RITAs 79 Processes And PMBOK 42 Processes in 15 Minutes
*note when I say [.] I mean [.]: PG: Process Group. KA: Knowledge Area. MGMT: Management.
1st: RITA EXAM PREP BOOK 6th Edition Wouldnt be easier if everything flows in a sequence? Yes, but unfortunately thats not how project management works. Iterations and progressive elaboration is a key characteristic for most of the processes in Project Management. But there is a way! This way will at least let you know where & When to do things and memorizing the following will push you into understanding everything about EACH PROCESS by APPLYING the following 5 questions: WHAT, HOW, WHY, WHEN, WHO? In RITA's 79 processes based on the 4th edition is a bit too long and its hard to memorize them, so what you do is divide them into categories of numbers and Process Groups by adapting this great technique. I got this technique from a guy that wrote a review on RITA's 4th edition.[Referenced below]. It will stick in your head forever. AND THIS IS IT:
Initiation: 55 planning: 5856 execution: 5573 M&C: 4652 close: 332
Can you memorize these Numbers? I am sure they are easier than memorizing the 79 processes. Combine them into a phone number or a ZIP code and you are done. NOW! What does this mean???? I will Explain & This will help you with most of the questions, especially the ones like: "what happens next?" & "when do you perform ...?".
Initiation
55 Big Picture
5
select PM (EEF) Determine Company culture & existing system (OPA) Collect processes, procedures and historical data Divide large projects into phases Understanding the Business case
Make commitment
5
Uncover Initial Requirements & Risk create Measurable objectives
develop project charter
Identify Stakeholders Develop Stakeholder Management Strategy
You will Have to look at the "BIG PICTURE" and then start "MAKING A COMMITMENT" with the customer & the Sponsor will be supporting you. So:
- 5 processes called the BIG PICTURE where you will be assigned and:
a- Assign PM. b-EEF. c- OPA d- Understand Business Case. e- Divide the project into Phases
- 5 Processes called MAKing A COMMITMENT and developing the PC:
a- Identify Initial Risks and Requirements. b- Develop Measurable Objectives. c- Create the Project Charter. d- Identify Stakeholder
e- Develop Stakeholder Management Strategy
Planning
5865
Plan
5
Determine How to do Planning
WBS
8
Create WBS & WBS dict.
Other plans
5
Determine Quality Standards, Processes & metrics
Finalize
6
Go Back Itterations
Finalize Requirements
Create Activity list
Create Process Improvement plan
prepare Procurement Doc.
Create Project scope Statement
Create Network diagram
Determine All roles
Finalize "how to control & execute" part of all management plans develop final PM plan and real performance measurement baseline
Determine What to Purchace
Estimate Resource Requirements
Plan Communications
Determine Team
Estimate Time & Cost
Perform Risk Identification, Qualitative and Quantitative risk analysis and risk response
gain formal approval of the plan
Determine Critical Path
Hold kick off meeting
Develop schedule
Develop Budget
In Planning PG you will do the Following and look at the chart above: PLAN (5): Determine How are you going to Plan and manage all the KAs and integrate them together Finalize Requirements (part of Scope Mgmt). Create Project scope Statement (part of scope mgmt). Determine What to Purchase (part of planning Procurement). Determine Team (combination of HR and Procurement).
CreateWBS (8): Create WBS & WBS dict. Part of (Scope Mgmt). Create Activity list (Time Mgmt). Create Network diagram (Time Mgmt). Estimate Resource Requirements (Time Mgmt). Estimate Time & Cost (Time & Cost Mgmt). Determine Critical Path (Time Mgmt). Develop schedule. (time Mgmt). Develop Budget (cost Mgmt).
Other Plans(5): Determine Quality Standards, Processes & metrics Create Process Improvement plan (Quality Mgmt). Determine All roles (HR Mgmt). Plan Communications (Comm. Mgmt). Perform Risk Identification, Qualitative and Quantitative risk analysis and risk response (RISK Mgmt).
Finalize(6): Go Back Iterations (after your finished with all the above you will eventually find new risks or a change request will surface, or the company may introduces a new Quality standard that will make you go back update and continue working based on the updated plan). Prepare and plan Procurement Documents. Finalize "how to control & execute" all management plans. Develop the final PM plan and real performance measurement baseline. gain formal approval of the plan. Hold kick off meeting.
