®

(PMP) Exam Preparation

Domain: Process

April 4, 2021

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Focus Sessions
Agenda

• Introduction to Project Management Professional (PMP)® Certification Exam

• How to undertake a project?

• Project Management Process Groups

• Agile Manifesto (Software Development Projects)

Domain 1: Process

Domain 2: People

Domain 3: Business Environment

Hints and Tips to schedule (PMP)® Exam

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Domain: Process
Tasks
1 Assess and manage risks

2 Determine appropriate project methodology/methods and practices

3 Execute project with the urgency required to deliver business value

4 Engage stakeholders

5 Establish project governance structure

6 Ensure knowledge transfer for project continuity

7 Integrate project planning activities

8 Manage Communications

9 Manage project changes

10 Manage project artifacts

11 Manage project Issues

12 Plan and manage budget and resources

13 Plan and manage schedule

14 Plan and manage quality of products/deliverables

15 Plan and manage scope

16 Plan and manage procurements

17 Plan and manage project/phase closure or transitions

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Predictive Project Life Cycle
Also known as “Plan Driven” or “Waterfall”

 Project Phase is not the (5) project management process groups.

 The (5) Project Management Process Groups:

1. Initiating Process Group

2. Planning Process Group

3. Executing Process Group

4. Monitoring and Controlling Process Group

5. Closing Process Group

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 Initiating Process Group
Definition

 The (2) Processes Performed To:

1. Define a new project by obtaining authorization to start the project.

2. Define a new phase of an existing project by obtaining authorization to

start the phase.

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 Initiating Process Group
Reference: PMBOK® Guide

Process Section Page

Develop Project Charter 4.1 75 – 81
Identify Stakeholders 13.1 507 - 515

Other References: Business Analysis For Practitioners / The PMI Guide To Business Analysis.

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 To initiate a project …
Project Is …. Strategic Initiative … To Change

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 Why Trace?
Identify Problem 2 Gap Analysis Feasibility Study

Objective
As-Is (S.M.A.R.T) To-Be 5

Find A Methodology
To Prepare for PMP
Failed To Pass Operational
Exam with 99% (PMP)® Certified
(PMP)® Exam Guarantee to Pass it
Before 19/3/017 Technological

3 Cost

Strategic Options Time

Scan Internal & External VMOST

PESTLE 6
Influence Factors Resource Audit

Selt Study Trace

Cost-Benefit Analysis

PV FV NPV ROI IRR PBP BCR

4

Options To Meet Business Need 7

Training Center Self Study Trace
Business Case
The Problem, as assessed, was with
tricky questions and ITTO's memorization TRACE IS YOUR CHOICE TO CHANGE
RISKS CONSTRAINTS ASSUMPTIONS

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 Pre - Initiating Process Group
BA: Defining and Aligning Process Group

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 Pre - Initiating Process Group
BA: Defining and Aligning Process Group

 The (8) Processes Performed To:

1. Investigate and evaluate the viability for initiating a new product or

change to or retirement of an existing product.

2. Defining scope and aligning products, portfolios, programs, and projects

to the overall organizational strategy.

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 Pre - Initiating Process Group
Defining and Aligning Process Group (Business Analysis Activities performed by Business Analyst)

1. Identify problem or opportunity.

2. Assess current state.
3. Determine future state.
4. Determine viable options and provide recommendation.
5. Facilitate product roadmap development.
6. Assemble business case
7. Identify stakeholders.
8. Evaluate solution performance.

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 Pre - Initiating Process Group
Defining and Aligning Process Group (Outputs)

1. Business Need / Situation Statement.

2. Current State Assessment.
3. Business Goals & Objectives / Required Capabilities & Features.
4. Feasibility Study Results / Recommended Solution Option.
5. Product Roadmap
6. Business Case / Product Scope.
7. Assessment of Business Value.

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 Pre- Initiating Process Groups
Business Case – Needs Assessment

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 Pre- Initiating Process Groups
Business Case – Needs Assessment

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 Pre- Initiating Process Groups
Business Case – Needs Assessment

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 Pre- Initiating Process Groups
Business Case – Needs Assessment

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 Pre- Initiating Process Groups
Business Case - Needs Assessment

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 Pre- Initiating Process Groups
Business Case - Needs Assessment

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 Pre- Initiating Process Groups
Business Case – Rough Order of Magnitude

 If the business case is accepted and a project is initiated, these estimates

will be used during project initiation and planning processes groups.

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 Pre - Initiating Process Group
BA: Initiating Process Group

 The Process Performed To:

1. Define the portfolio, program, or project objectives.

2. Apply resources to a portfolio component, program, project, or project

phase.

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 Pre - Initiating Process Group
BA: Initiating Process Group

1. Support Charter Development

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 Pre - Initiating Process Group
Initiating Process Group (Outputs)

1. Charter
2. Shared Product Information.

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 Process: Develop Project Charter
Process Definition:

 The process of developing a document that;

• Formally authorizes the existence of a project.

• Provides the project manager with the authority to apply organizational

resources to project activities.

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 Process: Develop Project Charter
The Key Benefit:

 To provide direct link between the project and the strategic objectives of

the organization.

 To create a formal record of the project;

 To show the organizational commitment to the project.

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 Process: Develop Project Charter
ITTO’s

I TT O

Inputs Process Outputs

1. Business Documents 1. Expert Judgment • Project Charter

• Business Case 2. Data Gathering • Assumption Log
2. Agreements • Brainstorming
3. Enterprise Environmental • Focus Groups
• Interviews
Factors (EEF)
3. Interpersonal and Team Skills
4. Organizational Process
• Conflict Management
Assets (OPA)
• Facilitation
• Meeting Management
4. Meetings

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 Process: Develop Project Charter
Agreements:

 Agreements: either;

• A contract (for external parties).

• Memorandum of Understanding.

• Letter of Intent.

• Service Level Agreement.

• Verbal Communication.

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 Process: Develop Project Charter
Agreement Includes Statement of Work (SOW) – Internal Projects:

 For Internal Projects; SOW provided by sponsor based on;

• Business Need

• Product Requirements

• Service Requirements

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 Process: Develop Project Charter
Agreement Includes Statement of Work (SOW) – External Projects:

 For External Projects; SOW received from customer as part of bid

document (RFP, RFI, RFQ, Contract) and reference the following:

• Business Need.

• Product Scope Description.

• Strategic Plan and goals, where Project goals to be S.M.A.R.T.

• S.M.A.R.T: (Specific, Measurable, Attainable, Realistic, Time-bound).

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 Process: Develop Project Charter
Tools and Techniques: Expert Judgment

 Project Management Office (PMO)

 Business Analyst (BA).

 Legal Advisors.

 Functional Managers.

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 Process: Develop Project Charter
Tools and Techniques: Data Gathering

 Brainstorming: Idea generation and analysis in a short period of time.

 Focus Groups: To bring SME’s and Stakeholders to learn about project

risks and success criteria and other topics in a conversational way.

 Interviews: To obtain information about project risks, approval criteria by

directly talk to stakeholders.

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 Process: Develop Project Charter
Tools and Techniques: Interpersonal and Team Skills

 Conflict Management.

 Facilitation: the ability to effectively guide a group event to a successful

decision, solution, or conclusion.

 Meeting Management.

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 Process: Develop Project Charter
Project Charter Document Approval:

 Is a several page document including high level information of the

project.

 Approved and signed off by the sponsor(s), the one who supply the

money/resources.

 Projects initiated by an entity external to the project.

 Project charter can be developed by the sponsor or the project manager

in collaboration with the initiating entity.

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 Process: Develop Project Charter
Project Charter Document Updates Authority:

 Project Manager do not have the authority to change Project Charter.

 Project Manager have the authority to make recommendations.

 Sponsor(s) have the authority to change and update Project Charter.

 Project Charter is NOT a contract because there is no consideration.

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 Process: Develop Project Charter
Project Charter Document Elements (Project Charter is No Project Document):

 Project purpose  High-level (Narrative) project

 Measurable project objectives and description, boundaries, and key

related success criteria. deliverables.

 Overall project risk (Initial Risks).  Project approval requirements

 Summary milestone schedule. (who signs off on the project).

 Preapproved financial resources  Project exit criteria.

(ROM).  (PM) responsibility and authority.

 Key stakeholder list.  Sponsor name who authorized

 High-level requirements. project charter and authority.

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 Process: Identify Stakeholders
Stakeholder Definition

 An individual, group, or organization that may affect, be effected by, or

perceive itself to be affected by a decision, activity, or outcome of a

project.

 Project Stakeholders may have a positive or negative impact on the

project, or be positively or negatively impacted by the project.

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 Process: Identify Stakeholders
Process Definition:

 The process of identifying project stakeholders regularly, analyzing, and

documenting relevant information regarding their interests, involvement,
interdependencies, influence, and potential impact on project success.

 Regularly means to perform this process periodically throughout the

project.

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 Process: Identify Stakeholders
The Key Benefit:

 To enable the project team to identify the appropriate focus for

engagement of each stakeholder or group of stakeholders.

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 Process: Identify Stakeholders

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Stakeholder Register

2. Business Documents 2. Data Gathering 2. Change Requests
• Business Case • Questionnaires & Surveys 3. Project Management Plan Updates
• Benefits Management Plan • Brainstorming • Requirements Management Plan
3. Project Management Plan 3. Data Analysis • Communications Management Plan
• Communications Management Plan • Stakeholder Analysis • Risk Management Plan
• Stakeholder Engagement Plan • Document Analysis • Stakeholder Engagement Plan
4. Project Documents 4. Data Representation 4. Project Document Updates
• Change Log • Stakeholder Mapping • Assumption Log
• Issue Log 5. Meetings • Issue Log
• Requirements Documentation • Risk Register
5. Agreements
6. EEF
7. OPA

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 Process: Identify Stakeholders
Tools and Techniques: Expert Judgment

 The expertise of individuals or groups with specialized knowledge or

training in the following topics:

1. Understanding the politics and power structures in the organization.

2. Knowledge of environment and culture of the organization.

3. Knowledge of the industry or project deliverables.

4. Knowledge of individual team member contribution and expertise.

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 Process: Identify Stakeholders
Tools and Techniques: Data Gathering Techniques

 Questionnaires and Surveys: (Mass Information Techniques).

1. One – on – One Reviews.

2. Focus groups sessions.

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 Process: Identify Stakeholders
Tools and Techniques: Data Gathering Techniques

 Brainstorming:

1. Brain-Storming: A creativity technique to elicit input from groups such as

(team members, and SME’s).

2. Brain-Writing: Refinement of brainstorming, information can be gathered

in face - to – face groups or using virtual environments supported by

technology.

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 Process: Identify Stakeholders
Tools and Techniques: Data Analysis Techniques

 Stakeholder Analysis: A technique of systematically gathering and

analyzing quantitative and qualitative information to determine whose

interests should be taken into account throughout the project.

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 Process: Identify Stakeholders
Stakeholder Analysis Steps

 Step1: Identify Stakeholders

• Output: Stakeholder Register

 Step2: Prioritize Stakeholders

• Output: Classification models

 Step3: Understand Stakeholders

• Output: Stakeholder Management Strategy

• Stakeholder analysis matrix is part of the stakeholder management

strategy (output of identify stakeholders).

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 Process: Identify Stakeholders
Tools and Techniques: Data Analysis Techniques

 Document Analysis: A technique to assess the available project

documentation and lessons learned from previous projects to identify

stakeholders and supporting information.

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Stakeholder Mapping / Representation: Is a method of categorizing

stakeholders to assists the team in building relationships with the

identified project stakeholders.

