PMP

Project Schedule Management Processes

1. Plan Schedule Management 2. Define Activities 3. Sequence Activities 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule

Project Scope Management Processes

1. Plan Scope Management 2. Collect Requirements 3. Define Scope 4. Create WBS 5. Validate Scope 6. Control Scope

closing phases

1. Close Project or Phase

8-step approach to change (top down approach)

1. Create urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the vision 5. Remove obstacles 6. Create short term wins 7. Build on the change 8. Anchor the changes in corporate culture

Project Integration Management Phases

1. Develop Project Charter 2. Develop Project Management Plan 3. Direct and Manage Project Work 4. Manage Project Knowledge 5. Monitor and Control Project Work 6. Perform Integrated Change Control 7. Close Project or Phase

initiating processes

1. Develop Project Charter 2. Identify Stakeholders

planning processes

1. Develop Project Management Plan 2. Plan Scope Management 3. Collect Requirements 4. Define Scope 5. Create WBS 6. Plan Schedule Management 7. Define Activities 8. Sequence Activities 9. Estimate Activity Durations 10. Develop Schedule 11. Plan Cost Management 12. Estimate Costs 13. Determine Budget 14. Plan Quality Management 15. Plan Resource Management 16. Estimate Activity Resources 17. Plan Communications Management 18. Plan Risk Management 19. Identify Risks 20. Perform Qualitative Risk Analysis 21. Perform Quantitative Risk Analysis 22. Plan Risk Responses 23. Plan Procurement Management 24. Plan Stakeholder Engagement

executing processes

1. Direct and Manage Project Work 2. Manage Project Knowledge 3. Manage Quality 4. Acquire Resources 5. Develop Team 6. Manage Team 7. Manage Communications 8. Implement Risk Responses 9. Conduct Procurements 10. Manage Stakeholder Engagement

Project Stakeholder Management Processes

1. Identify Stakeholders 2. Plan Stakeholder Management 3. Manage Stakeholder Engagement 4. Monitor Stakeholder Engagement

Process for making changes

1. Identify need for change 2. Written change request submitted to PM 3. PM assesses the impact of the request 4. Change Request submitted to the change control board 5. Change request is approved or rejected by CCB 6. If approved, PM will adjust the project management plan 7. If it is not approved, the team goes back to the issue and develop a new change request

5 Process Groups

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

10 Knowledge Areas

1. Integration 2. Scope 3. Schedule 4. Cost 5. Project Quality 6. Resources 7. Communications 8. Risk 9. Procurement 10. Stakeholder

monitoring & controlling processes

1. Monitor and Control Project Work 2. Perform Integrated Change Control 3. Validate Scope 4. Control Scope 5. Control Schedule 6. Control Costs 7. Control Quality 8. Control Resources 9. Monitor Communications 10. Monitor Risks 11. Control Procurements 12. Monitor Stakeholder Engagement

Project Communications Management Processes

1. Plan Communications Management 2. Manage Communications 3. Monitor Communications

Project Cost Management Processes

1. Plan Cost Management 2. Estimate Costs 3. Determine Budget 4. Control Costs

Project Procurement Management Processes

1. Plan Procurement Management 2. Conduct Procurements 3. Control Procurements

Project Quality Management Processes

1. Plan Quality Management 2. Manage Quality 3. Control Quality

Project Resource Management Processes

1. Plan Resource Management 2. Estimate Activity Resources 3. Acquire Resources 4. Develop Team 5. Manage Team 6. Control Resources

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. Implement Risk Responses 6. Monitor Risks

Portfolio Management

A collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives

bottom-up estimates

A cost-estimating technique based on estimating individual work items and summing them to get a project total

Activity List

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

Leads and Lags

A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity (used to get an advanced on the schedule) A lag directs the delay in the successor work package or activity

Finish-to-finish

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

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.

Requirements Traceability Matrix

A table that links requirements to their origin and traces them throughout the project life cycle.

analogous estimating or top-down estimating

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Often used when there is limited information available

Resource Leveling

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.

Precedence Diagramming Method (PDM)

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. (A > B > C > D)

Three-Point Estimate

A technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

Resource Smoothing

A technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits.

Project

A temporary endeavor that produces a unique product, service, or result

Finish-to-start

An activity relationship type that requires the current activity to be finished before its successor can start.

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Example: each square foot takes x time to paint, how long will it take to paint y square feet

Rolling Wave Planning

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level or postponed

3-Point Estimate (PERT) Formula

Beta Distribution: (Optimistic Estimate + (4 x Realistic Estimate) + Pessimistic Estimate) / 6 Standard Deviation: (Pessimistic - Optimistic) / 6 Triangle Distribution: (Optimistic + Realistic + Pessimistic) / 3

Types of Estimates

Definitive estimates: -5% to +10% Budget Estimates: -10% to +25% Rough Order of Magnitude Estimates: -25% to +75%

Cost Aggregation

Details on what each scheduled activity is scheduled to cost. These will be rolled up to each parent work package to determine total cost and budgetary requirements

Schedule Forecasts

Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated.

