CAPM Exam Study guide

Role of Senior Management

Analyze the brand's potential for generating sales and profit and determine the sourcing of resources (Cash Cows) versus the allocation of those resources (Stars and perhaps Question Marks) for overall company maximization of revenue and profit growth

When is it performed:

Define Scope > Create WBS > Define Activities > Estimate Activities Resources > Estimate Activities Duration > Develop Schedule > Estimate Costs > Determine Budget

cultural and social environment

Defines how a project affects people and how those people may affect the project. Cultural and social environments include the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.

1.2.3.2 Program management

Focuses on interdependencies between projects and between projects and the program level to determine the optimal approach for managing them.

Subproject

A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.. Often is contract work and helps keep the overall project moving.

Work Authorization System (WAS)

Part of the overall project management information system (PMIS). Used to ensure that work gets done at the right time and in the right sequence. Might be an email or formal request from a PM to a functional manager used to get an assigned resource released to complete scheduled work.

Tuckman's Model of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

The five Project Management Process Groups are:

"Initiating, Planning, Executing, Monitoring and Controlling, and Closing"

Analysis of PM responsibilities ..

#1: Responsible for Defining Project Goals #2: The Responsibility of the Project Manager for the Project Management Plan '** (Don't forget that you bear the Ultimate Responsibility for project success. It's your ROLE.) #3: Project Manager Duties During Project Execution #4: Project Manager is Responsible for Controlling the Project #5: The Responsibility of a PM to Continuously Improve

Triangular Distribution (Three-Point Estimating)

(P + R + O ) / 3

project management processes

*"Initiating, Planning, Executing, Monitoring and Controlling, and Closing" *Those processes that ensure the effective flow of the project throughout its life cycle, including the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas. *used to plan and execute large projects such as the construction of a new factory or the production of complex products such as airplanes

Source Selection Plan

*-Describes source selection process for a particular acquisition -Prepared by Program Office; Source Selection IPT -Approved by the SSA *Document that describes the selection criteria, process, and organization to be used evaluating proposals for competitively awarded contracts. *Incorporates the required elements of an acquisition plan, thus satisfying the requirement. A written source selection plan is particularly important for a complex negotiated acquisition that will take a long time to complete. Organizations normally do not require source selection plans for less costly acquisitions; the dollar thresholds vary by organization. Documenting key elements of the source selection is an important part of the planning process. This documentation can be done either in a separate source selection plan (SSP), if required by the agency, or as a supplement to the acquisition plan. The source selection plan should discuss the acquisition strategy, including the requirements, expected competition, and the method of procurement.

Project Risk Management Processes

*1. plan risk management 2. identify risks 3. perform qualitative risk analysis 4. perform quantitative risk analysis 5. plan risk responses 6. control risks *11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Monitor and Control Risks *Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, Risk Monitoring and Control

Resource Histogram

*A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resources used as the project progresses. *A column chart that shows the number of resources assigned to a project over time *A bar chart reflecting when individual employees, groups, or communities are involved in a project. Often used by management to see when employees are most or least active in a project.

Resource Management Plan

*A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled. *This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work. *Provides guidance on how project resources should be categorized, allocated, managed and released

Procurement Management Plan

*A component of the project or program management plan that describes how a project team will acquire goods and services from outside the performing organization. *Describes the procurement process from solicitation to source selection. The plan may also include the requirements for selection as set by the organization. *A project management subsidiary plan that documents the decisions made in the procurement planning processes.

Quality Management Plan

*A component of the project or program management plan that describes how an organization's quality policies will be implemented. *Describes how the project management team will enact the quality policy and documents the resources needed to carry out the quality plan. It describes the responsibilities of the project team in implementing quality and outlines all the processes and procedures the project team and organization will use to satisfy quality requirements. *In project planning, a document that contains strategies for meeting quality requirements for both the deliverable(s) and the project itself

Communication Management Plan

*A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated. *A document that guides project communications *Documents the types of information needs the stakeholders have, when the information should be distributed, and how the information will be delivered. bp383 Ouputs: Communication Management Plan: Who receive, What commun. required, who send, who approve, How sent, How often, Defninitions so everyone has a common understanding of terms. Also Outputs: Project Management plan Updates, Project Document Updates,

Delphi Technique

*A decision-making technique in which group members do not meet face-to-face but respond in writing to questions posed by the group leader. *A procedure in which experts create initial forecasts, submit them to the company for averaging, and then refine the forecasts

Ishikawa diagram

*A diagram that traces complaints about quality problems back to the responsible production operations to help find the root cause; also known as a cause-and-effect diagram or fishbone diagram *A Quality Control technique that shows the relationship between the effects of problems and their causes. This is also known as a cause-and-effect diagram and fishbone diagram. *Analysis tool that is also referred to as a fishbone diagram

Change Control Board (CCB)

*A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. * A formal group of people responsible for approving or rejecting changes on a project

Risk Breakdown Structure

*A graphical chart showing risk organized into categories. The organization of a risk breakdown structure will vary from project to project. *A hierarchical representation of potential risks categories that is organized according to risk categories.

Project Schedule Network Diagram

*A graphical depiction of dependencies among project activities *A graphical representation of the logical relationships among the project schedule activities *(Output/Input) Any schematic display of the logical relationships among or sequencing of project activities. Always drawn from left to right to reflect project work chronology.

Risk Breakdown Structure (RBS)

*A hierarchical depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and causes of potential risks. *helps the project team to look at many sources from which project risk may arise in a risk identification exercise.

Resource Breakdown Structure

*A hierarchical representation structure that identifies the project's resources by category and type *This type of chart breaks down the project by types of resources utilized on the project no matter where the resource is being utilized in the project.

Cost Performance Index (CPI)

*A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. CPI = EV / AC *The ratio of earned value to actual cost; can be used to estimate the projected cost to complete the project

Bottom-up Estimating

*A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS). *Individually estimating each work package, all of which are then rolled up, or added together, to come up with a total project estimate. This is a very accurate means of estimating, provided the estimates at the work package level are accurate. *A technique where an estimate for each component in the WBS is developed and then totaled for an overall project budget. This is the longest method to complete, but it provides the most accurate estimate. bp180- Detailed Approach. Opposite of Analogous estimating. Here each step is needed to complete an activity is estimated and those estimates are added together to get the activities Duration Estimate. Individual estimates are then aggregated up to summary nodes on the WBS.

Fast Tracking

*A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. *When the President gets a bill right onto the floor, either bypassing the committee or getting a quick approval without a hearing. He is hoping to avoid getting amendments tacked on to the bill and is moving for a quick passage. Essentially he is trying to sneak one in the back door. *A schedule compression technique in which you do activities in parallel that you would normally do in sequence

Network diagram

*A schematic display of the logical relationships or sequencing of project activities *A diagram that depicts project tasks and their interrelationships. *a network planning method, designed to depict the relationships between activities, that consists of nodes (circles) and arcs (arrows)

change management

*Process of making sure changes are made smoothly and efficiently and do not negatively affect systems reliability, security, confidentiality, integrity, and availability. *a set of techniques that aid in evolution, composition, and policy management of the design and implementation of a system *A methodology for making modifications to a system and keeping track of those changes.

Work Authorization System

*A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations. * A formal process to ensure work is done in the right sequence and at the right time. *Part of the overall project management information system (PMIS), the work authorization system is used to ensure that work gets performed at the right time and in the right sequence. It may be an informal email sent by the project manager to a functional manager, or a formal system to get an assigned resource released to complete scheduled work.

Communication Methods

*A systematic procedure, technique, or process used to transfer information among project stakeholders. *To understand the nature of a communication problem, you need to know whether a pt has trouble speaking, understanding, naming, reading, or writing. *interactive communication: meeting, phone call push communication: email, press release pull communication: SharePoint, e-learning, database

Maslow's Hierarchy (of needs)

*A theory that arranges the five basic needs of people—physiological, security, social, esteem, and self-actualization—into the order in which people strive to satisfy them *physiological, safety, love/belonging, esteem, self-actualization *(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

Quality Management

*A total commitment by everyone in an organization to improve the quality of procedures and products by reducing waste, errors, and defects. *a management approach that establishes an organization wide focus on quality *organization wide quality focus

RACI chart

*A type of responsibility assignment matrix that describes the resources needed for the task and their role for that task using the following descriptors: responsible, accountable, consult, or inform. *A chart designates each team member against each project activity as either Responsible, Accountable, Consult, or Inform (RACI). A RACI chart is technically a type of responsibility assignment matrix chart. *type of RAM that describes the resources needed for a task and their role for that task using the following descriptors: responsible, accountable, consult, or inform.

Stakeholders

*All the people who stand to gain or lose by the policies and activities of a business and whose concerns the business needs to address. *any persons or groups who will be affected by an action *the people whose interests are affected by an organization's activities

Value Engineering

*An approach used to optimize project life cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively. *eliminating waste in the system by making the company's processes as effective and efficient as possible *reevaluating activities to reduce costs while satisfying customer needs

project management information system

*An integrated tool used to gather, integrate and disseminate the outputs of the project management processes - PMBOK® Guide 5th Ed., p. 92 *An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. *provides access to tools, such as scheduling tool, a work authorization system, a configuration management system, an information collection and distribution system, or interfaces to other online automated systems

Project Selection Methods

*Benefit measurement methods p69 (Comparative approach): - Murder Board - Peer Review - Scoring Models - Economic Models Constrained optimization methods (Mathematical approach): - Linear programming - Integer programming - Dynamic programming - Multi-objective programming *Used to determine which proposed projects should receive approval and move forward.

