management
Things to remember:
• Processes to manage timely completion of the project
• Terminology: Schedule = schedule data + schedule model
• In planning – can do all 5 activities – define, sequence, estimate
resources, estimate duration, and develop schedule – as a single
process by a single person in smaller projects
• Schedule management plan – selects scheduling method (CPM,
critical path, …), scheduling tool, format, control criteria
• Schedules – Gantt (bar), activity list, network diagrams
• Schedule compression techniques:
• Crashing – reduce schedule by adding resources to critical path,
decrease in scope. Always increases cost
• Fast tracking – sequential activities done in parallel. May result in
more errors and rework.
20-Feb-10 16
Define Activities
Inputs Tools & Techniques Outputs
20-Feb-10 17
Sequence Activities
Inputs Tools & Techniques Outputs
20-Feb-10 18
Estimate Activity Resources
Inputs Tools & Techniques Outputs
• Process of estimating the type and quantity of material, people, equipment, or supplies for each
activity.
• Bottom-up – micro level / more accurate
• Top-down – macro level / rough order of magnitude (ROM) – AKA analogous
• RBS – hierarchical listing of resources by category and type
• Activity resource requirements – type and quantities of resources needed
20-Feb-10 19
Estimate Activity Durations
Inputs Tools & Techniques Outputs
• Process of estimating the number of work periods needed to complete individual activities with
the estimated resources.
• Progressively elaborated – more accurate as project progresses
• Analogous – similar project, gross value approach, uses historical info and expert judgment, less
costly / less time consuming, less accurate
• Parametric – statistical relationship to calculate estimate, multipliers ($ per sqft)
• 3 point – (4M+O+P)/6 … PERT estimate (Program Evaluation and Review Technique)
• Reserve analysis – buffers, time reserve, accounts for schedule risk
20-Feb-10 20
Develop Schedule
Inputs Tools & Techniques Outputs
• Process of generating a schedule with planned dates for activities and milestones.
• Critical Path – longest duration for project using forward and backward pass to calc early and late
start / finish dates. Does NOT consider resource limits. Critical path – zero float. Paired with
resource leveling. (Free float = task float .. Total float = project float)
• Critical Chain – accounts for resource limits. Critical chain - resource-constrained critical path
• Project buffer added to CP
• Feeder buffers added to chains of dependent tasks where they tie into the critical path
• Monte Carlo analysis – simulation - duration distributions assigned for each activity to calculate a
distribution for possible project completion dates
20-Feb-10 21
Control Schedule
Inputs Tools & Techniques Outputs
20-Feb-10 22
Project Cost Management
Things to remember:
• Processes for estimating, budgeting, and controlling costs of the
project – cost of resources needed to complete the project
• In planning – can do both activities – cost estimating and
budgeting – as a single process by a single person in smaller
projects
• Cost management plan – selects estimate accuracy, control
thresholds (permitted variance), performance measurements
• Often financial performance predicting and analyzing done
OUTSIDE the project
20-Feb-10 23
Estimate Costs
Inputs Tools & Techniques Outputs
• Process of estimating the monetary resources needed, including risks, make/buy, and trade-offs –
quantitative assessment. Progressively elaborated – more accurate as project progresses
• Analogous – similar project, uses historical info and expert judgment, less costly / less time
consuming, less accurate
• Parametric – statistical relationship to calculate estimate, multipliers ($ per sqft), more accurate
• 3 point – (4M+O+P)/6 … PERT estimate (Program Evaluation and Review Technique)
• Bottom-up – micro level / more accurate (not used in initiating process group – not enough info)
• Top-down – macro level / rough order of magnitude (ROM)
20-Feb-10 24
Determine Budget
Inputs Tools & Techniques Outputs
20-Feb-10 25
Control Costs
Inputs Tools & Techniques Outputs
• Process of monitoring status and updating budget – analyze relationship between consumption of
funds and physical work being accomplished
• Earned Value Management (EVM): most often used performance measurement method
• PV = PLANNED value – budget amount
• EV = EARNED value – calculated value of work performed (%) – [ PV * %complete ]
• AC = ACTUAL costs – cost incurred to date
• BAC = Budget at completion – final total PV
• EAC = Estimate at completion – forecast based on actual costs
• ETC = Estimate to complete – forecast based on actuals
20-Feb-10 26
Project Quality Management
Things to remember:
• Processes that determine quality policies, objectives, and
responsibilities
• Quality VS Grade (High quality – no defects / High grade – many features)
• Quality – degree to which characteristics fulfill requirements
• Grade – category assigned to products having same function
• Precision VS Accuracy (High precision – tight cluster / High accuracy – near true)
• Precision – clustering of repeated measurements
• Accuracy – closeness to the true value
• Standard VS Regulation
• Standard – approved by recognized body – should be followed, not legally required
• Regulation – mandatory, requires strict adherence
• Approaches to quality:
• Crosby – zero defects – prevention – “do it right the first time”
• Juran – grades of quality – fit for use – quality by design
• Deming – TQM – 85% COQ is management problem
• Six Sigma – measurement based strategy to eliminate defects
• Kaizen – continuous improvement – everyone involved
20-Feb-10 27
Plan Quality
Inputs Tools & Techniques Outputs
• Process of identifying quality requirements and standards for product / project and how compliance
will be demonstrated.