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Classification Models: useful for

1. Small projects.

2. Projects with simple relationships between stakeholders and the project.

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 Process: Identify Stakeholders
Classification Models

1. Power/Interest grid, grouping the stakeholders based on their

• Level of authority (power).

• Level or concern (interest).

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 Process: Identify Stakeholders
Classification Models

2. Power/Influence grid, grouping the stakeholders based on their

• Level of authority (power).

• Ability to influence the outcomes of the project (influence).

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 Process: Identify Stakeholders
Classification Models

3. Impact/Influence grid, grouping the stakeholders based on their :

• Ability to cause changes to the project’s planning or execution (impact).

• Ability to influence the outcomes of the project (influence).

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 Process: Identify Stakeholders
Classification Models

Interest / Influence

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Stakeholder Cube: (3DModel: Refinement of Classification Models).

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Stakeholder Cube: (3DModel: Refinement of Classification Models).

 To empower Stakeholders with positive:

1. Interest and high Influence.

2. Qualities of network, legitimacy and low to moderate Influence.

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Stakeholder Cube: (3DModel: Refinement of Classification Models).

 To control Stakeholders with negative:

1. Weight of urgency and high Influence

2. Weight of power and low to moderate Influence

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Salience Model:

• Stakeholder salience is the “degree to which project managers give

priority to competing stakeholders” claims in their decision-making

process”.

• The stakeholder salience model was proposed by Ronald Mitchell,

Bradley Agle and Donna Wood in 1997.

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Salience Model Classes of Stakeholders:

1. Power (level of authority or ability to influence the outcomes of the

project.

2. Urgency (need for immediate attention, either time-constrained or

relating to the stakeholders’ high stake in the outcomes).

3. Legitimacy (their involvement is appropriate).

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Directions of Influence Model:

1. Up-ward (Senior Management).

2. Down-ward (Team members)

3. Out-ward (Suppliers)

4. Side-ward (Peer)

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 Process: Identify Stakeholders
Tools and Techniques: Data Representation Techniques

 Prioritization Model: (Projects with large number of stakeholders)

1. Proximity to the project

2. Power over the project.

3. Urgency in terms of time sensitivity.

Stakeholder interest in Priority of Stakeholder
project process or result Proximity Power Urgency Total
Khalid is interested to meet
2 1 3 6
project deadline.
Sara is interested to work
1 1 1 3
overtime.

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 Process: Identify Stakeholders
Tools and Techniques: Meetings

1. Facilitation Workshops.

2. Small Group Guided Discussions.

3. Virtual Groups using electronical or social media technologies to share

ideas and analyze data.

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 Process: Identify Stakeholders
Outputs: Stakeholder Register

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 Planning Process Group
Definition:

 Twenty Four processes required to establish the scope of the project,

refine the objectives, and define the course of action required to attain the

objectives that the project was undertaken to achieve.

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 Planning Process Group
Reference: PMBOK® Guide

Process Section Page

Develop Project Management Plan 4.2 82 – 89
Plan Scope Management 5.1 129 – 137
Collect Requirements 5.2 138 – 149
Define Scope 5.3 150 – 155
Create WBS 5.4 156 – 162
Plan Schedule Management 6.1 179 – 182
Define Activities 6.2 183 – 186
Sequence Activities 6.3 187 – 194
Estimate Activity Duration 6.4 195 – 204
Develop Schedule 6.5 205 - 221

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 Planning Process Group
Reference: PMBOK® Guide

Process Section Page

Plan Cost Management 7.1 235 – 239
Estimate Costs 7.2 240 – 247
Determine Budget 7.3 248 – 256
Plan Quality Management 8.1 277 – 279
Plan Resource Management 9.1 312 – 319
Estimate Activity Resources 9.2 320 - 327
Plan Communications Management 10.1 366 - 378
Plan Risk Management 11.1 401 – 408
Identify Risks 11.2 409 – 418
Perform Qualitative Risk Analysis 11.3 419 – 427
Perform Quantitative Risk Analysis 11.4 428 – 436
Plan Risk Responses 11.5 437 - 448

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 Planning Process Group
Reference: PMBOK® Guide

Process Section Page

Plan Procurement Management 12.1 466 – 481
Plan Stakeholder Engagement 13.2 516 - 522

Other References: Agile Practice Guide / ACP Exam Preparation Practice Guide.

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 Process: Develop Project Management Plan
Process Definition and Key Benefit:

 The process of documenting the actions necessary to define, prepare,

integrate, coordinate all subsidiary plans, and integration them into a
comprehensive project management plan.

• Defines how the project is executed, monitored, controlled, and closed.

• Progressively elaborated and updated.

 The key benefit of this process is to develop a central document that

defines the basis of all project work

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 Process: Develop Project Management Plan
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Project Management

2. Output from other 2. Data Gathering Plan
processes • Brainstorming
• Checklists
3. EEF
• Focus groups
4. OPA
• interviews
3. Interpersonal and Team
Skill
• Conflict management
• Facilitation
• Meeting management
4. Meetings

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 Process: Develop Project Management Plan
Tools and Techniques: Data Gathering

 Brainstorming: to gather ideas about the project approach.

 Checklists: to verify that project management plan includes all required

information.

 Focus groups: to discuss the project management approach with SME’s.

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 Process: Develop Project Management Plan
Tools and Techniques: Data Gathering

 Interviews: to obtain specific information from stakeholders to develop

project management plan.

 Project Management Plan integrates and consolidates all of the

subsidiary plans and baselines from the planning processes.

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 Process: Develop Project Management Plan
Tools and Techniques: Interpersonal and Team Skills

 Conflict Management: to bring stakeholders into alignment on all aspects

of the project management plan.

 Facilitation: to ensure that there is a conclusions or results have full buy-

in according to the decision process established in the project.

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 Process: Develop Project Management Plan
Tailoring and Integrating Project Management Plan

 The contents of Project Management Plan to be integrated and tailored

by the Project Manager (tailor, integrator) to suit each project.

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 Process: Develop Project Management Plan
Project Management Plan - Components:

Scope Management Plan Performance Measurement Baseline

Requirements Management Plan Change Management Plan
Schedule Management Plan Configuration Management Plan
Cost Management Plan Business Analysis Plan
Quality Management Plan Scope Baseline
Resources Management Plan Schedule Baseline
Communications Management Plan Cost Baseline
Risk Management Plan Selected Project Lifecycle
Stakeholder Engagement Plan Development Approach (PLC)
Procurement Management Plan Management Reviews

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 Process: Develop Project Management Plan
The approved version of Project Baselines:

 Cost baseline:[specific time-phased budget].

 Schedule baseline: [knows when to spend money].

 Scope baseline [scope statement, (WBS), and (WBS) dictionary].

 When Change Requests are approved through Integrated Change

Control Process; the preventive actions, corrective actions, defect repair

actions are part of the Project Baseline.

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 Process: Develop Project Management Plan
Project Baseline and the (PMB):

 The Performance Contract Value (Project Budget)

Measurement Baseline (PMB)

Project Cost Profit

is an approved scope-

schedule-cost baseline for the

project work.

Project Baseline

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 Process: Develop Project Management Plan
Project Documents:

 Project Documents are NOT part of the Project Management Plan.

Stakeholder Register Team Charter Quality Report

Risk Register, Risk Report Test and evaluation documents Quality Metrics

Change Log, Issue Log Project team assignment Quality Control Measurements

Resource Calendars Schedule network diagram Resource Breakdown Structure

Project Scope Statement Project communications Physical Resource Assignment

Activity Cost Estimates Project Calendars Lessons Learned Register

Activity Resource Estimates Schedule forecasts Assumption log

Cost Forecasts Project Schedule Basis of Estimates

Activity Duration Estimates Schedule Data Milestone List

Schedule Network Diagram Requirements Documentation Activity Resource Requirements

Activity Attributes Requirements Traceability Matrix Activity List

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 Process: Plan Scope Management
Process Definition:

 The Process of creating a scope management plan that documents how

the project scope will be defined, validated, and controlled.

 The key benefit of this process is that it provides guidance and direction
on how scope will be managed throughout the project.

 This process is performed once or at predefined points in the project.

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 Process: Plan Scope Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Scope Management Plan

2. Project Management Plan 2. Data Analysis 2. Requirements
• Quality management plan • Alternatives Analysis Management Plan
• Project lifecycle 3. Meetings
description
• Development approach
3. EEF
4. OPA

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 Process: Plan Scope Management
Tools and Techniques: Data Analysis

 Alternative Analysis: various ways on

 How to collect requirements.

 Elaborate the product and project scope.

 Creating the product.

 Validate and control the scope.

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 Process: Plan Scope Management
Project Scope:

 Project Scope: activities and processes needed to be performed to

deliver the product scope.

 The completion of project scope is measured against the project

management plan.

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 Process: Plan Scope Management
Product Scope:

 Product Scope: requirements needed to be fulfilled to create the product.

 The completion of product scope is measured against the product

requirements.

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 Process: Plan Scope Management
Predictive Projects:

 Project deliverables are defined at the beginning of the project.

 Changes to the scope progressively elaborated.

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 Process: Plan Scope Management
Predictive Projects:

 The Processes (Collect requirements, Define scope, Create WBS) are

performed toward the beginning of the project.

 Updated using Integrated Change Control Process.

 Validate Scope process occurs with each deliverable or phase review.

 Control scope process is an ongoing process.

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 Process: Plan Scope Management
Adaptive Projects:

 Project deliverables are developed over multiple iterations.

 Detailed scope is defined and approved at the beginning of each

iteration.

 Backlog is an ordered list of user-centric requirements that a team

maintains for a product.

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 Process: Plan Scope Management
Adaptive Projects:

 The Processes (Collect requirements, Define scope, Create WBS) are

performed at the beginning of each iteration.

 The Processes (Validate scope, Control scope) are repeated for each

iteration.

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 Process: Plan Scope Management
Scope Creep and Gold Plating:

 Scope management Plan to prevent:

• Scope Creep - additional requirements added by Project Manager

without any proper control.

• Gold plating - additional requirements initiated by the team members to

exceed expectation, considered a subset of scope creep.

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 Process: Plan Scope Management
Scope Management Plan:

 Scope Management Plan:

• How the scope will be defined, validated and controlled.

• How to create Work Breakdown Structure (WBS).

• How to prevent scope creep.

• How to handle change requests.

• Escalation path for disagreement on scope elements between

stakeholders.

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 Process: Plan Scope Management
Requirements Management Plan (Business Analysis Plan):

 Requirements Management Plan:

• How the project and product requirements will be managed, documented

and analyzed.

• Prioritize requirements,

• Define the requirements traceability structure (RTM).

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 Process: Collect Requirements
Process Definition:

 The process of determining, documenting, and managing stakeholder

needs and requirements that are needed in order to meet the project
objectives.

 The key benefit of this process is that it provides the basis for defining
and managing the project scope including product scope.

 Starts with the analysis of the project charter and the stakeholder register

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 Process: Collect Requirements
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Requirements Documentation

2. Project Management Plan 2. Data Gathering 2. Requirements Traceability
• Brainstorming
• Scope management plan Matrix (RTM)
• Interviews and Focus groups
• Requirements management plan
• Questionnaires and surveys
• Stakeholder engagement plan
• benchmarking
3. Project Documents 3. Data Analysis
• Assumption log • Document analysis
• Lessons learned register 4. Decision Making
• Stakeholder register • Voting / Autocratic decision making
• Multi criteria decision analysis
4. Business Documents
5. Data Representation
• Business case • Affinity diagrams and Mind mapping
5. Agreements 6. Interpersonal and Team Skills
6. EEF • Nominal Group Technique
• Observation/conversation
7. OPA • Facilitation
7. Context Diagram
8. Prototypes

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 Process: Collect Requirements
Product Requirement Types (BA Effort):

 Business requirements

 Stakeholder requirements

 Solution requirements:

• Functional (product behavior)

• Nonfunctional (reliability, security, performance, safety)

 Transitional requirements: temporary capability including data

conversion/tracking/training.