Types of Contracts

*Bilateral, Unilateral, Formal, Informal, Express, Implied *Bilateral and Unilateral Express and implied Executory and Executed

Stakeholders include

*Consumers Marketing intermediaries Stockholders Employees Investors and shareholders Supplies Government, communities and more -The project sponsor -The project manager -The project team -Support staff -Customers -Users-Suppliers -Opponents to the project

Theories of Motivation

*Evolutionary (instinct), Optimum arousal, cognitive (intrisinc and extrinsic), maslows heirarchy, Drive reduction theory, incentive theory, *-evolutionary approach -drive reduction theory -optimum arousal theory *Instinct Theory, Drive Reduction Theory, Arousal Theory, Incentive Theory

Types of Agreements

*Express Contract-the parties to the contract have definitely agreed on all the terms in the contract Ø Bilateral Contract-two parties have made promises of some kind to each other. The offer to purchase a home is bilateral because it is based on the exchange of promises in which the seller will sell and the buyer will buy. Ø Executory Contract-a contract that is not fully performed or completed *-Oral Agreements -Letter Agreements -Formal Written Contracts -Standard AIA Contracts *Lump-Sum Agreement Unit-Price Agreement Cost-Plus-Fee Agreement

Point of Total Assumption

*In a fixed price contract, the point above which the seller will assume responsibility for all costs; it generally occurs when the contract ceiling price has been exceeded. ((Ceiling Price - Target Price)/Buyer's Share Ratio) + Target Cost *The cost at which the contractor assumes total responsibility for each additional dollar of contract cost in a fixed price incentive fee contract

Project Resource Management

*Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

Project Risk Management - Planning

*Perform Quantitative Risk Analysis *Plan Risk Management *Perform Qualitative Risk Analysis

Project Integration Management

*Processes that coordinate all project management knowledge areas throughout a project's life, including developing the project charter, developing the preliminary project scope statement, developing the project management plan, directing and managing the project, monitoring and controlling the project, providing integrated change control, and closing the project *Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. *-------- -------- -------- includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Project Risk Management

*Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. *Blank includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. *The processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project.

Role of Project Sponsor/Initiator

*Provides the financial resources for the project

Agile Quality Management

*Quality assessed after each iteration bp 312 Agile perspective on Q M is to place the product in the hands of the customer very early to get sense of its fitness for use. Q activities begin early in project and break work into short iterations with small batches of features. Advantage is customer feedback gathered quickly, problems/issues detected earlier, helping project stay on track. Agile retrospective takes place at the endo of each iteration, with small adjustments being made to the process in order to improve quality.

Components of Communication

*Sender/Source Encoding message Communication channel Receiver Decoding message Noise Feedback

Communication Management

*Sending, receiving, and interpreting information using a variety of systems and equipment, including writing tools, telephones (cell phones or smartphones), keyboards, audiovisual recorders, computers or tablets, communication boards, call lights, emergency systems, Braille writers, telecommunication devices for deaf people, augmentative communication systems, and personal digital assistants *Involves the generation, collection, dissemination, and storage of project information in a timely and effective manner bp373 covers all tasks related to producing, compiling, sending, storing, distributing, and managing project records. Made up of 3 processes - what to communicate, to whom, how often and when to reevaluate the plan. class notes: 90% of time communicating! 50% communication with team.

Components of the communication process

*Source Encoding Decoding Receiver Message Channel Noise Feedback Context *sender, receiver, message, channel, noise, context

Basis of Estimates

*Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels. *The supporting documentation should provide a clear and complete understanding of how the cost estimate was derived. Supporting detail for activity cost estimates may include: • Documentation of the basis of the estimate (i.e., how it was developed), • Documentation of all assumptions made, • Documentation of any known constraints, • Indication of the range of possible estimates (e.g., $10,000 (±10%) to indicate that the item is expected to cost between a range of values), and • Indication of the confidence level of the final estimate *additional details supporting the cost estimates with supporting documentation on how cost estimates were derived p336 All three of the Estimating Processes that are tied to activites (Estimate Activity Resources, Estimate Costs, and Estimate Activity Durations) include the basis for estimates along with the estimates themselves. Including the supporting details is always a good idea.

Six Sigma Process

*System of measuring, analyzing, improving, and controlling processes once they meet quality standards. *Define, Measure, Analyze, Improve, Control *includes four basic steps- align, mobilize, accelerate and govern

Program Management

*The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.(same in video) *The process of managing multiple interdependent projects to improve the performance of an organization. *The centralized coordinated management of a program to achieve the program's strategic objectives and benefits.

Point of Total Assumption (PTA)

*The cost at which the contractor assumes total responsibility for each additional dollar of contract cost in a fixed price incentive fee contract ((Ceiling Price - Target Price)/Buyer's Share Ratio) + Target Cost *The total amount of money the buyer will pay regardless of cost overrun on the contract

Estimate to Complete (ETC)

*The expected cost to finish all the remaining project work. *The cost estimate for the remaining project work. This estimate is provided by the project team members. EAC - AC

Estimate At Completion (EAC)

*The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. *An estimate of what it will cost to complete the project based on performance to date *These forecasting formulas predict the likely completed costs of the project based on current scenarios within the project. EAC = BAC / CPI (budget at completion / cost performance Index CPI = EV / AC

Work Performance Information (output of ResourceMGT Control Resources

*The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. *The results of the project work as needed. This includes technical performance measures, project status, information on what the project has created to date, corrective actions, and performance reports. *Status of the deliverables: the work that's been started, finished, or has yet to begin.

Expectancy Theory of Motivation

*reflects a person's intensity or desire to achieve a goal and a belief in the likelihood of achieving that goal *the theory of motivation that proposes that confidence, the potentiality of a reward, and the perceived level of reward motivates performance. *a theory of motivation based on the perceived degree of relationship between how much effort a person expends and the performance that results from that effort

Duration estimates (an output)

*The prediction of how long the project work will take to complete. *Can be assessed in some of the following ways: - Experience - Expert opinion - Mathematical derivation *The activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, enterprise environmental factors, and organizational process assets all include information that affect ____.The activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, enterprise environmental factors, and organizational process assets all include information that affect ____.

Plan Procurement Management

*The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. *The process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers.

Develop Team

*The process of improving competences, team member interaction, and overall team environment to enhance project performance. *The process of improving competencies, team member interaction, and overall team environment to enhance project performance. *Includes the process of improving competencies, team member interaction, and overall team environment to enhance project performance. Teamwork is a critical factor in team success.

Control Procurements

*The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate. *Monitoring and Controlling *The process of managing procurement realtionships, monitoring contract performance, and making changes and corrections as appropriate.

Conduct Procurements

*The process of obtaining seller responses, selecting a seller, and awarding a contract. *<Process>. The process of obtaining seller responses, selecting a seller, and awarding a contract. *The process of obtaining seller Responses, selcting a seller, and awarding a contract.

change control

*The process of performing an impact analysis and obtaining approval before modifications to the project scope are made *A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected *Maintaining full control over requests, implementation, traceability, and proper documentation of changes.

Perform Qualitative Risk Analysis

*The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. *The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics. is the process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks. How to calculate qualitative risk analysis? Rate probability and impact on a scale such as 1 to 5 where 5 is the highest probability and impact. Then we multiply probability times the impact to calculate our risk score. For example, we could rate a risk as a probability of 4 and an impact of 3. The risk score would be 4 x 3 = 12.

Work Performance Data

*The raw observations and measurements identified during activities being performed to carry out the project work. *Raw data, observations, and measurements about project components. Work performance data is gathered and stored in the project management information system. *initial measurements and details about activities gathered during project work (executing)

Actual Cost (AC)

*The realized cost incurred for the work performed on an activity during a specific time period. *The total of direct and indirect costs incurred in accomplishing work on an activity during a given period *The cost to complete a component of work in a given time period. Actual costs include direct and indirect costs.

Stakeholder Management Plan

*The stakeholder management plan is a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact. *The blank is a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact. *A subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact.

McGregor's Theory X and Theory Y

*Theory X - the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform. Theory Y - the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction. *A theory of motivation based on *management perceptions of worker attitudes* in the workplace. *Theory X* managers are authoritarian and assume that employees need to be supervised. *Theory Y* managers assume that employees seek recognition and praise for their contributions and achievements. *two views of human beings, that a manager holds one view of their employees

crashing the schedule

*To takes steps that accelerate activities in the schedule, resulting in an earlier completion date. - Reducing the duration of the critical path resulting in overall shorter project duration - Additional cost and schedule risks - Accelerates project completion *to take steps that accelerate activities in the schedule, resulting in an earlier completion date

Stakeholder Management

*a firm's strategy for recognizing and responding to the interests of all its salient stakeholders *The project management knowledge area that focuses on the management and engagement of the project stakeholders. There are four processes in this knowledge area: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and Monitor Stakeholder Engagement. *processes to identify the people, groups, or organizations, that could impact or be impacted by the project, analyze their expectations and impact, and develop strategies for engaging them and managing conflicting interests

Emotional Intelligence (EI)

*a form of social intelligence that emphasizes the abilities to manage, recognize, and understand emotions and use emotions to guide appropriate thought and action *the ability to detect/notice/recognize/identify, assess and to manage emotional cues and information

Total Quality Management (TQM)

*a management philosophy that focuses on satisfying customers through empowering employees to be an active part of continuous quality improvement *a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction *the philosophy that everyone in the organization is concerned about quality, throughout all of the firm's activities, to better serve customer needs

Mindmapping

*a method to generate ideas and determine relationships among ideas for presentations before organizing your outline *visually diagramming ideas around a central concept *A technique encouraging radiant thinking produced by free association

Six Sigma

*a process for reducing costs, improving quality, and increasing customer satisfaction *a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes *A business process for improving quality, reducing costs, and increasing customer satisfaction

Critical Path Method (CPM)

*a project-management tool that illustrates the relationships among all the activities involved in completing a project and identifies the sequence of activities likely to take the longest to complete *a project management technique that uses only one time factor per activity *a network planning method developed in the 1950s as a means of scheduling maintenance shutdowns at chemical-processing plants book p 185: 3 main purposes: 1. calculate project finish date, 2. Identify how much schedule can slip (or FLOAT) without delay project, 3. Identify activities with highest risk that cannot slip without changing the Project finish date.

Six Sigma Quality

*a quality measure that allows only 3.4 defects per million opportunities *A method of systematically analyzing work processes to identify and eliminate virtually all causes of defects, standardizing the processes to reach the lowest practicable level of any cause of customer dissatisfaction *A set of principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuous improvement.