• Cost of Quality – cost of ALL quality efforts throughout product life cycle (not just project duration)
Conformance Nonconformance
Prevention costs (preventing defects) Failure internal – rework, scrap
Appraisal costs (examination) external – liability, returns, customer loss
• Control charts – stability of a process – upper and lower specification and control limits. Typical CLs –
3σ. Out of control – outside SL or 7 consecutive points on same side of mean. Tool in all Quality
processes.
• DOE – statistical method to find factors of greatest effect on outcome, relationship between
20-Feb-10 variables, optimum values for variables – analyze several variables at one time 28
Perform Quality Assurance
Inputs Tools & Techniques Outputs
• Project management plan • Plan Quality and Perform • Organizational process asset
• Quality metrics Quality Control tools & updates
• Work performance information techniques • Change requests
• Quality control measurements • Quality audits • Project management plan
• Process analysis updates
• Project document updates
20-Feb-10 29
Perform Quality Control
Inputs Tools & Techniques Outputs
• Process of monitoring and recording results of executing the quality activities to assess performance
and recommend necessary changes. Focus – accuracy of project results
• Tools:
• Cause and effect diagrams – Ishikawa / fishbone
• Control charts – upper / lower spec limits containing upper / lower control limits (3σ) …
OOC – outside SL or 7 consecutive points on same side of mean
• Pareto chart - frequency of occurrence ordered histogram – 80/20 rule
• Run charts – similar to control charts, no limits shown, line graph
• Scatter diagram – two variable (dep, indep) relationship, looking for correlation
• Inspection – physical assessment (keeps defects from reaching customer)
PREVENTION keeps defects from occurring
20-Feb-10 30
Project Human Resource Management
Things to remember:
• Processes that organize, manage, and lead the project team
• Staffing management plan – when and how resource needs will be met
(acquisition, calendars, release, training, rewards, compliance, safety)
• Resource histogram – depicts resource loading for a project
• Motivational theories:
• Maslow – hierarchy of needs (basic physical, safety, social, self-esteem, self-actualization)
• Herzberg – Hygiene (pay, benefits, work env – prevent dissatisfaction) and
Motivation (challenging work, advancement – produce satisfaction)
• Expectancy theory – (Vroom) expectation of a positive outcome drives motivation
• Achievement theory – (McClelland) people motivated by achievement (need to succeed),
power (influence over others), affiliation (social)
• Leaders (motivators) VS Managers (task-oriented)
• Theory X and Y - (Macgregor) – (people inherently lazy) and (people want to do their best)
• Theory Z – Ouchi – employee loyalty – “jobs for life”
• Contingency theory – Theory Y and Hygiene – people motivated to be competent and
remain so
20-Feb-10 31
Develop Human Resource Plan
Inputs Tools & Techniques Outputs
20-Feb-10 32
Acquire Project Team
Inputs Tools & Techniques Outputs
20-Feb-10 33
Develop Project Team
Inputs Tools & Techniques Outputs
20-Feb-10 34
Manage Project Team
Inputs Tools & Techniques Outputs
• Process of tracking team member performance, providing feedback, resolving issues, managing
changes . Key PM skills - communication, conflict management, negotiation, and leadership
• Performance report – status of project against plan
• Performance appraisal – feedback to team members – roles, training, job performance – 360° review
• Conflict resolution:
• forcing - one way - my way, permanent, win-lose – WORST METHOD TO USE
• smoothing / accommodating - find some agreement, temporary, lose-lose
• withdrawing / avoidance - temporary, lose-lose, POSTPONES ANY DECISION
• compromise - some satisfaction, may be permanent, no win or lose
• confronting / problem solving - best, permanent, win-win
• collaborating – concensus, may be permanent
20-Feb-10 35
Project Communication Management
Things to remember:
• Processes that ensure timely and appropriate generation, collection,
distribution, storage, retrieval, and disposition of information.