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 Process: Collect Requirements
Project Requirement Types (PM Effort):

 Project Requirements.

 Quality requirements: quality criteria defined by stakeholders.

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 Process: Collect Requirements
Tools and Techniques: Data Gathering

 Brainstorming (Generate and Collect ideas related to project or product).

 Interviews (expert interviewing).

 Focus groups (with SME and pre-qualified stakeholders).

 Questionnaires and surveys.

 Benchmarking.

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 Process: Collect Requirements
Tools and Techniques: Decision Making

 (Voting):

1. Unanimity: Delphi Technique used to reach everyone agreement.

2. Majority >50%.

3. Plurality.

 Autocratic (Dictatorship).

 Multicriteria Decision Analysis: (Analytic Hierarchy Process AHP).

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 Process: Collect Requirements
Tools and Techniques: Data Representation

 Affinity diagram (Group ideas into categories based on their similarity and

give titles to each group),

 Idea/ Mind-mapping: Sort of affinity diagram technique.

 Personas:

 Help provide insight into who will be using the product.

 Won’t help clients to visualize the page flow of the new website.

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 Process: Collect Requirements
Tools and Techniques: Interpersonal and Team Skills

 Nominal group technique (Rank brainstormed ideas by voting).

 Observation (shadowing or Gemba).

 Facilitation:

1. QFD (Quality Function Deployment) – Manufacturing Industry. (VOC).

2. JAD (Joint Application Design) – IT Industry.

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 Process: Collect Requirements
Tools and Techniques:

 Prototypes.

 Context diagrams (diagrams showing input/source and output, to show

how people interact with the system).

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 Process: Collect Requirements
Requirements Documentation:

 Requirement Documentation needs to be unambiguous, traceable,

complete, consistent and acceptable to key stakeholders and is approved

by the customer and other stakeholders.

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 Process: Collect Requirements
Requirements Traceability Matrix:

 Requirements Traceability Matrix tracks requirements from origins to

deliverables, including source of requirements and completion status.

 Effective to prevent gold plating.

RTM
Project
name
Cost center

Project
description
ID Associate ID Requirement Business Project WBS Product Product Test Case
Description Objective Objective Deliverable Design Development

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 Process: Define Scope
Process Definition:

 Developing a detailed project scope statement as the basis for future

project decisions.

• Common understanding among stakeholders.

• Enables more detailed planning.

• Guides the project team’s work during execution.

• Provides the baseline for evaluating changes.

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 Process: Define Scope
Key benefit:

 It describes the product, service, or result boundaries by defining which of

the requirements collected will be included in and excluded from the

project scope.

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 Process: Define Scope
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Project Scope Statement

2. Project Management Plan 2. Data Analysis 2. Project Documents Updates
• Scope management plan • Alternatives analysis • Assumption log
3. Project Documents 3. Decision Making • Requirements documentation
• Assumption log • Multicriteria decision analysis • RTM
Requirements documentation • Stakeholder register
• 4. Interpersonal and Team Skills
• Risk register
• Facilitation
4. EEF
5. Product Analysis
5. OPA

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 Process: Define Scope
Value Analysis vs. DEscoped:

 Product analysis: to breakdown the product for finding alternatives to

reduce cost or time without sacrificing the scope.

 Product Analysis includes techniques such as:

• Systems analysis, system engineering, and value engineering.

• Requirements analysis, and value analysis.

 DE-scoped: for finding alternatives to reduce cost or time by cutting the

scope.

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 Process: Create Work Breakdown Structure (WBS)
Process Definition:

 The process of subdividing (Decomposition) project deliverables and

project work into smaller, more manageable components.

 The key benefit of this process is that it provides a structured vision of

what has to be delivered.

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 Process: Create WBS
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Scope Baseline

• Scope management plan 2. Decomposition 2. Project Documents Updates
2. Project Documents • Assumption log
• Project scope statement • Requirements documentation
• Requirements documentation
3. EEF
4. OPA

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 Process: Create Work Breakdown Structure (WBS)
Tools and Techniques: Decomposition:

 Work Package is the lowest level in the WBS.

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 Process: Create Work Breakdown Structure (WBS)
Tools and Techniques: Decomposition - Guidelines:

 Decomposition: Is a tool to break down work into lowest level

manageable work packages by phase or major deliverables.

 Level of detail will vary with the size and complexity of project.

 Must balance between too little and too much decomposition.

 Too much leads to non productive management and inefficiency.

 Too little hinders the to plan, manage, and control.

 Balance is required.

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 Process: Create Work Breakdown Structure (WBS)
(WBS) Definition:

 (WBS) is a structured hierarchy created by the organization/stakeholders,

can be in an a table form or template based on the project

deliverables (not activities needed).

 (WBS) must be created in predictive project lifecycle.

 In adaptive project lifecycle Epics decomposed into user stories.

 Requirements are the foundation of the WBS.

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 Process: Create Work Breakdown Structure (WBS)
Control Account (CA), Code of Accounts, and Chart of Accounts:

 Control Account: A higher level above a work package.

 A control point where approved scope, cost and schedule are controlled.

 A work package can have only ONE control account.

 Code of accounts: a numbering system to identify WBS components.

 Chart of accounts: a list of all account names and numbers.

• 1.1 for the 2nd level, 1.1.1 for the 3rd level.

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 Process: Create Work Breakdown Structure (WBS)
Scope Baseline Elements:

 Project Scope Statement: output of Define Scope Process.

 WBS: includes 100% of scope (100% rule).

 WBS Dictionary.

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 Process: Plan Schedule Management
Process Definition and the key benefit:

 The process of establishing the policies, procedures, and documentation

for planning, developing, managing, executing, and controlling the project

schedule.

 The key benefit of this process is that it provides guidance and direction

on how the project schedule will be managed throughout the project.

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 Process: Plan Schedule Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Schedule Management

2. Project Management Plan 2. Data Analysis Plan
• Scope Management Plan • Alternative Analysis
• Development Approach
1. Meetings
3. EEF
4. OPA

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 Process: Plan Schedule Management
Tools and Techniques: Expert Judgment

 To determine scheduling Methodologies.

 To select scheduling Software.

 To determine how to develop, manage and control project schedule.

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 Process: Plan Schedule Management
Tools and Techniques: Data Analysis

 Alternative Analysis: to determine

 Which scheduling methodology to use.

 How detailed the schedule needs to be.

 How often the duration of waves of rolling wave planning to be reviewed

and updated.

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 Process: Define Activities
Process Definition and the key benefit:

 The process of identifying the specific schedule activities that need to be

performed to produce the various project deliverables.

 The key benefit of this process is to break down (decompose) work

packages into activities that provide a basis for estimating, scheduling,

executing, monitoring, and controlling the project work.

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 Process: Define Activities
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Activity List

• Schedule management plan 2. Decomposition 2. Activity Attributes
• Scope baseline
3. Rolling Wave Planning 3. Milestone List
2. EEF
4. Meetings 4. Change Request
3. OPA
5. Project Management Plan
Updates
• Schedule baseline
• Cost baseline

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 Process: Define Activities
Tools and Techniques: Decomposition

 Further decompose work packages into activities for more detailed and

accurate estimations.

 “Activity” is the lowest level at Project Schedule.

 “Activity” is more related to the actual work/process to produce the

deliverables.

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 Process: Define Activities
Tools and Techniques: Rolling Wave Planning

 To decompose the items in the near future to the lowest level of detail to

get the activities.

 An iterative scheduling with backlog technique: the requirement are

documented in user stories to be prioritized in the backlog.

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 Process: Define Activities
Tools and Techniques: Rolling Wave Planning

 Product features are developed using time-boxed periods of work.

 The benefit of this approach is that it welcomes changes throughout the

development lifecycle.

 Planning package: Component have work packages but still not sure

about them, or identifying them needs the output of other work packages

to be available.

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 Process: Sequence Activities
Process Definition and key benefit:

 The process of identifying & documenting dependencies among schedule

activities.

 The key benefit of this process is that it defines the logical sequence of

work to obtain the greatest efficiency given all project constraints.

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 Process: Sequence Activities
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Precedence Diagramming 1. Project Schedule Network

• Schedule management plan Technique (PDM) Diagrams
• Scope baseline
2. Dependency Determination 2. Project Documents Updates
2. Project Documents Activity attributes
3. Leads and Lags •
• Activity attributes • Activity list
4. PMIS
• Activity list • Assumption log
• Assumption log • Milestone list
• Milestone list
3. EEF
4. OPA

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 Process: Sequence Activities
Tools and Techniques: PDM (AON)

 Precedence Diagramming Method (PDM): also known as “Activity

On Node” (AON).

 Arrow Diagramming Method (ADM): also known as “Activity On Arrow”

(AOA) where activities are represented as arrows.

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 Process: Sequence Activities
Tools and Techniques: Dependency Determination and integration:

1. Finish-to-Start (FS): (95%) used.

2. Start-to-Start (SS).

3. Finish-to-Finish (FF).

4. Start-to-Finish (SF): Rarely used.

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 Process: Sequence Activities
Dependency Determination Exercise:

 Model The following Situation describing the relationship between activity

A & activity B:

”Activity A duration is 20 days. Last five days of activity A involve testing of

the product resulting from activity A. However, activity B, involves
marketing reviewing project from activity A for market strategy, which
dose not require testing at all”.

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 Process: Sequence Activities
Dependency Determination Exercise - Answer:

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 Process: Sequence Activities
Dependency Types:

1. Mandatory Dependency (hard logic): A must be completed before B

begins/ technical dependencies may not be hard.

2. Discretionary Dependency (preferred, soft logic): sequence preferred by

the organization.

3. External Dependency: dependency required by external organization.

4. Internal Dependency: precedence relationship usually within the project

team’s control.

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 Process: Sequence Activities
Path Convergence vs. Path Divergence:

1. Path Convergence: An activity has multiple predecessor activities.

2. Path Divergence: An activity has multiple successor activities.

3. Activities with convergence and divergence are at greater risk.

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 Process: Sequence Activities
PERT and GERT:

 Graphical Evaluation and Review Technique (GERT) allows for

conditional branching and loops.

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 Process: Sequence Activities
Tools and Techniques: Leads and Lags:

 Leads: begin successor activity before end of predecessor

 Lags: imposed delay to successor activity (Waiting Time)

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 Process: Estimate Activity Durations
Process Definition and key benefit:

 The process of estimating the number of work periods needed to

complete individual activities with estimated resources.

 The key benefit of this process is that it provides the amount of time each
activity will take to complete.

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 Process: Estimate Activity Durations
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Duration Estimates

• Schedule management plan 2. Analogues Estimating 2. Basis of Estimates
• Scope baseline
3. Parametric Estimating 3. Project Documents
2. Project Documents
4. Three Point Estimating Updates
• Activity attributes
5. Bottom – up Estimating • Activity attributes
• Activity list/ Milestone list
• Assumption log
• Assumption log / Risk Register 6. Data Analysis
• Lessons learned register
• Lessons learned register • Alternatives analysis
• Project team assignment • Reserve analysis
• RBS / Resource Calendars 7. Decision Making
• Resource requirement • Voting
3. EEF 7. Meetings
4. OPA

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 Process: Estimate Activity Durations
Tools and Techniques: Analogous Estimating

 Analogous Estimating:

• Gross value Estimating approach.