Source Selection Criteria

*a set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract. *A predefined listing of the criteria to determine how a vendor will be selected. For example, cost, experience, certifications, and the like. *Often included as a part of the procurement documents. Such criteria are developed and used to rate or score seller proposals, and can be objective or subjective

Earned Value Analysis (EVA)

*a standard procedure for numerically measuring a project's progress, forecasting its completion date and cost, and measuring schedule and budget variation bp252 measure against the original plan

stakeholder management strategy

*an approach to help increase the support of stakeholders throughout the project *(Output/Input) Document that summarizes key stakeholders, their level of participation and the functional organizations represented. *Defines an approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle

McGregor's Theory X

*assumes people dislike work, lack ambition, act irresponsibly, and prefer to be led *the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform *employees dislike work and can only be motivated with rewards and punishments

Managing Conflict

*dominating, integrating, compromising, obliging, avoiding *avoidance, accommodation, competition, compromise, collaboration *deal with it right away; offer suggestions so participants feel valued; ask regular participants to show new ones how class works.

quality-management viewpoint

*includes quality control, quality assurance, and total quality management *which includes quality control, quality assurance, and total quality management *quality control, quality assurance, total quality management

Stakeholders are

*individuals, groups, and organizations who have a stake in the success of the organization. *groups or individuals with a personal interest in the performance and actions of a business. *people whose interests are affected by organizational behavior Stakeholder needs have to be transformed into An actionable strategy

Total Quality Management

*managing the entire organization so that it excels on all dimensions of products and services that are important to the customer *a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction *A philosophy that involves everyone in an organization in a continual effort to improve quality and achieve customer satisfaction.

Integration Management

*processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities *includes processes/activities needed to identify, define, and coordinate various processes and project management activities. Book p63: system working together, represents the whole forest. 7 processes focus on the larger, macro things. These 7 are the HEART of managing the Entire Project In integration management the PROJECT is Started, PM assembles the Project PLAN, Executes the plan, and verifies the results of the work, and then the project is closed, knowledge is captured, all at same time PM must prioritize different objectives competing for time, resources and keep team focused on completing the work. 7 Integrated Management processes, how they fit together and Impact each other.

Herzberg's Two-Factor Theory

*proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors *hygiene factors and motivators *A model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors")

Crashing a project

*reducing the total time to complete the project to meet a revised due date *shortening the overall duration of a project by reducing the time it takes to perform certain activities *refers to reducing the total time to complete the project to meet a revised due date

communication skills

*the ability to speak, listen, and write effectively *methods for expressing your thought and listening to what others say *repeatable goal-directed behaviors and behavioral patterns that you routinely practice in your interpersonal encounters and relationships

Expectancy Theory

*the idea that alcohol effects can be produced by people's expectations of how alcohol will influence them in particular situations *the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards *The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

contingency theory of leadership

*the idea that leadership effectiveness depends both on how task-oriented or relationship-oriented the leader is and on the amount of control and influence the leader has over the group

Identify Risks

*the process of determining which risks might affect the project and documenting their characteristics

Communication Model

*the process whereby meaning is transferred from a source to a receiver *a view that language is the principal medium through which social reality is created and sustained *Sender, Message, Receiver, Feedback to sender, Interference

Change Management Process

*the sequence of steps that a manager would follow for the successful implementation and adoption of change -create a change vision -define a change strategy -develop leadership -build commitment -manage people performance -deliver business benefits -develop culture -design organization *includes change request forms, change request log, analysis of changes, CCB, communication with stakeholders, and updating the affected project planning documents.

Risk Probability and Impact Assessment/probabiltiy and impact matrix

*• Probability and impact are assessed for each identified risk • Risks can be assessed in interviews or meetings with participants selected for their familiarity with the risk categories on the agenda. • Project team members and, perhaps, knowledgeable persons from outside the project, are included. • The level of probability for each risk and its impact on each objective is evaluated during the interview or meeting. • Explanatory detail, including assumptions justifying the levels assigned, is also recorded. • Risk probabilities and impacts are rated according to the definitions given in the risk management plan • Risks with low ratings of probability and impact will be included on a watchlist for future monitoring *(Tool/Technique) Process that helps you assign a probability to the likelihood of a risk occurring, and then figure out the actual cost (or impact) if it does happen. You can use these values to figure out which of your risks need a pretty solid mitigation plan, and which can be monitored as the project goes on. *investigates the likelihood that each specific risk will occur/ the potential effect on a project objective such as, schedule, cost, quality and performance.

Iterative Cycle diagram page 334

--------------Sequence Activities------ Define Activites ----------------------------- DevSched ----Est ActivityResources ----------- ""-----Est Activ Dura / In other words: Define Activities, Estimate Activity resources, Sequence Activities, Estimate Activity duraction, AND then Develop Schedule.

Role of Senior Managers and Leaders

-Difficult for senior managers to get feedback -Senior Managers can: ~Seek feedback from others by creating an open and honest environment ~Separate feedback from the performance review process ~Create a mechanism to collect feedback anonymously

Components of the communication model

-source -encoding -message -channel -receiver -decoding -frame of reference -feedback -noise

Process Groups

1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing

McClelland's Three Needs Theory

1. Need for achievement 2. Need for power 3. Need for affiliation

5 Roles of a Project Manager

1. Ultimate Responsibility Bearer 2. The Primary Role of Project Manager is Integrator 3. Project Manager Role of a Facilitator 4. Proactive Communication is a Duty of a PM 5. Proactive Problem Solver The Role of a Project Manager Develops with the Project Roughly your role develops in three stages during one project. Until you fulfill your duties at the first level, you can't efficiently move to the second one. The same applies to the third level. 1. Administrator Role Define the project boundaries Create a project management plan Staff the positions on the project Define processes and policies Create the workflow Define roles and responsibilities Organize the project team Ensure the project is progressing Control the project 1. Facilitator Role Resolve conflicts Ensure Interactions Coordinate the work Educate the team Stay out of the way 3. Leadership Role Set goals Empower responsibility Develop team Motivate Influence stakeholders Make tough decisions Ensure collaboration Design meaning for the work

Individual and team assessments

360 degree feedback assessments can help individuals understand

Functional Manager

681: FM is a manager of a department or functional group within an organization. FMs are vital to most companies since they have a deep expertise within a given area and perform the human resource management duties for the employees of their departments. PrjMgrs experience most of their conflicts with Functional managers. p19: FM is the departmental mgr in most orgs, like mgr of engineering, director of marketing, or IT mgr. FM usually "owns" the resources that are loaned to project and has HR responsibility.FM may be asked to approve the overall project plan. FM can be rich source of expertise and info available to PM. Also FM most likely person with whom PM experiences conflict. 372: In a matrix org, team members report to both the PM and the FM, can sometimes cause confusion and can lead to conflict on a project and withing the Org. 369: Func Mgr has resource responsibilities in a Matrix Org. In Matrix Org structure PM and FM secure resources.

Procurement Process

A cross-functional business process that originates when a company needs to acquire goods or services from external sources, and it concludes when the company receives and pays for them.

The Benefits of Program Management

A few benefits of program management include: Less conflict among projects Optimal utilization of resources Resource constraints are minimized Better communication and coordination among projects Improved organizational performance

Functional Organization (also pg 365, 372, 681)

A form of organizational structure. Functional organizations are traditional organizations with hierarchical reporting structures. Departmentalization around specialized activities such as production, marketing, and human resources. A hierarchical organization where each employee has one clear superior, and staff are grouped by areas of specialization and managed by a person with expertise in that area.

1.2.3.3 Portfolio management

A portfolio is defined as projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.

What is the relationship between project program and portfolio management?

A program is a group of projects that are similar or related to one another, and which are often managed and coordinated as a group instead of independently. A portfolio is a group of different programs and/or projects within the same organization, which may be related or unrelated to one another.

Program

A program is a group of related or similar projects managed in a coordinated way to get the benefits and control not available from managing them individually. This means that in a program, you will have multiple projects, which are either similar or related to each other, and you manage them at a higher level. For example, assume you have two projects: the first is to construct a school building and the second project is to construct an office building. Since these two projects are similar, you will keep them under a program. The person responsible for managing the program is the program manager. The success criteria for a program is the degree to which it satisfies its objective. P14: note every Project will belong to a program but all programs are made up of Projects.

Project

A project is the lowest level in the hierarchy of project, program, and portfolio. According to the PMBOK Guide, (p13) "A project is a temporary (finite) endeavor undertaken to create a unique product, service or result." So, you can say that the nature of a project is temporary (P13- "time limited, definite beginning and end, also means the project does not include Operations, since Operations may go on perpetually and projects are "Finite", + project is "unique" - NOT been attempted before by this organization"!); once the project achieves its objective, it no longer exists, and the objective of the project is to create a unique product, or develop a system to provide you with a service or the result. For example, assume you have been given a project to set up a call center for a company. You complete the project, set up the call center, and hand it over to your client. Now your client can provide a support service to their customers. Please note that once you hand over the product to the client, your project will be completed and closed. You will disband your team; members will be separated, since the nature of the project is temporary. It is not necessary for your team members to be located in the same place; sometimes your project team may include members located outside your geographic location. In this case, you will call your team a virtual team. As a project manager, you will be responsible for managing projects, and the success criteria being timely completion, under budget, and conformance to the requirements.

project

A temporary endeavor undertaken to create a unique product, service, or result.

Understand purpose and activities of a Project Management Office (pg20)

AKA Project Mgt Office (PMO) refers to a department that can support project managers with methodologies, tools, training, etc,. or even ultimately control all of the organization's projects. Ususally the project office serves in a supporting, defining standards, providing best practices, and auditing projects for conformance. "Positive Light" , Ex: IGBU office

interpersonal skills

Ability to motivate, interact, lead and manage people concerning or involving relationships between people

OPA ASSETS

An asset is defined as a useful or valuable entity or property owned by a person or company, which has value and is available to meet debts, commitment, or legacies. Basically, assets are something that you can own, keep, and make use of at any point in time. Examples of assets are numerous; you can have a car, which helps you move around, a house to live in, a computer to work on... the list is endless. In the same way, organizations also have assets that help them achieve their goals. Here these assets are called organizational process assets. These OPAs are inputs of almost all processes of the PMBOK Guide. The project management team may modify these OPAs according to their requirements. Once the project has ended, these organizational process assets can be stored in a central repository so that they can be used whenever required for any future projects.

Colocation

An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.

Project management office

An organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, software, training, templates, methodologies, tools, techniques., Policies, dispute resolutions, communications, and other services.

Change Request

Any requested change to a documented baseline. implemented once the scope, cost, schedule or quality is baselined. Change Requests are formal. If before baseline then not so formal. Processed according to the change control system.