• PMs spend majority of time (90%) communicating
• Communication management plan – provides what, how, when, why for
project information dissemination
• Communication model:
• Sender – responsible for clarity and completeness of message and for
confirming the message is understood correctly
• Receiver – responsible for making sure information is received in its entirety,
understood correctly, and acknowledged
• Acknowledgement – message was received, not necessarily agreement
• Response – receiver has decoded, understood, and is replying to message
• Encode (translate thoughts into language), decode (translate language to thoughts),
medium (method used to convey message), noise (interference with transmission or
understanding), message (encoded context)
20-Feb-10 36
Identify Stakeholders
Inputs Tools & Techniques Outputs
20-Feb-10 38
Distribute Information
Inputs Tools & Techniques Outputs
20-Feb-10 39
Manage Stakeholder Expectations
Inputs Tools & Techniques Outputs
20-Feb-10 40
Report Performance
Inputs Tools & Techniques Outputs
• Process of collecting and distributing performance info – status reports, progress measurements, and
forecasts. Analysis of baselines VS actual
• Variance analysis – after-the-fact assessment of actual to baseline.
• Forecasting – predicting future performance
• Time series – uses historical data to estimate future (EVM, moving ave, extrapolation)
• Causal / econometric – identify variables that affect outcome (regression)
• Judgmental – intuitive, opinions, Delphi, surveys, probability
• Other – simulation, probabilistic, ensemble
20-Feb-10 41
Project Risk Management
Things to remember:
• Processes of conducting risk management planning, identification,
analysis, response planning, and monitoring and control.
• Increase probability and impact of positive events and decrease probability
and impact of negative events
• Risk – uncertain event / condition that, if it occurs, has an effect of at least
one objective – either positive (opportunity) or negative (threat). Project
risk is always in the future, if it has occurred, it becomes an “issue”
• Residual risk – expected to remain after a planned response
• Secondary risk – arise as a result of implementing a risk response
• Risk management plan – determines how you will plan for risks, includes
methods (how), roles / responsibilities (who), budgeting (how much), timing
(when), risk categories (RBS – Risk Breakdown Structure – hierarchical),
definitions of risk probability and impact.
• Risk categories – technical (specs), organizational (resources), project mgmt
(poor planning), quality, external (standards, force majeure - catastrophe)
20-Feb-10 42
Plan Risk Management
Inputs Tools & Techniques Outputs
• Process of defining how to conduct risk management activities – should begin when project is
conceived and be completed early during project planning.