• Based on previous activity with similar nature (a form of expert judgment),

• Less accurate.

• Less costly and less time-consuming.

• Used when there is limited amount of detailed information about the

project.

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 Process: Estimate Activity Durations
Tools and Techniques: Parametric Estimating

 Parametric Estimating:

• Algorithm approach.

• Based on historical data and project parameters.

• Use statistical relationship between historical data and other deliverables.

• Accuracy depends on the parameters selected.

• Produce higher levels of accuracy depending on the data built into the

model.

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 Process: Estimate Activity Durations
Tools and Techniques: 3 Point Estimating (PERT)

 Three-Point Estimating (Triangular Distribution) = (P + M + O) / 3

• Optimistic: (Best), Most likely: (Realistic), Pessimistic: (Worst).

• Improving single point duration by considering uncertainty and risk.

• Used when there is insufficient historical data and judgment data.

• Standard deviation: (P-O)/6

• (1sigma: 68.26%, 2sigma 95.46%, 3sigma 99.73%, 6sigma 99.999%).

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 Process: Estimate Activity Durations
Tools and Techniques: Bottom up Estimating

 Aggregating the estimates of the lower level components of the WBS.

 Most accurate but time consuming.

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 Process: Estimate Activity Durations
Tools and Techniques: Data Analysis

 Reserve Analysis:

1. Contingency reserve (Schedule Reserve):

• For known unknowns , owned by PM.

• Estimated duration within the schedule baseline, which is allocated for

identified risks that are accepted.

• May be separated from the individual activities and aggregated. And

should be clearly identified in the schedule documentation.

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 Process: Estimate Activity Durations
Tools and Techniques: Data Analysis

 Reserve Analysis:

2. Management reserve:

• For unknown unknowns, owned by management.

• Not included in the schedule baseline.

• Part of the overall project duration requirements.

• In contracts: may require a change to the schedule baseline.

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 Process: Estimate Activity Durations
Tools and Techniques: Decision Making

 Voting (Fist of Five) or (Fist to Five): a technique used by agile software

development team. Similar to the rule of thumb.

 To reach agile team consensus.

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 Process: Estimate Activity Durations
Tools and Techniques: Decision Making

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 Process: Estimate Activity Durations
Tools and Techniques: Meetings

 In agile approach called Sprint (Iteration) Planning Meeting.

 To discuss prioritize product backlog items (user stories) and decompose

it to Task Level to estimate the duration.

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 Process: Develop Schedule
Process Definition:

 The process of analyzing activity sequences, durations, resource

requirements, and schedule constraints to create the project schedule

model.

 The key benefit of this process is that by entering schedule activities,

durations, resources, resource availabilities, and logical relationships into

the schedule. It generates a schedule model with planned dates for

completing project activities.

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 Process: Develop Schedule
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Schedule Network Analysis 1. Schedule Baseline

• Schedule management plan 2. Critical Path Method 2. Project Schedule
• Scope baseline
3. Resource Optimization 3. Schedule Data
2. Project Documents
4. Data Analysis 4. Project Calendars
• Activity attributes
• What – if scenario analysis 5. Change Requests
• Activity list / Milestone list
• simulation
• Assumption log / Risk register 6. Project Management Plan Updates
5. Leads and Lags • Schedule management plan
• Basis of estimate / Duration Estimates
• Lessons learned register 6. Schedule Compression • Cost baseline
• Schedule network diagrams 7. PMIS 7. Project Documents Updates
• Project team assignment 8. Agile Release Planning • Assumption log / risk register
• Resource calendars • Activity attributes
• Resource requirements • Duration estimates
3. Agreements • Lessons learned register
• Resource requirements
4. EEF
5. OPA

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 Process: Develop Schedule
Tools and Techniques: Schedule Network Analysis

 Overarching technique to generate the project schedule model.

 An iterative technique until developing the project schedule.

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 Process: Develop Schedule
Tools and Techniques: Critical Path Method (CPM)

 To compute the forward and backward pass to determine the critical path.

1. Early Start (ES):earliest time to start the activity.

2. Early Finish (EF):earliest time to end the activity.

3. Late Start (LS):latest time to start without impacting the late finish.

4. Late Finish (LF):latest time to finish without impacting successor activity.

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 Process: Develop Schedule
Critical Path Method (CPM): Exercise

10 5d 5d

A
1/3 5/3 30 0d 4d
6/3 10/3
C
11/3 14/3
11/3 14/3 10 TF DUR

20 0d 10d NAME

B ES EF

LS LF
1/3 10/3

1/3 10/3 Legend

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 Process: Develop Schedule
Float / Slack:

1. Free slack/float (FF):

• Time an activity can be delayed without delaying the Early Start of the

successor.

• FF is always higher than Zero.

• FF for activities on Non – Critical Paths.

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 Process: Develop Schedule
Float / Slack:

2. Total slack/float (TF):

• Time an activity can be delayed from early start without delaying

the project end date.

• TF is always equal or less than Zero (Schedule Constraints).

• TF for activities on Critical Paths.

3. Project slack/float: time the project can be delayed without delaying

another project.

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 Process: Develop Schedule
Tools and Techniques: Resource Optimization

1. Resource leveling:

• Address situations where resource availability is constrained by time or

quantity, and can change the critical path.

2. Resource Smoothing:

• Is used to adjust the activities of a schedule without change the critical

path.

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 Process: Develop Schedule
Stools and Techniques: Schedule Compression

1. Fast Tracking:

• Phases or activities that normally would be done in sequence are

performed in parallel, can result in rework and increased risk.

2. Crashing:

• Shorten the activities by adding resources, can result in increased cost.

• Cost and schedule tradeoffs are analyzed to determine how to obtain

the greatest amount of compression for the least incremental cost.

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 Process: Develop Schedule
Tools and Techniques: Data Analysis

1. What if Senario analysis: to address feasibility/possibility of meeting

project schedule, useful in creating contingency plan.

2. Simulation: involves calculating multiple project durations with different

sets of activity assumptions. (Example: Monte Carlo Analysis).

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 Process: Develop Schedule
Tools and Techniques: PMIS

 To determine the scheduling software to expedite the process of building

a schedule model by generating start and finish dates based on the

inputs of activities, network diagrams, resources, and activity duration.

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 Process: Develop Schedule
Tools and Techniques: Agile Release Planning

 Product vision, release and iteration planning relationship.

1. Product vision drives product roadmap.

2. Product roadmap drives release plan.

3. Release plan establishes the iterations.

4. Iteration plans schedule feature development.

5. Prioritized features delivered by user stories (established in story points)

6. Tasks (established in hours) created to deliver user stories.

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 Process: Plan Cost Management
Process Definition:

 The process that establishes the policies, procedures, and

documentation for planning, managing, expending, and controlling,
project costs.

 The key benefit of this process is that it provides guidance and direction
on how the project cost will be managed throughout the project

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 Process: Plan Cost Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Cost Management Plan

2. Project Management Plan 2. Data Analysis
• Schedule management plan • Alternative Analysis
• Risk management plan
1. Meetings
1. EEF
2. OPA

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 Process: Plan Cost Management
Cost Management Plan:

 The Cost Management Plan establishes:

• Level of accuracy and level of precision

• Unit of measurement

• Procedure to link cost to WBS (to Control Account (CA))

• Earned value rules of performance, reporting, and funding

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 Process: Estimate Costs
Process Definition:

 The process of developing an approximation of the monetary resources

needed to complete project activities.

 The key benefit of this process is that it determines the amount of cost
required to complete project work.

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 Process: Estimate Costs
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Cost Estimates

• Cost management plan 2. Analogues Estimating 2. Basis of Estimates
• Quality management plan
3. Parametric Estimating 3. Project Documents Updated
• Scope baseline
4. Three Point Estimating • Assumption log
2. Project Documents • Lessons learned register
5. Bottom – up Estimating
• Lessons learned register • Risk register
• Project schedule 6. Data Analysis
• Resources requirements • Alternative analysis
• Risk register • Reserve analysis
• Cost of quality
3. EEF
7. PMIS
4. OPA
8. Decision Making
• voting

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 Process: Estimate Costs
Estimating Tools:

 Cost Estimate Tools

• Analogous Estimating : Top Down Estimate

• Parametric Estimating

• Bottom-up Estimating : more accurate and time consuming

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 Process: Estimate Costs
Cost Types:

 Cost Types

• Variable costs : costs change with the amount of work

• Fixed costs - costs that are constant

• Direct costs – directly attributed to the project

• Indirect costs – shared costs like AC, lighting

• Sunk Money: Unrecoverable Money

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 Process: Determine Budget
Process Definition:

 The process of aggregating the estimated costs of individual activities or

work packages to establish an authorized cost baseline.

 The key benefit of this process is that it determines the cost baseline
against which project performance can be monitored and controlled.

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 Process: Determine Budget
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Cost Baseline

• Cost management plan 2. Cost Aggregation 2. Project Funding Requirements
• Resource management plan
3. Data Analysis 3. Project Documents Updated
• Scope baseline
• Reserve analysis • Cost estimates
2. Project Documents Project schedule
4. Historical Information Review •
• Basis of estimates • Risk register
5. Funding Limits Reconciliation
• Cost estimates
• Project schedule 6. Financing
• Risk register
3. Business Documents
• Business case
• Benefits management plan
4. Agreements
5. EEF
6. OPA

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 Process: Determine Budget
Project Budget Components:

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 Process: Determine Budget
Reserve Analysis:

 Budget is more about when to spend money

 Historical Relationships - analogous/parametric estimation

 Reserve Analysis: addresses

• Management Reserve (unknown unknowns)

• Contingency Reserve (known Unknown risks)

 Funding Limit Reconciliation: addresses variance between funding limit

and planned expenditure, may require rescheduling of work to level of the
rate of expenditure

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 Process: Determine Budget
Project Budget:

 Project Budget = Project Baseline + Management Reserve.

 Project Baseline = Authorized Cost Baseline + Contingency Reserve.

 when management reserve is used during project execution, the amount

is added to the cost baseline

 S-curve : total project expenditure over project lifecycle

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 Process: Plan Quality Management
Process Definition:

 Identifying which quality and/or standards are relevant to the project and
determining how to satisfy them.

 The key benefit of this process is that it provides guidance and direction
on how quality will be managed, and verified throughout the project.

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 Process: Plan Quality Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Quality Management Plan

2. Project Management Plan 2. Data Gathering 2. Quality Metrics
• Requirements management plan • Benchmarking 3. Project Management Plan Updates
• Risk management plan • Brainstorming • Risk management plan
• Stakeholder engagement plan • Interviews • Cost baseline
• Scope baseline 3. Data Analysis 4. Project Documents Updated
3. Project Documents • Cost benefit analysis • Lessons learned register
• Assumption log • Cost of quality • RTM
• Requirements documentation 4. Decision Making • Risk register
• RTM • Multicriteria decision analysis • Stakeholder register
• Risk register
5. Data Representation
• Stakeholder register
• Flowcharts
4. EEF • Logical data model
5. OPA • Matrix diagrams / Mind mapping
6. Test and Inspection Planning
7. Meetings

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 Process: Plan Quality Management
Quality vs. Grade:

 Quality: the degree to which a set of inherent characteristics

fulfills requirements (ISO 9001).

 Grade: a category assigned to deliverables having the same functional

use but different technical characteristics.

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 Process: Plan Quality Management
Accuracy vs. Precision:

 Accuracy: is an assessment of correctness.