Document the Project Tailoring Process

As part of the project you need to document the tailoring process approach in the project management plan. As the processes are tailored you also need to document how each process was tailored and why it was added, removed, or revised. This serves two functions. One is to document all of the adjustments made as part of the tailoring process to have a good record of the project for close out purposes. The second is to show which tailored processes worked well, and which ones may need further adjustment for future projects. By documenting the tailored processes, process tailoring guidelines and project tailoring checklists can be developed (or improved upon if already existing) to improve the process of tailoring for future projects within the organization.

Summary of Project, Portfolio, Program and Organizational Management

As you move from project management towards portfolio management, the scope and objectives will become larger and larger. In project management, you perform micro-management, and in portfolio management, high-level macro-management is required. Program management and portfolio management facilitate better communication and coordination among projects and programs, resulting in enormous benefits to economies of scale and fewer risks.

Assess the Project Tailoring Needs

Assessing the project tailoring needs can be completed by asking questions in regards to each of the project management knowledge areas to determine which processes are required for project success and which may need to be adjusted. Below is a small list of example questions a project manager may want to ask when tailoring their project. Each project is unique, so you should develop a list of questions to best fit your project. Project Integration Management:• Is this a phased project and if so, how many phases will this project have?• What is the size / complexity of the project and how will it impact the project management plan? Project Scope Management:• Will we use Agile or Waterfall?• Are the project requirements clearly or loosely defined? Project Time Management:• How is time spent on the project logged by everyone?• Does the project need to be fast tracked? Project Cost Management:• What tools will be utilized to track actual spending?• Is the project team managing finances or do we need to involve the finance department? Project Quality Management:• Does the organizational quality policy affect this project?• Are there any regulatory quality requirements that impact this project? Project Human Resources Management:• Are required skills available in-house to complete this project or will resources need to be hired?• Will the project team be co-located or virtual? • Have they worked together previously? Project Communications Management:• Will project team members be allowed to directly communicate with stakeholders or will all communication need to go through the project manager?• What are the preferred communication methods of the project team and stakeholders? Project Risk Management:• What would be the impact to the organization if the project were to fail?• How much risk management is "right" for the project? Project Procurement Management:• Will the project management team have the authority to sign contracts or will this be done by a procurement or legal department?• What level of approval will the project team have for purchases ($100, $1,000, $10,000, etc.)? Project Stakeholder Management:• Are the Stakeholders physically located near the project?• What is the anticipated involvement of the stakeholders?

risk management techniques simple techniques that will smooth out the planning process for you:

Assessments and meetings: Ongoing risk assessments and status meetings should be scheduled for reassessment of current risks and the closing of risks. It should always be an agenda at status meetings and a continual topic of conversation. Risk audits: Examining and documenting how effective current risk responses are is part of the auditing process. It also looks at the efficacy of the risk management process as a whole. Variance and Trend analysis: Comparing planned results to actual results using performance data to control and monitor risk events. Technical performance measurement: Comparing technical accomplishments as the project is executed to what is on the main schedule.

managing

B p688 Managing: the act of assembling and working with teams and organizing and executing tasks to deliver key results. *To perform five basic functions: planning, organizing, staffing, leading, and controlling .* getting the work of an organization done through its people and resources * to handle, direct, govern, or control in action

Evaluate Existing Project Management Processes

Before you can even consider tailoring processes to meet the needs of your project you need to fully understand the project management methodology and processes utilized by your organization. Some organizations implement the philosophy of setting a base list of processes that must be utilized for each project and allowing for adding processes as long as the base requirements are met. Some organizations identify all possible processes that may be utilized for a project and allow for the removal of some if not most of the processes depending upon the project needs. Others may employ a strict method that must be adhered to and may not be altered without prior approval. Prior to doing any project tailoring it is best to fully understand the processes and know your organization's stance on making adjustments in order to best tailor those processes for your project.

Scope baseline

Book p 707: the combination of the scope statement, the WBS and the WBS dictionary. When these documents are put under control they become the scope baseline. *The approved project scope statement and its associated WBS and WBS dictionary * The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. *includes the approved project scope statement and its associated WBS and WBS dictionary

project lifecycle

Book: A group of project phases specified by an organization's project management methodology. The Project life cycle is made up of all of the project phases, viewed as a whole. Projects are divided into phases in order to create a logical management and decision points. See phase for more info... "Initiating, Planning, Executing, Monitoring and Controlling, and Closing" A collection of generally sequential and sometimes overlapping project phases whose name and number are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application A collection of project phases, such as concept, development, implementation, and close-out

Phase

Book: a grouping of project activities. Many projects are divided into two or more phases in order to provide a point where the deliverables can be evaluated. Phases are separated by exit gates or kill points where someone who does not directly work with the project (the gatekeeper) evaluates the deliverables to determine whether or not the next phase is initiated. Phases should not be confused with process groups.

Parametric Estimating

Bookp178: if one team can install 100 ft in 1 day, 10 teams can install 1000 in a day. Linear extrapolation, scalable projects. Ex Car INS uses book of cost to fix cars. Ex2 If 9M to build mile of road, 8 miles would be 72M. Pg 335 - Uses historical performance to extrapolate and estimate future resorce usage. *An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. *A cost-estimating technique that uses project characteristics (parameters) in a mathematical model to estimate project costs *A quantitatively based estimating technique that is typically calculated by multiplying rate times quantity.

Iteration burndown chart

Bp195 ..an agile tool used to display team's progress of completing the work in backlog. Posted very visible, progress transparent and easy view by stakeholders.

Change Control System

Bp667 The procedures for evaluating and managing request changes to the project. This system varies from project to project and org to org. *A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. *a formal, documented process that describes when and how official project documents may be changed *A predefined set of activities, forms, and procedures to entertain project change requests.

Leading

Bp687 Leading: the act of establishing a direction, aligning the team to that vision, and motivating and inspiring them. B p24 Setting direction, aligning people to that direction, motivating them, and inspiring them to commit and perform. * inspiring and motivating workers to work hard to achieve organizational goals * creating a vision for the organization and guiding, training, coaching, and motivating others to work effectively to achieve the organization's goals and objectives

scope statement

Bp707 A narrative description of the scope. The scope statement contains goals of the project, the product description, the requirements for the project, the constraints and assumptions, and the identified risks related to the scope. It should also be include the acceptance criteria and nay items that are out of scope that would be helpful to document . *a document that provides an understanding, justification, and expected result of a project *Documents the product description, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints. The scope statement is used as a baseline for future project decisions. *A definition of the end result or mission of a project. Scope statements typically include project objectives, deliverables, milestones, specifications, and limits and exclusions.

Scope Management plan

Bp707 The plan created by the Plan Scope Management, that describes how the other five scope management processes will be carried out. *A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and verified. *Defines the process for preparing the scope statement and the WBS. This also documents the process that manages project scope and changes to project scope. *describes how the project team will define project scope, verify the work of the project, and manage and control scope.

how people identify corporate risk:

Brainstorming Interviews and self-assessments Risk surveys Event inventories or loss data Facilitated workshops Root cause and Checklist analysis SWOT analysis Influence diagrams Expert judgement Assumption analysis

Develop Team - Tools/Techniques

Colocation, Virtual teams, Communication technology, Interpersonal and team skills(soft skills), Recognition and rewards, Training, Individual and team assessments, Meetings

quality

Conformance to the requirements of users or customers and the satisfaction of their needs and expectations. bp 289 " the degree to which a set of inherent characteristics fulfills requirements" Also the requirements or needs of the project may be stated or merely implied. Product may be low-grade or high-quality at same time!

International and political environments

Consideration of local and internal laws. languages, communication challenges, time-xone differences, and other non-collocates issues that affects a projects ability to progress

Constructive and destructive Team Roles

Constructive Team Roles: Initiators, Information Seekers, Information Givers, Encouragers, Clarifiers, Harmonizers, Summarizers, Gate Keepers. Destructive Team Roles: Aggressors, Blockers, Withdrawers, Recognition Seekers, Topic Jumpers, Dominators, Devil's Advocates

Agile Cost Management

Costs are more difficult to estimate bp 254 in order to create a detailed, time-phased budget, the scope and schedule need to be known in detail. Agile approach, flexibility and adaptability are favored over long range detailed planning, and budgeting. means agile projects may estimate costs for next iteration in detail.

7 project management processes of integration

Develop Charter, Develop Project Management Plan. Direct and manage project Work, Manage Project knowledge, Monitor and control Project Work, Perform integrated Change control, close project or phase.

Plan Risk management = when is it performed:

Early on the project and usually before many of the other planning processes are performed. Reason done very early is because it can significantly influence decisions made about Scope, Time, Cost, Quality, and Procurement. diagram from left to right: Plan Risk Management -> risk mgt plan -> risk register -> Perform QUAL Risk mgt, Perform QUANT. Risk management -> Risk Register Updates -> Plan Risk responces -> Risk Register Updates -> Implement Risk Responses -> Change Requests -> Monitor Risk

EEF and OPAs Summary

Enterprise environmental factors (EEF) and organizational process assets (OPA) are the most widely referred to influences in the PMBOK Guide. EEFs provide you with a controlled environment in which your organization lives and you complete your project. OPAs help you by providing all corporate knowledge, policies, and procedures, etc. You have to understand these influences as they are inputs of most processes and you have to manage your project within them.

Project environment factors that impact outcome of project

Enterprise environmental factors are internal and external environmental factors that can influence a project's success, including: Organizational culture. Organizational structure. Internal and external political climate. Existing human resources. Available capital resources. Regulatory environment. Financial and market conditions ** Enterprise environmental factors are an input to 27 of the 47 processes.

7 project management processes

Establish a Project Charter. Develop Preliminary Project Scope Statement. Develop Project Management Integration Plan. Direct and Manage Project Execution. Monitor and Control Project Work. Integrate Change Control. Close Project.

Procurement practices

Establish goals & objectives Create a strategy plan Analyze opportunities Analyze markets Supplier evaluation Cost/benefit analysis Supplier selection Implement processes Performance review

EEF enterprise environmental factors

Examples of external enterprise environmental factors are as follows: Government regulations Market conditions External political conditions Industry standards Legal restrictions A few examples of internal enterprise environmental factors include: Organizational culture Type of organizational structure Internal political conditions Available resources Infrastructure

Identify Risks Tools

Expert Judgemnt Data Gathering like Brainstorming, checklists they help make sure risks are identified. Data analysis like Root Cause Analysis using Ishikawa (fishbone) diagrams, or 5 why technique to trace risk events back to identify underlying factors. Asumptions and Contraints Analysis SWOT Analysis - s-Strengths, W Weaknesses, Opportunities and Threats. Document analysis Interpersibak and team skills Prompt List - helps facilitate risk reviews, starts the conversations about what has changed. they are periodically and between each phase to serve as a framework for identifiying new risks. 3 frameworks: PESTLE (political, economic, social, technological, legal, environmental), TECOP (technical, environmental, commercial, operational, political) and VUCA (volatility, uncertainty, complexity, ambiguity) Meetings.