• Define probability (potential: 0 – 1) and impact (consequences: 0 – 1) and use matrix to group into
high, medium, low risk events
• Examples of risks:
Budget Schedules Scope / requirements Technical issues Personnel
Hardware Software Politics Legal issues ProjMgmt
20-Feb-10 43
Identify Risks
Inputs Tools & Techniques Outputs
• Process of determining which risks may affect project and documenting characteristics
• All project personnel should take part
• Info gathering – brainstorming (complete list), Delphi (anonymous, unbiased), nominal group (b
w/voting to rank items), interviewing, root cause analysis (identify and prevent)
• Diagramming - Cause and effect diagrams (Ishikawa / fishbone), flow charts, influence diagrams
• SWOT – opportunities and threats arising from organizational strengths and weaknesses
• Risk register – documents identified risks, potential responses, causes, thresholds
20-Feb-10 44
Perform Qualitative Risk Analysis
Inputs Tools & Techniques Outputs
• Organizational process assets • Risk probability & impact • Risk register updates
• Project scope statement assessment
• Risk management plan • Probability and impact matrix
• Risk register • Risk data quality assessment
• Risk categorization
• Risk urgency assessment
• Expert judgment
• Process of prioritizing risks for further analysis by probability of occurrence and impact
• Rapid and cost effective means of setting priorities for Plan Risk Responses – can go directly to Plan
Risk Responses and skip Perform Quantitative Risk Analysis
• Risks with low probability and impact ratings put on watchlist
• P / I matrix – helps to classify risks as high, medium, low
20-Feb-10 45
Perform Quantitative Risk Analysis
Inputs Tools & Techniques Outputs
20-Feb-10 46
Plan Risk Responses
Inputs Tools & Techniques Outputs
• Process of developing options and actions to enhance opportunities and reduce threats
• Must be appropriate, cost effective, realistic, agreed on by all, timely, and owned by one person
• Negative risk strategies – avoid (evade / eliminate), transfer (insurance), mitigate (reduce prob
and/or impact), accept (passive – no action, active – contingency reserve)
• Positive risk strategies – exploit (take advantage), share (like transfer), enhance (increase prob
and/or impact), accept (passive – no action, active – contingency reserve)
• Contingency planning – alternative responses, contingency reserves (time, money), fallback plans
20-Feb-10 47
Monitor & Control Risks
Inputs Tools & Techniques Outputs
• Process of implementing risk response plans, tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating process
• Evaluate risk responses, look for triggers, reassess assumptions, carry out responses and
contingency plans, update OPAs (lessons learned)
• Workaround – unplanned response to a negative risk event
• Risk audits – examine and document effectiveness of risk responses
• Earned value analysis reflect trends and may indicate risks
• Status meetings should include risk management agenda item
20-Feb-10 48
Project Procurement Management
Things to remember:
• Processes needed to purchase / acquire products from outside project team
• Includes contract management and change control needed to administer
contracts or purchase orders issued by team. Project team is the BUYER
• Also includes administering contracts from outside (buyer) acquiring the
project from performing organization (seller)
• Contract – mutually binding agreement that obligates seller to provide
products and obligates buyer to provide payment.
• Contract life cycle – RRSA - requirement (SOW), requisition (RFP), solicitation
(responses), award … RR (Plan procurement), SA (Conduct Procurement)
• Procurement management plan – how to manage procurements – contract
types, risks, lead times, make / buy decisions, prequalified sellers, metrics
and seller evaluation process
• Procurement SOW – objectives, description of work and support, specs for
product, schedule, time period of service, work location – developed from
scope baseline
20-Feb-10 49
Plan Procurements
Inputs Tools & Techniques Outputs
20-Feb-10 52