 Precision: is a measure of exactness.

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 Process: Plan Quality Management
Achieving ISO compatibility:

 Compatible with international organization for standardization (ISO).

• Customer Satisfaction.

• Prevention over Inspection.

• Continuous Improvement.

• Management Responsibility.

• Cost of Quality (CoQ).

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 Process: Plan Quality Management
Quality Management Concepts:

1. Crosby (Zero Defects): identify processes to remove defects, quality is

built in to the processes.

2. Poka Yoke: (mistake proofing), Zero Quality Control (100% source

inspection).

3. Juran (Fitness for Use): does the product/service meet customer’s

need?

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 Process: Plan Quality Management
Quality Improvement Concepts:

1. Kaizen: using PDCA (Plan Do Check Act) for Continuous Improvement.

2. Just In Time (JIT): eliminate build up of inventory to Zero.

3. Total Quality Management (TQM).

4. Six Sigma, and Lean Six Sigma using:

• DMAIC (Define, Measure, Analyze, Implement, Control).

• DMADV (Define, Measure, Analyze, Design, Validate).

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 Process: Plan Quality Management
Process Improvement Models:

1. Malcolm Baldrige.

2. Organizational Project Management Maturity Model (OPM3®).

3. Capability Maturity Model Integrated (CMMI®).

4. PDCA (Plan-Do-Check-Act) Cycle.

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 Process: Plan Quality Management
Tools and Techniques: Data Gathering Techniques

 Benchmarking: compare to past activities/standard/competition.

 Brainstorming.

 Interviews.

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 Process: Plan Quality Management
Tools and Techniques: Data Analysis Techniques

 Cost-benefit Analysis: cost of implementing quality requirements against

benefits.

 Cost of Quality (COQ): lowest quality cost is prevention, highest quality

cost is rework and defect repair . Failure cost may be internal/external

(found by customer)

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 Process: Plan Quality Management
Tools and Techniques: (COQ)

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 Process: Plan Quality Management
Tools and Techniques: Decision Making Techniques

 Multi Criteria Decision Analysis: (Prioritization Matrix).

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 Process: Plan Quality Management
Tools and Techniques: Data Representation

 Flowcharts:

• Process flowchart.

• SIPOC.

• Decision Diagram.

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 Process: Plan Quality Management
Tools and Techniques: Data Representation

 Logical Data Model:

• Provide a way to show organization’s data described in business

language.

• Provide a way to identify where data integrity or other quality issues can

arises.

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 Process: Plan Quality Management
Tools and Techniques: Data Representation

 Matrix Diagrams:

• Provide a way to show the strength of relationships among different

factors, causes, and objectives.

 Mind Mapping.

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 Process: Plan Resource Management
Process Definition:

 The Process of defining how to estimate, acquire, manage, and utilize

physical and team resources.

 The key benefit of this process is that it establishes the approach and
level of management effort needed for managing project resources based
on the type and complexity of the project.

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 Process: Plan Resource Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Resource Management Plan

2. Project Management Plan 2. Data Representation 2. Team Charter
• Quality management plan • Hierarchical charts 3. Project Documents Updates
• Scope baseline • RAM • Assumption log
3. Project Documents • Text oriented formats • Risk register
• Project schedule 3. Organizational Theory
• Requirements documentation 4. Meetings
• Risk register
• Stakeholder register
4. EEF
5. OPA

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 Process: Plan Resource Management
Tools and Techniques: Hierarchical Charts

 Work Breakdown Structure (WBS).

• Provide a way of showing work packages under each project

deliverables.

 Organizational Breakdown Structure (OBS).

• Provide a way of showing WP’s, activities listed under departments and

teams.

 Resource Breakdown Structure (RBS).

• Provide a way to show team and physical resources categories

distribution used in planning, managing, and controlling project work.

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 Process: Plan Resource Management
Tools and Techniques: Assignment Matrix (RAM) – (RACI)

 The four letters of RACI stands for:

 Responsible – Which project member is responsible for carrying out the

execution of the task.

 Accountable – The Project member who is held accountable for the tasks
and be given the authority to make decisions.

 Consulted – The stakeholders that should be consulted for the work

( two-way communication).

 Informed – Who should be informed of the decisions

(one-way communication).

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 Process: Plan Resource Management
Tools and Techniques: Text Oriented Formats

 Provide information such as responsibilities, authority, competencies, and

qualifications.

 Called position description and role – responsibility – authority forms.

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 Process: Plan Resource Management
Tools and Techniques: Organizational Theory

 Provides information about the way in which teams and organizational

units behave.

 Its important to recognize the organization’s structure and culture impacts

the project organization structure.

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 Process: Estimate Activity Resources
Process Definition:

 The process of estimating the team resources, types, and quantities of

materials, equipment, and supplies required to perform each activity.

 The key benefit of this process is that it identifies the type, quantity,
characteristics of resources required to complete the activity which allows
more accurate cost and duration estimate.

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 Process: Estimate Activity Resources
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Resource Requirements

• Resource management plan 2. Bottom – up Estimating 2. Basis of Estimates
• Scope baseline
3. Analogous Estimating 3. Resources Breakdown Structure
2. Project Documents
4. Parametric Estimating 4. Project Documents Updates
• Activity attributes
5. Data Analysis • Activity attributes
• Activity list
• Alternatives analysis • Assumption log
• Assumption log
• Lessons learned register
• Cost estimates 6. PMIS
• Resource calendars
7. Meetings
• Risk register
3. EEF
4. OPA

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 Process: Estimate Activity Resources
Tools and Techniques:

 Bottom-Up Estimating: most accurate but time-consuming.

 Alternative analysis includes make-or-buy decisions.

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 Process: Plan Communications Management
Process Definition:

 The process of developing an appropriate approach and plan for project

communications activities based on stakeholder’s information needs.

 The key benefit of this process is that it identifies and documents the
approach to communicate most effectively and efficiency with
stakeholders by presenting relevant information in a timely manner.

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 Process: Plan Communications Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Communications Management Plan

2. Project Management Plan 2. Communication Requirements 2. Project Management Plan Updates
• Resource management plan Analysis • Stakeholder engagement plan
• Stakeholder engagement plan 3. Project Documents Updates
3. Communication Methods
3. Project Documents • Project schedule
4. Communication Models
• Requirements documentation • Stakeholder register
5. Communication Technology
• Stakeholder register
6. Interpersonal and Team Skills
4. EEF
• Communication styles assessment
5. OPA
7. Data Representation
• Stakeholder engagement assessment matrix
8. Meetings

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 Process: Plan Communications Management
Tools and Techniques: Communication Requirements Analysis

 Communication channels: N (N -1) / 2, N is the number of Stakeholders.

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 Process: Plan Communications Management
Tools and Techniques: Communication Technology

 The methods used to transfer information among project stakeholders.

 Efficient communication: only the required messages.

 Effective communication: right timing, right format, right medium.

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 Process: Plan Communications Management
Tools and Techniques: Communication Technology

 Factors affecting the choice of communication technology:

• Urgency of the need for the information.

• Availability and reliability of technology.

• Ease of use.

• Project environment.

• Sensitivity and confidentiality of the information.

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 Process: Plan Communications Management
Tools and Techniques: Communication Models

 Sample basic sender/receiver communication model.

• Concern with ensuring that the message is delivered, rather than

understood.

• The sequence of steps:

1. Encoding.

2. Transmit message.

3. Decoding.

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 Process: Plan Communications Management
Tools and Techniques: Communication Models

 Sample interactive communication model. (Shannon – weaver model)

• Concern with ensuring that the message is delivered, and understood.

• The sequence of steps:

1. Encoding.

2. Transmit / Feedback.

3. Decoding.

4. The sender to ensure info is clear, and the recipient correct understands.

5. The recipient to ensure message is received (to acknowledge) and

provide feedback/response.

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 Process: Plan Communications Management
Tools and Techniques: Communication Methods:

 Interactive (multidirectional communication, most effective): Meetings,

Phone Calls, Instant Messaging, Video Conferencing.

 Push (active, messages sent without validation of receipt): Letters,

Memos, Reports, Emails, Faxes, Voice Mails, Blogs, Press Release.

 Pull (passive, access directly by stakeholders): Intranet Sites, E-Learning,

Lessons Learned Database, Knowledge Repositories.

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 Process: Plan Communications Management
Tools and Techniques: Interpersonal and Team Skills:

 Communication styles assessment:

• A technique to identify the preferred communication method, format and

content for planned communication activities.

 Political Awareness:

• To help the (PM) to plan communications based on the project

environment as well as the organization’s political environment.

 Cultural Awareness:

• To understand of the differences between individuals, groups, and

organizations to adapt the project’s communication strategy.

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 Process: Plan Communications Management
Tools and Techniques: Data Representation:

 Stakeholder Engagement Assessment Matrix.

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 Process: Plan Risk Management
Process Definition and key benefit:

 The process of defining how to conduct risk management activities for a

project.

 The key benefit of this process is it ensures that the degree, type, and
visibility of risk management are proportionate to both the risks and the
importance of the project to the organization and other stakeholders.

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 Process: Plan Risk Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Risk Management Plan

2. Project Management Plan 2. Data Analysis
• All components • Stakeholder analysis
3. Project Documents 3. Meetings
• Stakeholder register
4. EEF
5. OPA

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 Process: Plan Risk Management
Tools and Techniques: Data Analysis

 Stakeholder analysis.

• To determine the risk appetite of project stakeholders.

• Risk appetite: the degree of uncertainty an organization or individual is

willing to accept in anticipation of a reward.

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 Process: Identify Risks
Process Definition and key benefit:

 The process of identifying individual project risks as well as source of

overall project risk, and documenting their characteristics.

 The key benefit of this process is the documentation of existing individual

risks and the source of overall project risk, and bring together information
so the project team can respond appropriately to identified risks.

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 Process: Identify Risks
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Risk Register

• Requirements management plan 2. Data Gathering 2. Risk Report
• Schedule and cost management plans Brainstorming
• 3. Project Documents Updates
• Quality and resource management plans • Checklists • Assumption log
• Risk management plan • interviews • Issue log
• Scope, schedule, and cost baselines
3. Data Analysis • Lessons learned register
2. Project Documents • Root cause analysis / SWOT analysis
• Assumption log / issue log • Assumption and constraints analysis
• Cost estimates / duration estimates • Documents analysis
• Lessons learned and stakeholder registers
4. Interpersonal and Team Skills
• Requirements documentation
• Facilitation
• Resource requirements
5. Prompt Lists
3. Agreements
6. Meetings
4. Procurements Documentation
5. EEF
6. OPA

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 Process: Identify Risks
Tools and Techniques: Data Gathering

 Brainstorming.

 Checklists:

• Developed based on historical information from previous similar projects.

Risk Checklist:

• Should be reviewed during project closure for new lessons learned for
future projects.

 interviews.

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 Process: Identify Risks
Tools and Techniques: Data Analysis

 Root cause analysis:

• Performed after an event to gain understanding to prevent similar events

from occurring.

 Assumption and constraints analysis:

• To identify risks to the project from inaccuracy, instability, inconsistency,

incompleteness of assumptions.

 SWOT analysis:

• To identify risks to the project from the weaknesses and strengths.

 Document Analysis.

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 Process: Identify Risks
Tools and Techniques: Prompt Lists

 Predetermined list of risk categories that might give rise to individual

project risks and that could act as source of overall project risk.

 Used as a framework to aid the project team in idea generation. To

identify risks.

 Strategic frameworks to identify source of overall risks:

• PESTLE:(political, economic, social, technological, legal, environmental).