Execution
5573
Execute
5
Execute according to PM Plan
work + Quality Standards
5
Use Work authorization Standards
Manage The Team
7
Acquire Final Team
Trade Information
3
Send/receive Info.
Produce Product Scope
Continuously Improve
Manage People
Hold Meetings
Request Changes
Follow Processes
Evaluate Team & Project Performance
Select Sellers
Implement only Approved CR's
Perform Quality Assurance
Hold team Building activities
Ensure Common Understanding
Perform Quality Audits
Give recognition & Rewards
Use issue Logs
Facilitate Conflict resolution
In Execution you will Execute according to the PM plan and WORK based on work authorization system and Quality standards and metrics and manage the team and trade information.
M&C
4652
Measure
4
Control Project
manage Reserves & Request Change Forecast & reports Admin Procurement
6
Influence the Factors that cause Change
5
Create Forecasts
2
Manage Reserves
Measure Performance against performance measurement Baseline
Request Changes
Get acceptance of Deliverables from the Customer
Administrate Procurement
Measure Performance against other metrics determined by Project manager
perform Integrated Change Control
Perform Quality control
Determine Variances and if they warrant a CR
Approve or Reject CR's
Report Project Performance
Inform Stakeholders of Approved Change
Perform Risk audits
Manage Configuration
In M&C you will continue Measuring the performance of the execution against the Project Performance measurement Baseline ( scope-cost-time Baselines). And request changes, and forecast future risks and report performance and also manage reserves and administer procurement
Close
332
External Closure
3
Confirm Work is done to requirements
Internal closure
3
complete Final performance Reporting
Legal Closure
2
Hand Off Completed Product
complete Procurement Closure
Index and archive Records
Release Resources
Gain Formal Acceptance of the project
Update LL and KA's
In Closing you will perform External, Internal and Legal closures but keep in mind the last thing is Gain formal acceptance of the project.
If You follow the Sequence an read what is inside each number you will know that it is very easy. Now that you know WHEN and WHAT each process is. Keep in mind that you have to know WHY & HOW EACH process is performed. ((( THIS DONE BY STUDYING))) Read each Chapter from RITA and make your own notes and solve the questions in the End.
2nd: PMBOK GUIDE 4th edition Processes explanation: Imagine this Question Is TCQ her creep? Does it make sense? NO! . Than say it with me 7 times to make it stick in your head: Is TCQ her creep? Is TCQ her creep? .
IS TCQ HR CRP
IS TCQ HR CRP 7 times! NOW! Take the first letter of the previous question: Integration, Scope, Time, Cost, Quality, HR, Communication, Risk, Procurement.
The 9 KAs
Know lets move on to how many processes are there in each Knowledge Area. Can you memorize this telephone number:
(656) 334 564
Match the letter above with the number respectively and you got the number of processes in each KA! WOW Thats it continue using this method of mapping things to your daily life to increase the absorption of more knowledge each day. Sometimes I would do this: My Living room has a TV SOFA COFFEE TABLE : TV plans Quality (develop Quality Mgmt Plan). SOFA Assures Quality (Perform Quality Assurance). And the Coffee table Controls the Quality by holding my Cup of Coffee. (Quality Control).
3rd : Mapping KAs with PG
Based on Page 43 in PMBOK Guide 4th edition check out the second sheet on the Excel file attached. The first sheet has the RITA processes http://www.al3adi.com/wp-content/uploads/2011/08/ProcessesRITAandPMBOK.xls
NOTES ON INPUTS (T&T) and (OUTPUTS):
INPUT: is what do I need to do ? It can never be: Expert Judgment or Negotiations or communication Methods (these are T&Ts) Project mgmt plan Update or work performance reports (these are outputs.
OUTPUT: is what do I get out of performing this process or that T&T: for example how do I perform Risk Qualitative Analysis? The answer would be Through a tool or technique.
From each KA focus on what are the important tools used and what are the outputs that we are looking for.
Things that are not so important to memorize because they are a part of every PMs life are: Document update PM plan Update Change request is a common output for all Monitor & Control processes. OPA and EEF are inputs to every planning process even if it is not mentioned you will have to use EEF and OPA in all of your daily routine work. Expert Judgment is always welcomed as a tool.