Key concepts of Resource management

Follows standard flow of plan, execute, and monitor and control. Theories, include Leadership, motivation, conflict resolution, and roles within a project. 1. define and carefully manage physical resources on Prj 2. define a role for everyone on Proj and define the responsibilities for each of these roles. Philosophies of leadership and power are based on realization that PM are rarely given complete and unquestioned authority. Instead, they must be able to motivate and persuade people to act in best interest of project and build team and lead members.

Types of Organizational Structures

Functional Matrix Projectized A project operates with people, process and technology of an organization. Projects have an impact on the culture, policies, procedures and other aspects of an organization. The organizational structure has a major influence on the execution of the project. The organizational structure decides the resources, communication methods and other aspects of project management. Different types of organizational structures include: Organizational Structure: Functional Organization

Data Representation Techniques

Graphic representations or other methods used to convey data and information.

Define a typical project lifecycle

I: A project life cycle is the sequence of phases that a project goes through from its initiation to its closure. The number and sequence of the cycle are determined by the management and various other factors like needs of the organization involved in the project, the nature of the project, and its area of application.

Four Project Stakeholder Mangement

Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder engagement Stakeholder Techniques - p489 two grids 492 another diagram

stakeholder management Input

Identify Stakeholders Input: Project Charter Business Documents Project Management Plan Project documents Agreements Enterprise Env Factors Organizational Process Assets Plan Stakeholder Engagement Inputs: Project Charter Project management plan Project Documents Agreements EEF OPA Manage Stake Holder Agreements Inputs Project Mangement Plan Project Documents Enterprise Enviornmental Factors Organizational Process Assets Monitor Stakeholder Engagements Inputs Project Mgt Plan Project Docs Work performance Data Enterprise Environmental Factors Organization Process Assets

stakeholder management Outputs

Identify Stakeholders Outputs: Stakeholder Register Change Requests Project Management Plan Updates Project Document Updates Plan Stakeholder Engagement Outputs: Stakeholder Engagement Plan Manage Stake Holder Agreements Outputs: Change Requests Project Management Plan Updates Project Documents Updates Monitor Stakeholder Engagements Outputs: Work Performance Information Change Requests Project Mangement Plan updates Project Document Updates (Issue Logs)

stakeholder management Tools

Identify Stakeholders Tools: Expert Judgement Data Gathering Data Analysis Data Representation Meetings Plan Stakeholder Engagement Tools: Expert Judgement Data Gathering Data Analysis Decision Making Data Representation Meetings Manage Stake Holder Agreements Tools: Expert Judgment Communication skills Interpersonal and Team Skills Ground Rules meetings Monitor Stakeholder Engagements Tools: Data Analysis Decision Making Data Representation Communications Skills Interpersonal and Team skills Meetings

Organizational Structure: Matrix Organization

In a matrix organization, the team members report into two bosses: the functional manager and the project manager. Communication goes from team members to both bosses. The matrix organization is created to get the best potential from both functional and projected type of organizational structure. Team members have departmental work and they also do project work. Depending on the strength of the matrix organization, the power or level of authority varies between the project manager and the functional manager. In a strong matrix organization, the power remains with the project manager. In a weak matrix organization, the power remains with the functional manager. The project manager is considered to be a coordinator or an escalator. In a balanced matrix, the power is equally balanced between the project manager and the functional manager.

Organizational Structure: Projectized Organization

In a projectized environment, the entire company is organized by projects, and the project manager is in control of the projects. Individuals or employees are assigned to projects and report into a project manager. Ones the project is over, they need to be assigned to another project. Communication primarily occurs within the same project.

Risk Management inputs

Inputs: Project Charter - contain info about risk tolarances or constraints and assumptions Project management plan project documents - stakeholder register that lists the stakeholders who may give input about risk Enterprise Environmental Factors Organiz Process Assets Tools: Expert Judgment Data Analysis Meetings Outputs: Risk management plan _sole output, it is the road map to the other 6 risk mgt processes, defines level of risk tolerable, how risk managed, who responsible for risk activities, amounts of time and resources allotted to risk activites and how Communicated!

Resource Management - Manage Team

Inputs: PMP, Project docs, Work Performance Reports, Team performance Assessments, EEF, OPAs Tools: Interpersonal and Team Skills, Problem Solving, Collaboration, Compromise, Forcing, Smoothing (Accommodating) and Withdrawal. Outputs: Change Requests, Project Management Plan Updates, Project Documents Updates, Enterprise Environmental Factors Updates.

Re-Evaluate Project Management Processes

Just as with many project management processes, you can't just tailor a process and walk away. As the project progresses, it is vital to re-evaluate the processes being used to determine if the tailoring is working as planned and if additional adjustments are necessary. This can be completed formally at the start of a new phase if this is a phased project or even informally as part of the project status meetings. No matter the method you chose to re-evaluate, document the approach and the results both as part of your project documentation. Project process tailoring is a good project management practice that helps ensure a successful project outcome. A project manager should not blindly apply a methodology, but instead should evaluate the existing processes, assess the project to be completed, document any process tailoring completed, and re-evaluate the tailoring process as the project proceeds. Here we have provided a high level project process tailoring method that you can apply to your projects.

Difference between leadership and management

Leadership: Attempting to motivate/influence people Mgmt: Directing people toward organizational goals Management maintains the status quo and keeps things as they are. Leadership changes the status quo and moves people in a new direction. Page 43, 61 Leadership: influence relationship, done by leaders and collaborators, episodic affair, does not need a position to operate. Management: authority relationship, managers or subordinates, done continuously, requires positon

6. Resource Management

Learn to be more productive with fewer resources 1. Plan Resource management 2.Estimate Activity Resources 3.Acquire Resorces 4. Develop Team 5.Manage Team 6.Control Resorces

Three Communication Models

Linear Model (one way) Interactive Model (Two way) Transactional Model (multi way)

Critial Path

Longest Path! Critical path has zero float bp673 One or more combinations of activities from start to finish in a project network diagram, any one of which delay would delay the completion of the entire project.

Scope

May refer to product scope or project scope. The product scope contains all of the requirement, features, and attributes the product, service or result needs for successful acceptance. The project scope contains all of the product scope plus any other items needed to successfully perform the project.

Analogous Estimating

New book pg 153- historical info to predict future, expert judgment, and at projec level. Ex: last 2 activities took 3 days. *technique for estimating the duration or cost of an activity or a project A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. . *An estimating technique that uses the actual duration of a similar, completed activity to determine the duration of the current activity. This is also called top-down estimating. *This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgment.

Point of total assumption formula

PTA = Target Cost + ((Ceiling Price - Target Price) / Buyer's Share)

1.2.3.4 Operations management

Operations management is an area that is outside the scope of formal project management as described in this guide. Is concerned with the ongoing production of goods and/or services. Ok ensures that business operations continue efficiently by using the optimal resources needed to meet customer demands. It is concerned with managing processes that transforms inputs into outputs.

Organizational Process Assets (OPA)

Organizational process assets can be divided into two categories. The first is for processes, policies and procedures for conducting work, which include the following: Policies Procedures Standard templates General guidelines The project management team cannot update or modify these elements usually, as they have been provided by the organization. However, a project manager can provide feedback or suggestions, and higher management can make a decision to update or modify. The second category comprises the corporate knowledge base for storing and retrieving information. For example: Risk register Lessons learned Stakeholder register Past project files Historical information These organizational process assets influence the project's success, and they keep growing as the organization becomes larger. Let us say that you are in the identify risks process. You decide to start identifying risks by using a checklist. You are not going to create this checklist from scratch; you will you look at any similar past project records to find a risk checklist and customize it as per your project requirements. This will save you a lot of time. There is a very famous saying in project management, "Why reinvent the wheel?" which means if you have something available to you, why would you try to remake it? You are free to update or modify elements from this category. Organizational process assets are used extensively in project management. It is the responsibility of the project management team to look for any relevant documents in historical records before starting to build something from scratch. The Difference between Organizational Process Assets and Enterprise Environmental Factors There are many differences between organizational process assets and enterprise environmental factors. Organizational process assets help organizations to improve their processes, help project management teams to learn, and share best practices by using a collective knowledge base. On the other hand, enterprise environmental factors may or may not help your organization. These are the conditions in which your organization has to work and do not fall under the control of the project management team. For example, if the government increases taxes, it will affect your profits negatively; however, if they decrease taxes, your profits will increase. Moreover, enterprise environmental factors are not easy to change; you have to live with them. Organizational process assets can be customized according to their suitability and they make the project management team's life much more comfortable. It is important to note that organizational process assets always support the project team, while enterprise environmental factors can help or hinder.

Organizational Process Assets

Organizational process assets include any of the organization's process assets that may be used to ensure project success. They generally fall into two categories: Processes, guidelines, and procedures, such as: organizational standard processes, standardized guidelines, templates The corporate knowledge base, such as, lessons learned, historical information, past project files (I call this: The Repository of Goodness) Organizational process assets are an input to 38 of the 47 processes. Example As we started the project to develop PMI-ACP (Agile Practitioner) courseware, for organizational process assets, we leveraged our course book templates that are used for all of our course materials. In addition, as we developed our approach, we took into consideration the lessons learned from our past courseware development projects. Regarding enterprise environmental factors, we took into consideration the market demand for Agile certifications, the expertise that resided in our immediate development team, and the resources that were available to us. Summary Enterprise environmental factors are the internal and external influences on our project, such as the corporate culture or the financial environment. Organizational process assets are the procedures, guidelines, templates that we can use on our project as well as the corporate knowledge base, such as past project reports and lessons learned.

sphere of influence

Outer Band: Regulatory Agencies Next band: Customers/users Business Partners Sellers/suppliers Next band: Functional managers Operational Mngers next band: Portfolio manager program manager next band in: Sponsor Inside circle: Project manager PM team Project Team Mems

resource management output

Outputs: Team performance assessments, Change requests, Project Management Plan updates Project documents updates Enterprise Environmental factors updates Organizational Process Assets Updates.