• TECOP:(technical, environmental, commercial, operational, political).

• VUCA (volatility, uncertainty, complexity, ambiguity).

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 Process: Perform Qualitative Risk Analysis
Process Definition and key benefit:

 The process of prioritizing individual project risks for further analysis or

action by assessing their probability of occurrence and impact and
characteristics.

 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.

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 Process: Perform Qualitative Risk Analysis
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Project Documents Updates

• Risk management plan 2. Data Gathering • Assumption log
2. Project Documents • Issue log
• Interview
• Assumption log • Risk register
3. Data Analysis
• Risk register • Risk report
• Risk data quality assessment
• Stakeholder register
• Risk probability and impact assessment
3. EEF • Assessment of other risk parameters
4. OPA 4. Interpersonal and Team Skills
• Facilitation
5. Risk Categorization
6. Data Representation
• Probability and impact matrix
• Hierarchical charts
7. Meetings

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 Process: Perform Qualitative Risk Analysis
Tools and Techniques: Data Gathering

 Interviews:

• Structured interviews: begin with a list of prepared questions with the

goal of asking and obtaining answers to every question on the list or
within the allotted time.

• Semi structured interviews: begin with a list of prepared questions, but

the only question that is definitely asked is the first. After that the
subsequent questions are based on the answers to the previous
questions.

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 Process: Perform Qualitative Risk Analysis
Tools and Techniques: Data Analysis

 Risk data quality assessment.

 Risk probability and impact assessment.

 Assessment of risk parameters.

• Urgency, proximity, …etc.).

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 Process: Perform Qualitative Risk Analysis
Tools and Techniques: Data Representation

 Probability and impact matrix.

 Hierarchical charts: (Bubble Chart).

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 Process: Perform Quantitative Risk Analysis
Process Definition and key benefit:

 The process of numerically analyzing the combined effect of identified

individual project risks and other source of uncertainty 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 and support risk response planning.

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 Process: Perform Quantitative Risk Analysis
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Project Documents Updates

• Risk management plan 2. Data Gathering • Risk report
• Scope, schedule, and cost baselines • interviews
2. Project Documents 3. Interpersonal and Team Skills
• Risk register / risk report
• Facilitation
• Basis of estimates
4. Representations of uncertainty
• Cost estimates / cost forecasts
• Schedule forecasts 5. Data Analysis
• Duration estimates / milestone list • Simulations
• Resource requirements • Sensitivity analysis
• Assumption log • Decision tree analysis
• Influence diagrams
3. EEF
4. OPA

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Data Gathering

 Interviews: with stakeholders to quantify each identified risk.

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Representations of uncertainty

 Probability Distribution; Beta Distribution, and Triangular Distribution.

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Data Analysis

 Simulation (Monte Carlo Analysis).

• Project cost estimates used for analyzing cost risks.

• Schedule network diagram and duration estimates used to analyze

schedule risks.

• An integrated quantitative cost-schedule risk analysis uses both inputs

and the output is a quantitative risk analysis model.

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Data Analysis

 Sensitivity Analysis (Tornado Analysis).

• Used for determining the risks that have the most impact on the project.

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Data Analysis

 Decision Tree Analysis.

• EMV (Risk Score) = probability x impact.

• Opportunities (+ve values).

• Threats (-ve values).

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 Process: Perform Quantitative Risk Analysis
Tools and Techniques: Data Analysis

 Influence Diagrams.

• A graphical representations of situations showing causal influences, time

ordering of events, and other relationships among variables and
outcomes.

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 Process: Plan Risk Responses
Process Definition and key benefit:

 The process of developing options, selecting strategies, and agreeing on

actions to address overall project risk exposure, as well as to treat
individual project risks.

 The key benefit of this process is that it Identifies approporiate ways to

address overall project risk and individual project risks, allocate
resources and inserts activities into project documents and project
management plan as needed.

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 Process: Plan Risk Responses
ITTO’s

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Change Requests

• Resource management plan 2. Data Gathering
• Risk management plan
2. Project Management Plan Updates
• Interview
• Cost baseline • Schedule and cost management plans
3. Interpersonal and Team Skills • Quality and resource management plans
2. Project Documents
• Facilitation • Procurement management plan
• Lessons learned register
4. Strategies for Threats • Scope, schedule, and cost baselines
• Project schedule
• Project team assignment 5. Strategies for Opportunities 3. Project Documents Updates
• Resource calendars • Assumption log
6. Contingent Response Strategies
• Risk register • Lessons learned register
7. Strategic for Overall Project Risk • Risk register / risk report
• Risk report
• Stakeholder register
8. Data Analysis • Project team assignment
• Alternatives analysis • Project schedule
3. EEF
• Cost benefit analysis • Cost forecasts
4. OPA
9. Decision Making
• Multicriteria decision analysis

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 Process: Plan Risk Responses
Tools and Techniques: Data Gathering.

 Interviews: (Structured or Semi-structured)

• Risk owners nominated as a part of the identify risks process.

• Risk owners confirmed during the perform qualitative risk analysis.

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 Process: Plan Risk Responses
Tools and Techniques: Strategies for Threats.

 Strategies for individual project risks and overall project risks:

1. Escalate.

2. Avoid (not to use, extend the schedule),

3. Transfer (outsource, warranty, insurance),

4. Mitigate/ Eliminate:(reduce the risk by more testing/precautionary

actions/redundancy),

5. Accept (passive – do nothing or active – contingency)

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 Process: Plan Risk Responses
Tools and Techniques: Strategies for opportunities.

 Strategies for individual project risks and overall project risks:

1. Escalate

2. Exploit (ensure opportunity by using internal resources e.g. reduce

cost/use of top talents/new tech),

3. Share (contractor with specialized skills, joint venture),

4. Enhance (increase likelihood / impact e.g. fast-tracking, add resources

etc.),

5. Accept

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 Process: Plan Risk Responses
Tools and Techniques: Contingent response strategies

 Contingency Plan (contingent response strategies) (plan A) are

developed for specific risk (when you have accepted a risk) with
certain triggers vs Fallback Plan (plan B) used when risk response failed.

 A fallback plan will be used if

1. Accepted risk occurs.

2. Risk response not effective.

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 Process: Plan Risk Responses
Tools and Techniques: Data Analysis

 Alternative analysis.

• To compare and select between risk responses and decide which

response is most appropriate.

 Cost benefit analysis.

• Cost effectiveness of response strategy (%) =

Change in impact level / implementation cost

• Higher ratio indicating a more effective response.

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 Process: Plan Risk Responses
Residual and Secondary Risks:

 Residual Risks: risks remains after the risk response strategy was
implemented.

 Secondary Risks: risk arises when the risk response strategy was
implemented.

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 Process: Plan Procurement Management
Process Definition and key benefit:

 The process of documenting project procurement decisions, specifying

the approach, and identifying potential sellers.

 The key benefit of this process is that it determines whether to acquire

outside support, and if so , what to acquire, how to acquire it, how much
is needed, and when to acquire it.

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 Process: Plan Procurement Management
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Procurement Management Plan

2. Business Documents 2. Data Gathering 2. Procurement Strategy
• Business case / benefit management plan • Market research 3. Bid Documents
3. Project Management Plan 3. Data Analysis 4. Procurement SOW
• Scope, and quality management plans Make – buy analysis
• 5. Source Selection Criteria
• Resource management plan
4. Source Selection Analysis 6. Make or Buy Decision
• Scope baseline
5. Meetings 7. Independent Cost Estimates
4. Project Documents
• Milestone list 8. Change Requests
• Project team assignments 9. Project Documents Updates
• Requirements documentation, and RTM • Lessons learned, risk & stakeholder
• Risk register and stakeholder register registers
• Resource requirements • Milestone list
5. EEF • Requirements documentation, and RTM

6. OPA 10.OPA Updates

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 Process: Plan Procurement Management
Tools and Techniques: Data Gathering

 Market research:

• The examination of industry and specific seller capabilities.

• Performed by procurement teams to balance risk associated with the

breadth of sellers who can provide the desired materials or services.

• The project manager should ensure that all procurements meet the
specific needs of the project, while working with procurement specialists
to ensure that organizational policies are followed.

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 Process: Plan Procurement Management
Tools and Techniques: Data Analysis

 Make or buy analysis.

• Use (PBP, NPV, ROI, IRR, BCR) to decide weather to include something
as part of the project or purchase it externally.

• Sellers are external to the project team.

• Make-or-buy analysis is a compulsory process, needs to take risks into

considerations.

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 Process: Plan Procurement Management
Tools and Techniques: Source selection Analysis

 Least cost.

 Qualifications only.

• Cost and time would not make sense because the value of the
procurement is relatively small.

• The buyer establish a short list and select the sellers with the best
credibility, qualifications, experience.

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 Process: Plan Procurement Management
Tools and Techniques: Source selection Analysis

 Quality based / highest technical proposal score.

• Technical proposals are first evaluated based on the quality of the

technical solution offered.

• The seller who submitted the highest ranked technical proposal is

selected if their financial proposal can be negotiated and accepted.

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 Process: Plan Procurement Management
Tools and Techniques: Source selection Analysis

 Quality and cost based.

• Cost and quality factor will be taken to select the seller.

• When risk and/or uncertainty are greater for the project, quality should be
a key element when compared to the cost.

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 Process: Plan Procurement Management
Tools and Techniques: Source selection Analysis

 Sole source.

• When there is no competition.

• This method is acceptable only when properly justified and should be

viewed as exception.

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 Process: Plan Procurement Management
Tools and Techniques: Source selection Analysis

 Fixed Budget.

• Sellers are subject to the cost constraints.

• Sellers adapt the scope, and quality of their offer to the budget.

• Buyer to ensure that the budget is compatible with the SOW.

• This method is appropriate only when the SOW is precisely defined.

• No changes are anticipated, and the budget is fixed and cannot be

exceeded.

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 Process: Plan Procurement Management
Procurement Statement of Work (SOW):

 Procurement Statement of Work (SOW) is a legal document subject to

legal reviews, legal advise should be sought throughout the whole
procurement process

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 Process: Plan Procurement Management
Contract Types:

 Fixed Price Contracts (specifications are well known, risk on the seller):

• Firm Fixed Price (FFP): the price is fixed.

• Fixed Price Incentive Fee (FPIF): incentives for faster/better than

contracted.

• Fixed Price with Economic Price Adjustment (FPEPA): inflation are taken
into account.

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 Process: Plan Procurement Management
Contract Types:

 Cost Plus Contracts (Cost Reimbursable) outcome is not clear, risk on

the buyer.

• Cost Plus Fixed Fees (CPFF).

• Cost Plus Incentive Fee (CPIF): incentive for performance, sharing of

unused money if under/over contracted amount.

• Cost Plus Award Fees(CPAF): award to be given based on agreed

criteria, solely decided by the customer on the degree of satisfaction

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 Process: Plan Procurement Management
Contract Types:

 Time and Materials (T&M):

• Also called Time and Means.

• (hybrid type).

• when scope is not known, need constant monitoring to control schedule

and cost, simple, for short duration, good for proof-of-concept type
projects.

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 Process: Plan Procurement Management
Point of Total Assumption (PTA):

 Point of total assumption (PTA) =

Target Cost + (Ceiling Price – Target Price) / % Share of Cost Overrun

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 Process: Plan Procurement Management
Procurement Documents:

 (RFI): Request for information: followed by RFP or RFQ.

 (RFQ): request for quotation.

 (RFP): request for proposal.

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 Process: Plan Procurement Management
Contract Cancellation:

 Cancellation for Convenience: buyer can cancel and pay up to the point.