Close Procurements
Inputs Tools & Techniques Outputs
20-Feb-10 53
Study Tools and Exercises
• Formulas and Diagrams
• AOA/ADM Exercises (2)
• AON/PDM Exercises (3)
• General process flow
• 5 x 9 Process Chart – Knowledge Areas and Process Groups
20-Feb-10 54
Formulas and diagrams: Time & Cost
Diagramming notation
ES Dur EF LF – LS = SL (slack) Estimate types:
Forward pass – early dates – latest dates at • ROM (+/-50%)
Task intersections • Budgetary (+25% / -10%)
Backward pass – late dates – earliest dates at • Definitive (+/-10%)
LS SL LF intersections
EAC based on budgeted rate EAC = AC + btmupETC (new estimate – old one no good)
EAC based on budgeted rate EAC = AC + (BAC – EV) (predicts future ETC work @ budgeted rate)
EAC based on present CPI EAC = BAC / CPI (predicts future ETC work @ current rate)
BAC − EV BAC
EAC = AC + =
CPI CPI
EAC based on CPI and SPI EAC = AC + (BAC – EV) (predicts firm schedule commitment)
(CPI * SPI)
Paint a House
1-2 Buy Paint 2 hours
1-3 Buy Supplies 1 hour
3-2 0
3-5 Prep Walls 4 hours
2-4 Tape Off Walls 2 hours
4-6 Paint Walls 6 hours
5-4 0
6-7 Clean Up 2 hours
20-Feb-10 56
AOA/ADM Solution Exercise 1
2 6 2
2 4 6 7
2
1 0 0
3 5
4
20-Feb-10 57
AOA/ADM Exercise 2
Calculate path durations, identify dummy activity, and identify critical path
3
3
2 6
6
0 4
1 2 5 8
3
5
4 2 4 7 4
20-Feb-10 58
AOA/ADM Solution Exercise 2
4 Paths
1-2-3-6-8 = 14
1-2-4-3-6-8 = 17
1-2-4-5-6-8 = 20
1-2-4-5-7-8 = 18
Dummy path = 1-2-4-3-6-8 (4-3)
Critical path = 1-2-4-5-6-8 = 20
20-Feb-10 59
PDM Exercise 3
20-Feb-10 60
Solution to PDM/AON Exercise 3
ES Dur EF
Task
Start LS SL LF
XX 5 XX XX 2 XX XX 12 XX
A - Excavate B - Foundation C - Frame
XX XX XX XX XX XX XX XX XX
XX 9 XX XX 5 XX XX 8 XX
D - Electric E - Roof F - Brick
XX XX XX XX XX XX XX XX XX
XX 10 XX XX 7 XX
G - Finish Interior H Finish exterior
XX XX XX XX XX XX
XX 5 XX
I - Landscape
XX XX XX
End
20-Feb-10 61
PDM/AON Exercise 4
Forward Pass
20-Feb-10 62
Solution to PDM/AON Exercise 4
ES Dur EF
Task
Start LS SL LF
0 5 5 5 2 7 7 12 19
A - Excavate B - Foundation C - Frame
XX XX XX XX XX XX XX XX XX
19 9 28 19 5 24 19 8 27
D - Electric E - Roof F - Brick
XX XX XX XX XX XX XX XX XX
NOTE: For simplified math, start with 0 and work
through the network.
28 10 38 28 7 35
To determine ES and LS times, adjust by +1
G - Finish Interior H Finish exterior
For example, the EARLY START date for Task D XX XX XX XX XX XX
would be DAY 20 because Task C finishes at the
end of DAY 19.
35 5 40
The EARLY FINISH date for Task D would be DAY 28
(at the end of the day) – no change I - Landscape
XX XX XX
End
20-Feb-10 63
PDM/AON Exercise 5
Backward Pass
20-Feb-10 64
Solution to PDM/AON Exercise 5
ES Dur EF
Task
Start LS SL LF
Free – activity
Free float - 0
Total – project
0 5 5 5 2 7 7 12 19
A - Excavate B - Foundation C - Frame
0 0 5 5 0 7 7 0 19
19 9 28 19 5 24 19 8 27
D - Electric E - Roof F - Brick
19 0 28 35 16 40 32 13 40
NOTE: For simplified math, start with 0 and work Total float - 13
through the network.
28 10 38 28 7 35
To determine LS and ES times, adjust by +1
G - Finish Interior H Finish exterior
For example, the LATE START date for Task G would 30 2 40 28 0 35
be DAY 31. ES would be DAY 29.
35 0 40
Free and total
float - 2
End
20-Feb-10 65
General flow of activities based on
inputs and outputs of processes
Charter
Stakeholders
Requirements
Scope Statement (deliverables, assumptions, constraints)
WBS scope baseline (scope stmt, WBS, WBS dictionary)
Activities
Network Diagrams and Resources
Durations
Schedule schedule baseline
Risks
Costs
Budget cost performance baseline
Quality and Procurements
20-Feb-10 66
PMI - Process Mapping Chart
Process Groups
Knowledge Areas Initiate Planning Execute Monitor / Control Close
Define Activities
Time Sequence Activities
6 Estimate Activity Resources Control Schedule
T Estimate Activity Durations
Develop Schedule
Quality
3 Plan Quality Perform Quality Assurance Perform Quality Control
Q
Procurement
4 Plan Procurements Conduct Procurements Administer Procurements Close Procurements
P
Process Groups
Knowledge Areas
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