Beta Distribution

P+4 x R + O / 6

Communications Management Philosophy

PM circles like a "mushroom project management" in which keep everyone buried in manure, leaving them in the dark, and checking back periordically to see what popped up.

what a good project manager is responsible for!

PMGuide: The project manager is is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. A project manager is a leader first of all! 1. Has ultimate responsibility for the project's success. 2. He's the main communication point with a Client. 3. Promotes a productive and collaborative environment. 4. Controls and enhances the positive effects of cultural differences. 5. Ensures professional interaction between team and stakeholders. 6. Ensures collaboration within the team. 7. Resolves personal conflicts. 8. Enforces personal responsibility. 9. Protects the team from internal politics. 10. Assists during the pre-sale process. 11. Helps to produce Project Charter. 12. Identifies all key stakeholders. 13. Develops a strategy to work with all stakeholders. 14. Selects appropriate processes for the project. 15. Sets up a collaboration with global and virtual teams. 16. Explains the project life cycle and processes to stakeholders. 17. Coordinates work between the project and key stakeholders. 18. Integrates all pieces of a project into a whole. 19. Works with stakeholders to identify constraints and assumptions. 20. Is responsible for producing the Project Management Plan. 21. Leads and facilitates the planning process. 22. Ensures collaboration of the team and stakeholders during planning. 23. Identifies dependencies of project activities. 24. Enforces risk management processes. 25. Analyses requited time and cost reserves. 26. Identifies the required level of quality for the project. 27. Selects and controls processes that can deliver the required quality. 28. Is responsible for developing a realistic schedule. 29. Participates in procurement processes. 30. Creates Change Management Plan. 31. Actively avoids changes. 32. Controls implementation of approved changes. 33. Assists the team during project execution. 34. Works with stakeholders to meet their expectations. 35. Ensures that deliverables are accepted by the customer. 36. Works with the team to keep as close as possible to the Plan. 37. Moves the project towards its goal on a daily basis. 38. Uses metrics to control project progress. 39. Communicates project progress to key stakeholders. 40. Keeps the focus of the team on Risk Management throughout the project. 41. Spends time to improve processes. 42. Works to improve project and product quality. 43. Motivates the project team. 44. Ensures that people leave the project motivated. 45. Holds team building activities. 46. Casts his vision of a successful project and product. 47. Develops team members both for project and organization benefits. 48. Organizes performance reviews. 49. Solves problems. 50. Controls the project in all aspects (scope, time, costs, risks, quality, etc.) 51. Analyses variances with the Project Management Plan. 52. Determines whether a change request is needed to get back on track. 53. Performs project closure. 54. Ensures all contract obligations are closed. 55. Logs lessons learned. 56. Updates the organization's knowledge base.

Purpose and activities of PMO:

PMOs take on various tasks in an organization, but here are the six most important functions of a PMO: Ensure PM standards and quality across the organization. ... Strategic project management. ... Operative assistance. ... Coordination of projects and resources. ... Increasing effectiveness and efficiency. ... Project coaching and training. A PMO makes sure company procedures, practices and operations go right — on time, on budget and all in the same way. "PMOs are there to ensure project and program success, and that's critical because organizations deliver value through projects and programs,

Project Roles in order...

PjM project manager PjC Project Coordinator PjE project expediter SM Senior manager FM Functional Manager St Stakeholder Sp sponsor PO Prgm M program manager

Three processes of project procurement management

Plan Procurement Mangement Conduct Procurement Control Procurement

Quality Management tools

Plan Quality Management: Expert Judgment, Data Gathering, Data Analysis, Decision Making, Data Representation ( Flowchart, Logical Data Model, Matrix Diagram, Mind Map) SIPOC - Suppliers, Inputs, Process to create Outputs to Customers. Is a flowcharting tool popular in Q Mgt called SIPOC value chain. Manage Quality: Data Gathering, Data Analysis, Decision Making Data Representation (Affinity Diagrams, Cause-and- Effect diagrams, Flowcharts, Histograms, Matrix Diagram, Scatter Diagrams) Audits, Design for X, Problem solving Quality Improvement Methods. Control Quality: Data Gathering, Data Analysis, Inspection, Testing /Product Evaluations Data Representation (Cause&Effect diagram, Control chart, Histogram, Scatter Diagram ) Meetings

Seven project risk management processes

Plan Risk management identify risks perform qualitative riask analysis perform quantitative risk analysis plan risk responses implement risk responses monitor risks

6 processes: of Project Schedule management

Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule

6 Scope Management Processes

Plan Scope Management- develop scope mgt plan Collect Requirements Define Scope Create WBS work breakdown structure Validate Scope Control Scope

three Communication Processes

Plan, Execute, Control These processes touch three Process Groups: Planning (Plan Communication Management), Executing (Manage Communications), Monitor/Control ( Monitor Communications)

1.2.3.6 Organizational project management (OPM) and strategies

Portfolio: aligns portfolios with strategies by selecting the right programs and projects. Programs: harmonize its components and controls interdependencies in order to realize specific benefits. Projects: enables the achievement of goals and objectives.

Portfolio Management

Portfolios are managed under portfolio management. It has a bigger scope and objective than program management. There is centralized management in portfolio management, that individual's job is to identify, prioritize, and authorize the projects or programs. This centralized management manages the projects or programs to achieve the organization's strategic objectives. Portfolio managers set the priorities of projects based on the leadership's agreed-upon business objectives. They select the program or projects under a particular portfolio and make sure that they provide the most benefit to the organization. Please note, although portfolio management sets the priority of the projects or programs in a group, it does not oversee any individual project or program.

assessing risks from a qualitative aspect:

Probability and impact assessment and matrix: Analyzing and rating risks using probability and impact on things like cost, schedule and performance. Risk categorization: Grouping risks by common root causes to develop effective responses. Risk urgency: The risk ranking from your probability matrix combined with urgency can help place risks priorities. Expert judgment: Professional opinions from people in the industry or with similar project experience.

Executing

Processes that EXECUTE the Plans and produce work

Planning

Processes that create the PLANS that will govern the work

Work Breakdown Structure (WBS)

Product and Project W *A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. *defines the hierarchy of project tasks, subtasks, and work packages

Deliverable

Product service or result created by a project! Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.

Program Management

Programs are managed under program management, which is defined as the centralized, coordinated management of a program to achieve its strategic objectives. You only manage the interrelated or similar projects as a group to accomplish the desired result. The objective of program management is to optimize the resource utilization among projects and reduce the friction to increase the organization's performance. The Difference Between Project Management and Program Management The following are a few differences between project management and program management: In project management, you manage one project, while in program management you manage multiple projects. A project can be a part of a program, but a program cannot be a part of a project. Project management addresses the management of the project; while program management helps you set the project management processes and measure the project results.

Identify Risks - Inputs

Project Management Plan Project documents, Agreements, Procurement documentation, EEFs, OPAs

Key documents of Integration (section 4.5)

Project charter, assumption log, Project management plan, issue log, lesson learned register, Work performance reports, change requests, project documents updates (change log) , final report, project documents updates.

Project Management

Project management is about managing projects, and it helps projects achieve their objectives. The processes include initiating the project, developing a plan, executing the project, controlling the project activities throughout its lifetime, and finally handing over the output of the project to the client, and closing the project. Project management is the application of knowledge, skills, tools, and techniques to meet project requirements.

3.0 Role of a Project manager?

Project managers play the lead role in planning, executing, monitoring, controlling and closing projects. They are accountable for the entire project scope, project team, resources, and the success or failure of the project. A project manager is a person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. ... The project manager should make sure they control risk and minimize uncertainty.

three project Quality management processes

Project quality management is broken down into three main processes: Quality Planning, Quality Assurance, and Quality Control. At first glance each process group has an imposing list of inputs, tools and techniques, and outputs. Keep in mind these tools are not new.

Key scope management items

Project scope management is about: Planning the process to define the work that must be done over the course of the project. Controlling and monitoring those processes. Documenting and tracking to avoid scope creep when approving or disapproving changes. Project scope management is about: Planning the process to define the work that must be done over the course of the project Controlling and monitoring those processes Documenting and tracking to avoid scope creep when approving or disapproving changes Closing, including an audit of deliverables and assessing the outcome against the plan

1.2.3.5 Operations and project management

Projects can intersect with operations when: developing a new product, improving process, at the end of the product life, and at each close out phase.

1.2.3.1 Overview

Projects may be managed in three separate scenarios: as a stand-alone project (outside of a portfolio or program), within a program, or within a portfolio. Program and project management focus on doing programs and projects the right way; and portfolios management focuses on doing the right programs and projects.

RAM chart

RAM Chart in RACI format pic... only one person Accountable. more than One can be Responsible

Best forms of power

Reward and expert as the most effective forms of power. Training: instruction and acquisition of skills

RAID

Risk Action Issue Dependencies Pulled all together for accountablity

Identify Risks - Outputs

Risk register-list of all risks, possible reachtions to those risks, root causes and categories they fall in. Risk report-high-level info on identified risks, summary Doc. Project document updates

Risk MGT Factors that influence project

Size of project, project complexity inherent project risk project methodology importance all = Tailored Risk Approach

The Benefits of Portfolio Management

Some benefits of portfolio management include: Optimal allocation and utilization of resources among projects or programs Constant support to projects or programs Fewer conflicts and better communication among projects or programs Better coordination among projects or programs

Total Quality Management (TQM) Book p 290

States EVERYONE in CO is responsible for Quality and everyone is able to make a difference in the ultimate quality of the product. TQM applies to the improvements in processes and in results and includes statistical process control. TQM invented by Walter Shewhart at Western Electric, but W. Edward Deming made it popular by implementing it successfully in Japan after WW2. Today Japan gives the Deming Prize as their National award for quality. TQM shifts primary focus of Quality away from product produced to the "underlying process of how it was produced. Involves all employees in the quality process. The "HOW" because good process yields good result.