ADKAR Model for Change

Five-step process for managing change for individuals: Awareness, Desire, Knowledge, Ability and Reinforcement

Functional Organizations

Groups staff members by their area of expertise. Project team members report directly to functional manager

Cost Baseline

Includes the cost of all the activites that are aggregated to work packages. The work packages and the contingency reserves are aggregated into control account. The sum of all control account is the cost baseline

Close Project or Phase Phase

Knowledge Area: Closing Process Group: Integration Inputs: project charter, pm plan, project documents, accepted deliverables, business documents, agreements, procurement documentation, OPA T&T: expert judgment, data analysis, meetings Outputs: project documents updates, final product/service/result transition, final report, OPA updates

Direct and Manage Project Work

Knowledge Area: Executing Process Group: Integration Inputs: PM plan, project documents, approved change requests, EEF/OPA T&T: expert judgment, PMIS, meetings Outputs: deliverables, work performance data, issue log, change requests, PM plan updates, project documents updates, OPA updates

Manage Project Knowledge

Knowledge Area: Executing Process Group: Integration Inputs: PM plan, project documents, deliverables, EEF/OPA T&T: expert judgment, knowledge management, information management, interpersonal and team skills Outputs: lessons learned register, PM plan updates, OPA updates

Develop Project Charter

Knowledge Area: Initiating Process Group: Integration Inputs: Business Documents, Agreements, EEF, OPA, Project Selection Methods T&T: Expert Judgment, Data Gathering, Interpersonal/team skills, meetings Outputs: Project Charter, Assumption Log

Control Costs

Knowledge Area: M&C Process Group: Cost Inputs: pm plan, project documents, project funding requirements, work performance data, OPA T&T: expert judgment, data analysis, TCPI, PMIS Outputs: work performance information, cost forecasts, change requests, pm plan updates, project documents updates

Perform Integrated Change Control

Knowledge Area: M&C Process Group: Integration Inputs: pm plan, project documents, risk report, work performance reports, change requests, EEF/OPA T&T: expert judgment, change control tools, data analysis, decision making, meetings Outputs: approved change requests, pm plan updates, project documents updates

Monitor and Control Project Work

Knowledge Area: M&C Process Group: Integration Inputs: pm plan, project documents, work performance information, agreements, EEF/OPA T&T: expert judgment, data analysis, decision making, meetings Outputs: work performance reports, change requests, pm plan updates, project documents updates

Control Schedule

Knowledge Area: M&C Process Group: Schedule Inputs: pm plan, project documents, work performance data, OPA T&T: data analysis, critical path method, pmis, resource optimization, leads and lags, schedule compression Outputs: work performance information, schedule forecasts, change requests, pm plan updates, project documents updates

Validate Scope

Knowledge Area: M&C Process Group: Scope Inputs: pm plan, project documents, verified deliverables, work performance data T&T: inspection, decision making Outputs: accepted deliverables, work performance information, change requests, project documents updates

Control Scope

Knowledge Area: M&C Process Group: Scope Inputs: pm plan, project documents, work performance data, OPA T&T: data analysis Outputs: work performance information, change requests, pm plan updates, project documents updates

Estimate Costs

Knowledge Area: Planning Process Group: Cost Inputs: PM plan, project documents, EEF/OPA T&T: Expert judgment, estimating, data analysis, PMIS, decision making Outputs: cost estimates, basis of estimates, project documents updates

Determine Budget

Knowledge Area: Planning Process Group: Cost Inputs: PM plan, project documents, business documents, agreements, EEF/OPA T&T: expert judgment, cost aggregation, data analysis, historical information review, funding limit reconciliation, financing Outputs: cost baseline, project funding requirements, project document updates

Plan Cost Management

Knowledge Area: Planning Process Group: Cost Inputs: Project charter, PM plan, EEF/OPA T&T: Expert judgment, data analysis, meetings Outputs: Cost management plan

Develop Project Management Plan

Knowledge Area: Planning Process Group: Integration Inputs: Project charter, outputs from other processes, EEF/OPA T&T: expert judgment, data gathering, interpersonal and team skills, meetings Outputs: PM plan

Define Activities

Knowledge Area: Planning Process Group: Schedule Inputs: PM Plan, EEF/OPA T&T: Expert judgment, decomposition, rolling wave planning, meetings Outputs: activity list, activity attributes, milestone list, change requests, PM plan updates

Sequence Activities

Knowledge Area: Planning Process Group: Schedule Inputs: PM Plan, project documents, EEF/OPA T&T: precedence diagramming method, dependency determination and integration, leads and lags, PMIS Outputs: project schedule network diagrams, project documents updates

Estimate Activity Durations

Knowledge Area: Planning Process Group: Schedule Inputs: PM plan, project documents, EEF/OPA T&T: expert judgment, analogous estimating, parametric estimating, three-point estimating, bottom-up estimating, data analysis, decision making, meetings Outputs: duration estimates, basis of estimates, project documents updates