 Cancellation for Cause: default by either party, may result in legal actions.

 Force Majeure: standard disclaimer refers to ‘Acts of God’.

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 Process: Plan Stakeholder Engagement
Process Definition and key benefits:

 The process of developing approaches to involve project stakeholders

based on their needs, interests, and potential impact on project.

 The key benefit of this process is that it provides a clear, actionable plan
to interact effectively with project stakeholders.

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 Process: Plan Stakeholder Engagement
ITTO’s

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Stakeholder Engagement Plan

2. Project Management Plan 2. Data Gathering
• Resource management plan • Benchmarking
• Communications management plan 3. Data Analysis
• Risk management plan • Assumption and constraints analysis
3. Project Documents • Root cause analysis
• Assumption, change, and issue logs 4. Decision Making
• Project schedule • Prioritization / ranking
• Risk and stakeholder registers
5. Data Representation
4. Agreement • Mind mapping
5. EEF • Stakeholder engagement assessment
6. OPA matrix
6. Meetings

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 Process: Plan Stakeholder Engagement
Tools and Techniques: Data Gathering:

 Benchmarking:

• The result of stakeholder analysis are compared with information from

other organizations or projects that are considered to be world class.

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 Process: Plan Stakeholder Engagement
Tools and Techniques: Data Analysis:

 Assumption and constraint analysis: to tailor appropriate engagement

strategies.

 Root cause analysis: to select the appropriate strategy to improve

stakeholder level of engagement.

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 Process: Plan Stakeholder Engagement
Tools and Techniques: Decision Making:

 Prioritization / ranking:

• Stakeholders with the most interest and the highest influence prioritized
at the top of stakeholder rank list.

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 Process: Plan Stakeholder Engagement
Tools and Techniques: Data representation:

 Mind mapping

 Stakeholder engagement assessment matrix (Engagement levels):

• Unaware

• Resistant: resistant to change

• Neutral

• Supportive: supportive of change

• Leading: actively engaged for project success

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 Executing Process Group
Definition:

 The (10) processes performed to complete the work defined in the project
management plan to satisfy the project requirements.

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 Executing Process Group
Reference: PMBOK® Guide

Process Section Page

Direct and Manage Project Work 4.3 90 - 97
Manage Project Knowledge 4.4 98 - 104
Manage Quality 8.2 288 - 297
Acquire Resources 9.3 328 - 335
Develop Team 9.4 336 - 344
Manage Team 9.5 345 - 351
Manage Communications 10.2 379 - 388
Implement Risk Responses 11.6 449 - 452
Conduct Procurements 12.2 482 - 491
Manage Stakeholder Engagement 13.3 523 - 529

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 Process: Direct and Manage Project Work
Process Definition and key benefit:

 Leading and performing the work defined in the project management

plan, and implementing approved changes to achieve the project’s
objectives.

 The key benefit of this process is that it provides overall management of

the project work and deliverables, thus improving the probability of
project success.

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 Process: Direct and Manage Project Work
Process involvement:

 Direct and manage project work involves:

• Executing the planned project activities to complete project deliverables.

• Allocate available resources, and manage them effectively and efficiently.

• Implementing changes in project plans stemming from analyzing work

performance data and information.

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 Process: Direct and Manage Project Work
Process Involvement:

 Direct and manage project work involves:

• Reviewing the impact of all project changes.

• Implement approved process improvement plans and approved change

requests include Corrective actions, Preventive actions, Defect
repair and Updates (all considered to be change requests).

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 Process: Direct and Manage Project Work

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Deliverables

• Any components 2. PMIS 2. Work Performance Data
2. Project Documents 3. Meetings 3. Issues Log
• Change log
4. Change Requests
• Lessons learned register
5. Project Management Plan Updates
• Milestone list
• Any components
• Project communications
• Project schedule 6. Project Documents Updates.
• RTM • Activity list
• Risk register • Assumption log
• Risk report • Lessons learned register
• Requirements documentation
3. Approved Change Requests
• Risk register
4. EEF
• Stakeholder register
5. OPA
7. OPA Updates

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 Process: Direct and Manage Project Work
Tools and techniques: PMIS

 PMIS includes:

• Configuration Management System (contains the updated

deliverable/project specifications and processes).

• Change Control System (contains formal documents for tracking

changes).

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 Process: Direct and Manage Project Work
Tools and techniques: PMIS

 PMIS includes:

• A work Authorization System (part of EEF). Defines Approval levels

needed to issue work authorization. Used to prevent scope creep as
formal approval must be sought before work begins.

• Automated gathering and reporting on KPI’s is a part of PMIS.

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 Process: Manage Project Knowledge
Process Definition and key benefit:

 The process of using existing knowledge and creating new knowledge to

achieve the project’s objectives and contribute to organizational learning.

 The key benefits of this process:

1. Leverage the prior organizational knowledge to produce or improve the

project outcomes.

2. Ensure the availability of the Knowledge created by the project to

support organizational operations and future projects or phases.

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 Process: Manage Project Knowledge

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Lessons Learned Register

2. All components 2. Knowledge Management 2. Project Management Plan Updates
3. Project Documents 3. Information Management • Any components
• Lessons learned register 4. Interpersonal and Team Skills 3. OPA Updates
• Project team assignments • Active listening
• Resource breakdown structure • Facilitation
• Stakeholder register • Leadership
4. Deliverables • Networking
• Political awareness
5. EEF
6. OPA

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 Process: Manage Project Knowledge
Knowledge Gained:

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 Process: Manage Project Knowledge
Tools and techniques: Knowledge Management

 Used to connect people so they can work together to

• Create a new knowledge.

• Share tacit knowledge.

• Integrate the knowledge of diverse team members.

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 Process: Manage Project Knowledge
Tools and techniques: Knowledge Management

 Knowledge management application steps:

1. Face to face interaction to build the trust relationships that are needed to

manage knowledge.

2. Virtual interaction to maintain the established trust relationship.

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 Process: Manage Project Knowledge
Tools and techniques: Knowledge Management

 Tools and Techniques for knowledge management

1. Networking.

2. Communities.

3. Meetings.

4. Focus groups

5. Seminars and conferences (knowledge sharing events).

6. Storytelling.

7. Knowledge fairs and cafes.

8. Training.

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 Process: Manage Project Knowledge
Tools and techniques: Information Management

 An effective way to create and connect people to information by sharing

simple, unambiguous, and codified explicit knowledge (lessons learned).

 Both of knowledge and information management should be connected to

project processes an process owners.

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 Process: Manage Project Knowledge
Tools and techniques: Interpersonal and team skills

 Active listening.

 Facilitation.

 Leadership.

 Political awareness.

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 Process: Manage Quality
Process Definition:

 The process of translating the quality management plan into executable

quality activities that incorporate the organization’s quality policies into
the project.

 The process uses the data and results from the control quality process to
reflect the overall quality status of the project to the stakeholders.

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 Process: Manage Quality
Key benefit:

 Increase the probability of meeting the quality objectives by:

1. Identifying ineffective processes.

2. Identifying causes of poor quality.

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 Process: Manage Quality
Manage Quality vs. Quality Assurance:

 Manage quality sometimes called quality assurance:

• Quality Assurance:

1. Focus on the processes used in the project.

2. Assure that the final product will meet stakeholders needs and
expectations and requirements.

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 Process: Manage Quality
Manage Quality vs. Quality Assurance:

 Manage quality sometimes called quality assurance:

• Manage Quality:

1. Has a broader definition as it is used in non project work.

2. Manage quality includes all the quality assurance activities.

3. Concerned with the product design aspects and process improvement.

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 Process: Manage Quality
Manage Quality vs. Quality Assurance:

 Manage quality sometimes called quality assurance:

• Manage Quality:

4. Manage quality work fall under the conformance work category in the
COQ framework (Paid during the project).

5. Manage quality is considered the work of everybody agile projects.

6. Manage quality is considered the work of specific team member in

predictive projects.

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 Process: Manage Quality

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Gathering 1. Quality Reports

• Quality management plan • Checklists 2. Test and Evaluation Documents
2. Project Documents 2. Data Analysis 3. Change Requests
• Lessons learned register • Alternatives analysis
4. Project Management Plan Updates
• Quality control measurements • Document analysis / Process analysis
• Quality management plan
• Quality metrics • Root cause analysis
• Scope, schedule, and cost baselines
• Risk report 3. Decision Making
5. Project Documents Updates.
3. OPA • Multicriteria decision analysis
• Issue log
4. Data Representation • Lessons learned register
• Affinity, Matrix, and Scatter diagrams • Risk register
• Flowcharts and Histograms
• Cause effect diagrams
5. Audits
6. Design for X
7. Problem Solving
8. Quality Improvement Methods

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 Process: Manage Quality
Tools and Techniques: Data Gathering

 Quality Checklists:

• To verify that a set of required steps has been performed.

• To check if a list of requirements has been satisfied.

• Should incorporate the acceptance criteria included in the scope baseline

(Scope Statement).

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 Process: Manage Quality
Tools and Techniques: Data Analysis

 Alternative Analysis.

 Document Analysis.

 Process Analysis.

 Root Cause Analysis (RCA): the problem does not recur when all root

causes of the problem are removed.

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 Process: Manage Quality
Tools and Techniques: Decision Making

 Multicriteria Decision Analysis.

• Project decisions: can include choosing among different implementation

scenarios or suppliers.

• Product decisions: can include evaluating the lifecycle cost, schedule,

stakeholder satisfaction, and risks associated with resolving product

defects.

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 Process: Manage Quality
Tools and Techniques: Data Representation

 Affinity Diagram

• Similar to mind-mapping

• Used to generate ideas that can be linked to form organized patterns of

thought about a problem.

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 Process: Manage Quality
Tools and Techniques: Data Representation

 Cause and Effect diagrams:

• Called Fishbone diagrams, Why - why diagrams, or Ishikawa diagrams.

• Identify the root cause of the problem.

 Scatter Diagrams.

 Histograms: Pareto.

 Flowcharts.

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 Process: Manage Quality
Tools and Techniques: Data Representation

 Matrix Diagrams: called (House of Quality).

• Seeks to show the strength of relationships between factors, causes, and

objectives that exist between the rows and columns that form the matrix.

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 Process: Manage Quality
Tools and Techniques: Audits

 A structured, and independent process used to determine if project

activates comply with organizational and project policies, processes and

procedures.

 Usually conducted by a team external to the project or the organization.

 May be conducted by internal or external auditors.

 Quality audit confirm the implementation of approved change requests

including (Preventive and corrective actions and defect repair).

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 Process: Manage Quality
Tools and Techniques: Design For X (DfX)

 A set of technical guidelines applied during the design of a product for the

optimization of a specific aspect of the design.

 Can control, and improve the product final characteristics.

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 Process: Manage Quality
Tools and Techniques: Design For X (DfX)

 The X can be different aspects of product development for obtaining

customer satisfaction, cost reduction better performance and quality

improvement: Cost, Usability, Service, Safety, Quality, Liability.

Deployment, assembly, and manufacturing.

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 Process: Manage Quality
Tools and Techniques: Problem Solving

 A fundamental element in quality assurance and quality improvement.

 Using a structured problem solving will help eliminate the problem and

developing a long lasting solution.

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 Process: Manage Quality
Tools and Techniques: Quality Improvement Methods

 Use the findings of control quality process, quality audits, or problem

solving results for analyzing and evaluate opportunities for improvement

using:

• PDCA

• Six Sigma (SIPOC).

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 Process: Manage Quality
Outputs: Quality Reports

 Includes Information about:

• Recommendation of corrective actions (rework, defect repair, 100%

inspection.