Trends in Procurement

Sustainable Supply Supply Base Reduction Global Sourcing Supply Chain Disruptions

Tailor

Tailor, in project management, is the act of choosing the process, related inputs and outputs of the project carefully to determine the subset of the processes to be included in the management approach of the project. It also involves adapting the specifications and requirements of the project to the current needs of the operation. To tailor a project, reviewing, modifying and supplementing the project data is usually done. This project management process ensures that the project is performed in accordance to the requirements of the organization. This process is intended to aid the project management team in planning, controlling and governing the use of the project and deliverables appropriately so that the project team can work in the project deployment. Examples of tailoring that are common in project management include the addition and removal of tasks and work products, changing milestones and their state of completion, responsibilities for review and approval and detailed procedures for performing measurements and managing requirements. Once the process tailoring is completed, deployment usually follows. However, the deployment may vary depending on the degree of the changes made. For instance, if the changes are minor, simple briefing may be needed to the affected stakeholders. Big changes, on the other hand, requires the entire workshop's team familiarized with the processes.

Develop Team - Outputs

Team performance assessments, Change requests, Project Management Plan updates, Project document updates, EEFs updates, OPAs updates

Project Management

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements a systemized, phased approach to defining, organizing, planning, monitoring, and controlling projects

Earned value method

The __________________ effectively monitors project progress by integrating both time and cost into a single performance measurement

Project environment

The location and culture of the environment where the project work will reside. The project environment includes the social, economic, and environmental variables the project must work with or around. The project environment includes not only the physical space where the team will work, but also the project culture as well. Does the team meet and operate on a face-to-face basis or in a virtual environment?

Project portfolio management

The management and selection of projects that support an organization's vision and mission. It is the balance of project priority, risk, reward, and return on investment. This is a senior management process.

Why is an Organizational Structure Needed?

The market is competitive; therefore, the organization should adapt to market demand and be responsive. Organizations with poor structure will not survive. A well-defined structure helps the organization realize its potential and support its objectives. For example: Let us say your organization is producing a product. Your customers are satisfied and not very demanding; what kind of organizational structure will you select? You will select the functional organizational structure because it supports production operations. Let's consider another case. Suppose your organization has ten employees and deals with small projects. You always start looking for a new project. In this case, what kind of structure will you select? You will select the projectized organizational structure as you are dealing with projects. Now, the final case. Your organization is enormous. The work environment is dynamic. Customer requirements and market demands are always changing. What kind of structure will you select? You cannot select the functional organization because it does not allow for quick changes to its operations. You also cannot select the projectized structure. Although it supports a dynamic nature, this is not enough. Your organization is big and you need permanent departments to keep your organization functioning. This is not possible with a pure projectized organization. Therefore, you will select a matrix organizational structure. It has the qualities of both the functional and projectized organizational structure and will support your operations and help achieve the organization's objectives. Types of Organizational Structure The type of structure depends on many factors, such as governing style, leadership style, workflow, hierarchy, and many more. The PMBOK Guide defines eight organizational structures: Organic or Simple Organization Functional or Centralized Organization Multi-divisional Organization Matrix Organization Project Oriented (Composite or Hybrid) Organization Virtual Organization Hybrid Organization PMO

physical environment

The physical structure and surroundings that affect a project's work.

Progressive Elaboration

The process of gathering project details. This process uses deductive reasoning, logic, and a series of information-gathering techniques to identify details about a project, product, or solution.

PMguide definition of Project manager

The project manager is is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Steps for a Scope Management Plan

The steps to making a scope management plan are as follows: Identify stakeholders and get requirements from them. Create a detailed project scope statement that identifies the project's goals and objectives. Create a work breakdown structure (WBS) to map all the necessary tasks. Develop the process by which the WBS will be maintained and approved. List roles and responsibilities of project team. Establish the process for formal acceptance of completed project deliverables. Determine how to control and document change requests against the scope statement.

RAM charts Responsibility Assignment Matrix

The tool lets the project team know who is involved in each area and what they are responsible for an in what area

triple constraint theory

The triple constraint theory, also called the Iron Triangle in project management, defines the three elements (and their variations) as follows: Scope, time, budget.(cost). quality and risk are also factors that are linked to the triple constraint. Bp712: the intersection of scope, time and cost on a project. the Triple constraint emphasizes that one of these cannot change without affecting at least one of the other two.

Communication Channels

The various ways in which a message can be sent, ranging from one-on-one in-person meetings to Internet message boards. Formula: Channels = n x (n-1) / 2 where n is number of people .

The Difference Between Portfolio Management and Program Management

There are a few differences between portfolio management and program management, including: Program management manages similar projects while portfolio management manages dissimilar projects or programs. The scope of program management is broader than the project scope, and a portfolio has an organization-wide scope, which changes with the strategic objectives of the organization.

General management skills

These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.

Project environment you should practice the three R's. R-___________,R_________,R___________

They are real time, relationship and responsibility. These three R's of project management can transform an idea into a successfully completed project. When planning a project it is important to give real time schedules in which a project can be finished. To do this, it's important to make a plan of action. You want to include when will the project start, how long it will take, review points, due date and finalizing with the client.

Organizational Structure: Functional Organization

This is the most common form of an organization. Organizational departments are grouped by areas of specialization within different functions. In these organizations, a project generally occurs in silo environment, i.e. within the same function. Team members complete the project work over and above their responsibilities to normal departmental work. Communication primarily occurs within the same function.

Stakeholders in a needs assessment project are most likely:..

Use stakeholder analysis to meet the needs of all interested... Identify Stakeholders. Start by identifying all possible stakeholders. ... Determine the importance of each stakeholder. ... Identify the interest of the project for each stakeholder. ... Determine how you will engage each stakeholder. ... Gain agreement when necessary. ... Move the activities to the workplan.

Mindmap

a diagram that is sued to record words and ideas connected to a central word or idea

Contingency Theory

a leadership theory states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style *based on the premise that a leader's effectiveness is contingent on the extent to which a leader's style fits or matches characteristics of the situation at hand

Tailoring Projects

a project is "a temporary endeavor undertaken to create a unique product, service or result". Being that each project is unique it is important to also understand that an organization's project management processes will likely need to be tailored in order to ensure project success. Project tailoring takes into consideration that project management processes are not "one size fits all", meaning there will be many times when processes need to be adjusted (added, removed, or revised) in order to ensure project success. Tailoring in project management can happen at any time and for any process being applied to a project. Organizations often have a project methodology in place and may realize that this methodology needs to allow for adjustments to best manage a variety of projects. As a project manager you cannot blindly follow a methodology, you need to know how to assess a project to determine what processes will need to be adjusted in order to achieve a successful outcome for your project. Here we are going to look at a very high level method for process tailoring. This four step method includes: evaluating existing processes, assessing the project, documenting the tailoring process, and re-evaluating.

Application Area

an area of expertise, industry, or function where a project is centered. or A category of projects that have common components, often categorized as technology projects, customer projects, or industry projects (IE: Architech, IT, Healthcare,

PMMS Project Manager's Management Skills

b p24 and gloss: skills significantly effect the projects. Experience in Leading, communicating, negotiating, problem-solving, influencing,

change log

b p667 list of all changes whether or not they were requested, made to the project. Input in to various process to ensure proper review and evaluation. *As changes to the project time, cost, or scope enter the project they should be recorded in the change log for future reference. *A comprehensive list of changes made during the project. This typically includes dates of the change and impacts in terms of time, cost, and risk. *All changes that enter into a project are recorded in the change log. The characteristics of the change, such as the time, cost, risk, and scope details, are also recorded.

Prototypes

b pg 701 Functional or non-functional incomplete models of a product to allow stakeholders to interact with it and define design before it is constructed.

Distinguish between organizational systems

book p710 system: The rules, processes, procedures, people, and other elements that support an outcome or process. Several systems are defined in project management, including the project management information system, the change control system and the work authorization system.

life-cycle costing

bp236 L-Cy C looks at the total cost of ownership from purchase or creation through operations and finally to disposal. and encourages making decisions based on the bigger picture of ownership costs. *considers the total cost of ownership, or development plus support costs, for a project *The total cost of ownership, or development plus support costs, for a project *Method for determining the cost of equipment or supplies over their useful lives

Cost Management Plan

bp238 .. plan that describes how the processes of Estimate Costs, Determine Budget, and Control Costs will be carried out. Units of measure (dollars, pesos, or yen), levels of precision, level of accuracy.. *A component of a project or program management plan that describes how costs will be planned, structured, and controlled. *This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled. *A document that describes how cost variances will be managed on the project

Earned Value (EV)

bp255 for ever dollar spent, there is a corresponding credit. If you spend a dollar, a dollar goes to the value. *The measure of work performed expressed in terms of the budget authorized for that work. *An estimate of the value of the physical work actually completed * The value of the work completed to date as it compares to the budgeted amount for the work component. p677 Earned value (EV) also know as the budgeted Cost of work performed (BCWP) , Earned Value is a cost accounting term representing trhe value of the work that has actually been completed up to a point in time. EV measures what was actually done and how much that is worth which is the difference from what has been spent.

Manage Quality

bp301 Waterfall projects are PM ultimate responsibility. Agile projects are entire team joint responsibility for Q. *The process of translating the quality management plan into executable quality activities that incorporate the organization's quality policies into the project. *Manage Quality INPUTS 1. Project management plan 2. Project documents 3. Organizational process assets *The key benefits of this process are that it increases the probability of meeting the quality objectives as well as Identifying ineffective processes and causes of poor quality.

Agile Communication Management

bp390 communication appears to be more open and dynamic on Agile projects. Because the team is often colocated(shared a location) agile projects benefit from "Osmotic communications" where the team benefits from and absorbs informating gleaned from other conversations. Making rapid communication and reduced barriers. Agile projects also use stand-up meetings, and frequent reviews which facilitate Communication. Conversation and engagement are highly encouraged over adhering to a plan. Agile teams foster collective understanding of tje team.

Risk Breakdown Structure (RBS) chart page 410

bp410 **breaking down the "Categories of risk" to evaluate and not the actual risks because they are unknown so far... Risk Internal risk External risk Technology Integration problems w/ Backend system broken down by category and type graphical, hierarchical decomposition used to facilitate understanding and organization.

Project Scope management for Adaptive

bp662 Adaptive: the agile approach that values responding to change over following a plan. Adaptive methodologies constantly seek solutions that diliver maximum value to the customer, and they recognize that the customer and the team's understand is likely to evolve and change with each deliverable.

Project scope mgt for Agile

bp662 Agile: a way of managing projects that embraces uncertainty and breaks the projects into very short phases, referred to as iterations.