Develop Schedule

Knowledge Area: Planning Process Group: Schedule Inputs: PM plan, project documents, agreements, EEF/OPA T&T: schedule network analysis, critical path method, resource optimization, data analysis, leads and lags, schedule compression, PMIS, agile release planning Outputs: schedule baseline, project schedule, schedule data, project calendars, change requests, PM plan updates, project documents updates

Plan Schedule Management

Knowledge Area: Planning Process Group: Schedule Inputs: Project charter, PM plan, EEF/OPA T&T: Expert judgment, data analysis, meetings Outputs: schedule management plan

Create WBS

Knowledge Area: Planning Process Group: Scope Inputs: PM Plan, project documents, EEF/OPA T&T: Expert judgment, Decomposition Outputs: scope baseline, project documents updates

Plan Scope Management

Knowledge Area: Planning Process Group: Scope Inputs: Project charter, PM Plan, EEF/OPA T&T: Expert judgment, data analysis, meetings Outputs: Scope management plan, requirements management plan

Collect Requirements

Knowledge Area: Scope Process Group: Planning Inputs: Charter, PM plan, project/business documents, agreements, EEF/OPA T&T: Expert judgment, data gathering, data analysis, decision making, data representation, interpersonal team skills, context diagram, prototypes Outputs: requirements documentation, requirements traceability matrix

Define Scope

Knowledge Area: Scope Process Group: Planning Inputs: Project Charter, PM Plan, project documents, EEF/OPA T&T: Expert judgment, data analysis, decision making, interpersonal and team skills, product analysis Outputs: project scope statement, project documents updates

Project Oriented Organizations

PM has the greatest amount of authority. Project team is assigned to the project on a full-time basis. When project is complete, project team members move onto other assignments within the org.

Funding Limit Reconciliation

Projects current run rate vs what was planned over the life cycle of the project. Sections of the project may need to be rescheduled due to budget limitations

Earned Value Management

Series of 12 formulas to calculate the cost and schedule progression on the project. Formulas are: Budget at Completion (BAC) Planned Value (PV) Earned Value (EV) Actual Cost (AC) Cost Variance (CV) Cost Performance Index (CPI) Schedule Variance (SV) Schedule Performance Index (SPI) Estimate at Completion (EAC) Estimate to Completion (ETC) Variance at Completion (VAC) To-Complete Performance Index (TCPI)

Resource Optimization Techniques

Smoothing or leveling - adjusting resources to the level of resources available

Free Float

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint. Formula: ES of next activity - EF of current activity - 1

Budget at Completion (BAC)

The original total budget for a project no formula

Duration estimates

The prediction of how long the project work will take to complete.

Schedule Network Analysis

The technique of identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities.

scope constraints

Work that needs to get done, what the scope says to do, you do exactly that

Forward Pass

a process that identifies all the early times Formula: EF = ES + D - 1

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

Deliverable

a unique and verifiable product, service or result

Discretionary Dependency

activities that are tied together but do not have physical limitations

Crashing

adding resources to a project activity to compress the schedule. Always adds cost, and may add risk.

Basis of Estimates

additional details supporting the cost estimates with supporting documentation on how cost estimates were derived

Float Formula

amount of time you can delay an activity without delaying the project Formula: LS - ES = Float or LF - EF = Float

Backward Pass

an activity that finds all the late start and late finish times Formula: LF - D + 1 = LS

Decomposition

breaking down each of the project deliverables into smaller components. the most basic work package should be able to be estimated in time, cost, and effort

Risk Constraint

can limit what/when you can actually get things done

Phase

collection of logically related project activities that culminates in the completion of one or more deliverables

Reserve Analysis

compare amount of the contingency reserves remaining to the amount of risk remaining to determine if remaining reserve is adequate

Scope Statement

describes in detail the project deliverables, and the work that is required to produce those deliverables. The greater the detail level of the scope allows the team the better understanding on how to reach the end state of the project successfully. The less detail creates a greater chance of project risk, as well as offering the possibility of scope creep.

servant leader

focuses on removing obstacles from the team and giving the team what is needed in order to complete the work. used mostly in agile projects

Weak Matrix Organizations

low PM power

Balanced Matrix Organizations

low to moderate PM power

Resource Constraint

may not have resources available to get the project done

Strong Matrix Organizations

moderate to high PM power

Cost Constraint

no project has unlimited money/cost, shouldn't be spending more than the project budget

External Dependency

non project activities are usually outside the control of the project team

Mandatory Dependency

one activity MUST be completed prior to the subsequent activity beginning

Quality Constraints

poor quality not likely to be accepted by customer

Internal Dependency

project activities within control of the team

Start-to-start

start of the successor's activity depends up on the start of it's predecessor activity

Start-to-finish

the completion of the successors activity depends upon the start of it's predecessor activity

Laissez-faire

the project manager is hands off, allowing the team to make their own decisions