PMIS Project management information system

bp699: The system used to support management of the project.. It serves as a repository for information and a tool to help with communication and tracking. The PMIS supports the project from beginning to end. p336 - is a software system that helps the project mgr with routine tasks or tedious calculations. helps store and organize information, experiment with alternatives and rapidly optimize resource usage and calculate schedules.

Quality Control Measurement

bp701 The results after the tools and techniques of control quality have been applied.

Project schedule management

bp732: Schedule Baseline Schedule Comperession Schedule Data Schedule development Schedule Forecasts Schedule Network Analysis Schedule performance Index Schedule tool Schedule Variance Scheduling

risk calculation formula

calculation diagram

Quantitative Risk Analysis from search

counting their risks: Probability distributions: Used in modeling and simulation to represent the uncertainty of values in things like task costs and labor. Cost and Schedule risk analysis: Cost estimates and scheduling are used as input values that are chosen randomly for each iteration. Sensitivity analysis: This is a simple technique to determine how much impact a risk poses to a project. Expected Monetary Value analysis (EMV): Calculating the average outcome of scenarios that may or may not happen. There are a multitude of methods to "count" risk during t

Stakeholder Roles

enabling or constraining but either way vital A stakeholder is a person who has an interest in the company, IT service or its projects. They can be the employees of the company, suppliers, vendors or any partner. Stakeholders can also be an investor in the company and their actions determine the outcome of the company. .

hierarchical chart

every entity in the organization, except one, is subordinate to a single other entity bp422 for Hierarchical chars example

Tuckman's Model (Tuckman's Ladder)

forming, storming, norming, performing, adjourning

Quantative Risk Analysis

is the process of numerically analyzing the effect of identified risks on overall project objectives. The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty. These techniques include the probability distribution, data gathering and representation techniques, sensitivity analysis, expected monetary value analysis, decision tree analysis, tornado diagrams and expert judgment.

Cost Management - Project management Plan

made up of the Cost management plan, the Resource management plan and the Scope Baseline

Communication Tools

numerous technologies used to communicate synchronously or asynchronously, such as phones, email, texting and others Bp377 TOOLS: Expert Judgment, Interpersonal and Team Skills, Data Representation, Meetings, Communication Requirements Analysis: Technique to identify which stakeholders should receive Project Communications, What communications they should receive, how receive and how often. Communication Technology Communication Models: Sender's responsible to: Encode message clearly, Select Communication Method, Send message, Confirm the message received and understood Receiver's Responsibility: Decode message, Acknowldege(confirm receive message) Respond and give feedback. Ways of communicating: Active Listening, Effective Listening, Feedback, nonverbal( faceial express, posture, hand motions), paralingual(tone, volume, pitch) communiction Blockers.

Kaizen

olXxJapanese term for continuous improvement Continuous improvement that involves all participants. bp90 Constant improvement, in form of small changes in products or services. It comes from the "Plan-Do-Check-Act Cycle described by Shewhart and Deming. Just-in-time(JIT) inventory near zero. ISO 9000 International Organization for standardization to ensure companies document what they do and do what they document. Statistical Independence: when the outcome of two processes are not linked together or dependent upone each other. Ex: Roll a 5 on dice on first time neither increase nor decrease the chance you will roll a 5 a second time. Mutually Exclusive: One choice excludes the other, One result excludes the other Ex: Flip a coin or Paint house one color excludes another color. Standard Deviation: is a statistical calculation used to measure and describe how a set of data is organized. bell curve, calculated first by averaging all data points to get the "mean".

Problem Solving Skills

p 358 IDENTIFY - Isolate the problem DEFINE - Understand the problem INVESTIGATE - Get more information ANALYZE - Determine the root cause SOLVE - Find the best solution CHECK - Verify the results. *The process of working through details of a problem to reach a solution. This may include mathematical or systematic operations and can be a measure of an individual's critical thinking skills. *The ability to find solutions to obstacles or problems *working through a number of steps or stages to achieve a desired outcome.

Project Manager's sphere of influence

p108 PM must proactive and influence the factors that cause change. p112PM should work proactively to Identify and influence the factors that cause change. Overall goal of Scope mgt are to define the need, to set stakeholder expectations, deliver to those expectations, to manage change and minimize surprises so that product ultimately gain approval. p149: PM should influence the factors that cause change.

Portfolio

p14: project portfolio represents companies entire investment in projects and programs AND should always be directly aligned with Organization's strategic goals! (truest "real strategic goals) A portfolio refers to a group of related or unrelated projects or programs. A portfolio can consist of multiple programs or multiple projects. It can have multiple, dissimilar projects because portfolio management deals with two or more unrelated projects. Conversely, in program management, only related projects are managed. For example, assume you have three projects: the first is to construct a building, the second project is to conduct research on the impact of motor pollution on the environment, and the third project is to set up a call center. How are you going to manage these projects? You will manage them by keeping them under a portfolio because they are neither related nor similar to each other. Portfolio manager manages portfolios. The success criteria for portfolio is the combined performance of its components.

Three-Point Estimating

p178 PERT = Program Evaluation and Review Technique. Three data points instead of a simply one. Three points are: Pessimistic, Most likely (realistic) and Optimistic Estimates. One is called Beta Distribution - Weighted Average (Pessimistic +4 X Realistic + Optimistic) / 6 Standard deviation: (Pessimistic- Optimistic)/6 Two is called Triangular Distribution: - easier! called Simple average of the values Pessimistic, Optimistic and Realistic. (Pessimistic + Realistic + Optimistic) /3

Agile perspective on Schedule mgt

p198 Agile projects don't try to define entire scope up front, impossible to plan the whole project schedule. When team delivers some functionality to customer, it is expected the Scope will change. Agile approach is to plan in Smaller, more flexible increments, prioritized by what is most valuable to customer. Another agile approach is on-demand scheduling. Kanban board showing Work. work not scheduled in advance. Instead work is "pulled" from board when resoiurces are available.

Six Sigma (Book def.)

p292 popular philosophy of Quality Managt focus on achieve very high levels of quality by controlling process and reducing defects. A sigma is defined as 1 standard deviation from the mean. At level 1 sigma quality, 68.25% of all output will meet quality standards. 3 sigma is 99.73. And 6 Sigma is 99.99966% which also means 3.4 out of every 1M outputs does not meet Quality standards.

Herzberg's Motivation-Hygiene Theory

p346 Herzberg conducted studies to quantify what factors influence satisfaction at work. Hyg Theory states that the presence of certain factors does not make someone satisfied but the absence can make someone dissatisfied. *the idea that satisfaction and dissatisfaction are separate and distinct dimensions *Focuses on outcomes that lead to higher motivation and job satisfaction, and those outcomes that can prevent dissatisfaction *A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.

Procurement Management

p453 Formal government Procurement Practices. Formal, ridgid approach *processes to purchase or acquire products, services, or results from outside the project team *Activities related to the acquisition of goods and/or services for a project from sources outside the performing organization *A systematic method of purchasing or otherwise obtaining goods and services.

4.1 Purpose of project integration management: defined as:

p63 defined as the practice of making certain that every part of the project is coordinated. . **Cant delegate this! PM Responsibility! PM is Ultimately Responsible for entire project. High Level VIEW of Project. Integration: changes made in any one are of the project must be integrated into the rest of the project.. PHILOSOPHY: 1. execution can be messy, buffer team, PM should make decisions instead of meeting every 5 min. 2. process not straight start to finish. Revisitin alot! 3. integration processes need tailored to fit the size and complexity of a project

Schedule management plan

p707 The plan for how the project schedule with be measured, monitored, and controlled. The schedule management plan is created in the Plan Schedule Process.

Three communication styles

passive, aggressive, assertive paternalistic model informed model shared model

Acquire Resources

performed throughout the life of the project it is an executing process key process that carries out the resource management plan right people with right materials inputs PMPlan, project docs. Enterprise Environ factors, Organizational Process assets. tools: Decision making - variables that influence which resources to select, a multi-rideria decision analysis tool may be used.. Weighted matrix to objectively score potential candidates or resources. Criteria and weightings are determined in advance and candidates are scored against them with highest being selected. Interpersonal and Team Skills Pre-Assignment - normal roles defined first. Later resources assigne to those roles and fulfill responsibilities but occasionally specific resources will be pre-assigned to fill a role. Virtual teams: electronic tools to communicate, meet online, share information collaborate on documents and deliverables, work different shifts, and reduce time and travel expenses. Outputs: Physical Resource assignments -non-human resorces Project Team Assignments- humans Resource Calendars- update resource calendars, reflect resource utilization, dates, duration, flows outs. Change Requests, Project management plan updates project documents updates, Enterprise Environmental Factors Updates, Organizational Process assets Updates.

Resource Breakdown Structure (RBS)

pg 337 organize resources by category and type. *This hierarchical chart can decompose the project by the type of resources used throughout it. *This is a hierarchical breakdown of the project resources by category and resource type. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials. *A graphical organizational chart that groups resources together by their function

Initiating

processes that BEGIN the project

Monitoring and Controlling Process Group

processes that compare the work results to the plan and make adjustments for the future. The project management process group oversees, measures, and tracks project performance. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

What is qualitative and quantitative risk analysis?

qualitative risk analysis is subjective and is focused on assessing the probability and impact of risks, while quantitative risk analysis is focused on assessing the time and cost effect of risk on project targets and relies on objective probabilistic techniques.

4. Project Cost Management

resource planning, estimation, budgeting, and control. *The processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget. *Resource planning and cost estimation are equally vital to time management. These two processes cannot exist independent of each other. Resource cost management is difficult to estimate and even more difficult to manage when unforeseen events take place. Early in a project, managers may project a budget range and then fine-tune it as the project progresses.

Operational Management

responsible for monitoring the daily activities of the business People who monitor the day-to-day activities of the organization.

Forms of Power

reward power expert power legitimate power referent power Punishment power coercive power

49 processes of project management

see picture...

Closing

the process that completes the project, phase, or component of a project.

(TCPI) to-complete performance index

the projected performance level that must be achieved in the remaining work of the project in order to satisfy financial or schedule goals; numbers greater than one mean that efficiency must increase. (BAC - EV) / (BAC - AC)

probabiltiy Impact matrix (PIM)

used to assist you with what should be the highest priorities to evaluate risk to determine the priority.