• Recommendation for process, project or product improvement.

• Quality issues escalated by the team.

• Summary of findings from CQ Process.

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 Process: Manage Quality
Outputs: Test and Evaluation Documents

 Input to CQ Process.

 Used to evaluate the achievement of quality objectives.

 Includes dedicated checklists.

 Includes detailed RTM matrices.

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 Process: Acquire Resources
Process Definition and key benefit:

 The process of obtaining team members, facilities, materials, supplies to

complete project work.

 The key benefit of this process is that it outlines and guides the selection
of resources and assigns them to their respective activities.

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 Process: Acquire Resources

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Decision Making 1. Physical Resource Assignments

• Resource management plan • Multicriteria decision analysis 2. Project Team Assignments
• Procurement management plan 2. Interpersonal and Team Skills 3. Resource Calendars
• Cost baseline • Negotiation
4. Change Requests
2. Project Documents 3. Pre-Assignment
5. Project Management Plan Updates
• Project schedule
4. Virtual Teams • Resource management plan
• Resource calendars
• Cost baseline
• Resource requirements
• Stakeholder register 6. Project Documents Updates
• Stakeholder register and risk register
3. EEF
• Project schedule
4. OPA
• Resource requirements and RBS
• Lessons learned register
7. EEF Updates
8. OPA Updates

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 Process: Acquire Resources
Tools and Techniques:

 Decision Making: Multi-criteria Decision Analysis: to select team

members based on a no. of factors: availability, cost, experience, ability,
knowledge, skills, attitude, etc.

 Interpersonal and Team Skills: Negotiation.

 Pre-assignment is the selection of certain resources in advance.

 Virtual Teams.

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 Process: Develop Team
Process Definition:

 Enhancing and improving overall team performance by:

• Provide Challenges and opportunities to grow.

• Offer timely feedback, and provide support as needed.

• Engage team members and facilitate teamwork.

• Recognize and reward good performance.

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 Process: Develop Team
Team Development Stages:

 Tuckman Ladder:

1. Forming: Tend to be independent and not as open.

2. Storming: Address the project work, technical decisions, and approach.

3. Norming: Learn to trust each other, begin to work together.

4. Performing: Well-organized unit, independent, work through issues

smoothly and effectively.

5. Adjourning: Release team members as part of close project or phase

process.

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 Process: Develop Team
Team Building:

 Tuckman Ladder:

• Its common for these stages to occur in order.

• Its not uncommon for a team to get stuck in particular stages.

• Its not uncommon for a team to regress to an earlier stage.

• Team members who worked together in the past might skip a stage.

• The duration of a particular stage depends on team dynamic, size, and

leadership.

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 Process: Develop Team

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Co-location 1. Team Performance Assessments

• Resource management plan 2. Virtual Teams 2. Change Requests
2. Project Documents 3. Communication Technology 3. Project Management Plan Updates
• Lessons learned register Resource management plan
4. Interpersonal and Team Skills •
• Project schedule
• Conflict management 4. Project Documents Updates
• Project team assignments
• Influencing • Lessons learned register
• Resource calendars
• Motivation • Project schedule
• Team charter
• Negotiation • Project team assignments
3. EEF • Team building • Resource calendars
4. OPA 5. Training • Team charter

6. Team Building Activities 5. EEF Updates

7. Recognition and rewards 6. OPA Updates
8. Individual and Team Assessment
9. Meetings

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 Process: Develop Team
Tools and Techniques:

 Co-location.

 Virtual Teams.

 Communication Technology:

• Video conference: important effective communication with virtual teams.

• Audio conference: build rapport and confidence within virtual teams.

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 Process: Develop Team
Tools and Techniques: Interpersonal and Team Skills

 Conflict Management.

 Influencing.

 Motivation:

• Maslow’s Hierarchy of Needs: physiological, security, social, esteem , self

actualization.

• Achievement Theory: Three motivation needs: achievement ,power, and

affiliation.

 Negotiation.

 Team Building: Halo Effect (Peter Principle).

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 Process: Develop Team
Tools and Techniques:

 Training:

• Scheduled training takes place as stated in the resource management

plan.

• Unplanned training takes place as a result of:

1. Observation and Conversation.

2. Project performance appraisals conducted during management project

team.

• Training cost either to be part of project budget or performing

organization.

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 Process: Develop Team
Tools and Techniques: Recognition and Rewards:

 The original plan developed during the plan resource management

process.

 Reward decisions (formal or informal) are made during manage team

process.

 Rewards will be effective only if they satisfy a need that is valued by

individuals.

 Intangible rewards is more effective than tangible (money).

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 Process: Develop Team
Tools and Techniques: Recognition and Rewards:

 Expectancy Theory

• Expectancy (extra work will be rewarded).

• Instrumentality (good results will be rewarded).

• Valence (the individual’s expected reward).

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 Process: Develop Team
Tools and Techniques: Individual and Team assessments

 Team performance assessments : assess team performance.

 Project performance appraisals: individual performance.

 Assessment Tools:

• Attitudinal surveys.

• Structured interviews.

• Ability tests.

• Focus groups.

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 Process: Manage Team
Process Definition:

 Tracking team members performance, providing feedback, resolving

issues, and coordinating changes to enhance project performance.

 The key benefit of this process is that it influences team behaviors,

manage conflicts, resolve issues, and appraises team member
performance

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 Process: Manage Team

I TT O

Inputs Process Outputs

1. Project Management Plan 1. PMIS 1. Change Requests

• Resource management plan 2. Interpersonal and Team Skills 2. Project Management Plan Updates
2. Project Documents • Conflict management • Resource management plan
• Issue log • Decision making • Schedule and cost baselines
• Lessons learned register • Emotional intelligence 3. Project Documents Updates
• Project team assignments • Influencing • Issue log
• Team charter • leadership • Lessons learned register
3. Work Performance Reports • Project team assignments
4. Team Performance Assessments 4. EEF Updates
5. EEF
6. OPA

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 Process: Manage Team
Tools and Techniques: Interpersonal and Team Skills

 Conflict Management

• Communication planning and role definition reduce the amount of

conflicts.

• Conflicts addressed early and private

• Disciplinary actions through formal procedure required if disruptive

conflict continues.

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 Process: Manage Team
Tools and Techniques: Interpersonal and Team Skills

 Conflict Management Strategies:

1. Collaborate/Problem solve: Confrontation of problem, (Win - Win).

2. Compromise/Reconcile: Partially resolve, give-and-take, (Lose-Lose).

3. Force/Direct: Worst/short-lived, (Win-Lose).

4. Smooth/Accommodate: Emphasis common grounds and avoid/touch

lightly the disagreements for harmony/relationship).

5. Withdraw/Avoid: Retreating from an actual or potential conflict situation;

postponing the issue to be better prepared or to be resolved by others.

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 Process: Manage Team
Tools and Techniques: Interpersonal and Team Skills

 Emotional Intelligence: used for

• Reduce tension.

• Increase cooperation by identifying, assessing, and controlling the

sentiments of project team members.

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 Process: Manage Team
Tools and Techniques: Interpersonal and Team Skills:

 Leadership: Inspiring team to do their jobs well.

• Theory X: assumes employees are lazy and avoid work, need

incentive/threats/close supervising.

• Theory Y: assumes employees are self-motivated.

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 Process: Manage Communications
Process Definition:

 The process of creating, collecting, distributing, storing, retrieving, and

the ultimate disposition of project information in accordance to the
communications management plan.

 The key benefit of this process is that it enables an efficient and effective
communications flow between project stakeholders.

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 Process: Manage Communications

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Communication Technology 1. Project Communications

• Resource management plan 2. Communication Methods 2. Project Management Plan Updates
• Communications management plan Communications management plan
3. Communication Skills •
• Stakeholder engagement plan • Stakeholder engagement plan
• Communication competence
2. Project Documents • Feedback and non verbal 3. Project Documents Updates
• Change log and issue log • Presentations • Issue log
• Lessons learned register Lessons learned register
4. Interpersonal and Team Skills •
• Quality report • Project schedule
• Active listening
• Risk report • Risk register
• Conflict management
• Stakeholder register • Stakeholder register
• Cultural awareness
3. Work Performance Reports • Meeting management 4. OPA Updates
4. EEF • Networking
5. OPA • Political awareness
5. PMIS
6. Project Reporting
7. Meetings

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 Process: Manage Communications
Project Communications:

 Create, collect, distribute, store, retrieve and dispose project information

according to the Communication Management Plan.

 Ensures good communications, noises managed, stakeholders may

feedback on how to improve.

 55% message thru body language, 38% thru paralingual, 7% thru words
used.

 Performance Reporting: status, progress, variance, earned value reports

and forecasts, summary of changes, risks and issues.

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 Process: Implement Risk Responses
Process Definition:

 The process of implementing agreed - upon risk response plans.

 The key benefit of this process is that it ensures that agreed-upon risk
responses are executed as planned in order to:

 Address overall project risk exposure.

 Minimize individual project threat.

 Maximize individual project opportunities.

 Risk owners should given the required level of effort to implement the
agreed upon responses.

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 Process: Implement Risk Responses

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Change Requests

• Risk management plan 2. Interpersonal and Team Skills 2. Project Documents Updates
2. Procurement Documents • Influencing • Issue log
• Lessons learned register 3. PMIS • Lessons learned register
• Risk register • Project team assignments
• Risk report • Risk register
3. OPA • Risk report

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 Process: Implement Risk Responses
Tools and Techniques:

 Expert Judgment

 Interpersonal and team skills

 PMIS

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 Process: Conduct Procurements
Process Definition:

 Obtaining responses (bids, offers, proposals) from prospective sellers on

how project needs can be met, and at what prices.

 Selecting Sellers by applying the source selection criteria to review and

evaluate the proposals received. Some organizational policies might
affect the criteria.

 Awarding a Contract to the selected seller(s)

 The key benefit of this process is that it provides alignment of internal and
external stakeholder expectations through established agreements

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 Process: Conduct Procurements

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Bidder Conference 1. Agreements

• Scope and requirements Mgt. Plans 2. Expert Judgment 2. Selected Sellers
• Communications Mgt. Plan
3. Advertising 3. Project Management Plan Updates
• Risk and Procurements Mgt. Plans
4. Data Analysis • Requirements and quality Mgt. Plans
• Configuration management plan
• Proposal evaluation • Communications and risk Mgt. plans
• Cost baseline
• Procurement management plan
5. Interpersonal and Team Skills
2. Project Documents • Scope, schedule, and cost baselines
• Negotiation
• Risk register
4. Project Documents Updates
• Stakeholder register
• Risk and stakeholder registers
• Lessons learned register
• Lessons learned register
• Project schedule
• Requirements documentation
• Requirements documentation
• RTM
3. Procurement Documentation • Resource calendars
4. Seller Proposals 5. Change Requests
5. EEF 6. OPA Updates
6. OPA

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 Process: Conduct Procurements
Tools and Techniques: Bidder’s Conference.

 Also called contract conference, vendor conference, or pre-bid

conference.

 It’s a Q&A session with bidders, to make sure that all bidders receive the
same information (bidder are careful not to expose their technical
approach during the session).

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 Process: Conduct Procurements
Tools and Techniques: Interpersonal and Team Skills.

 Negotiation:

• Is a discussion aimed to reach a mutual agreement prior to signing the

contract between the buyer and the seller.

• Led by a member of the procurement team has the authority to sign

contract.

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 Process: Conduct Procurements
Tools and Techniques: Interpersonal and Team Skills.

 (PM) and other members may attend the negotiation session in order to
provide assistance as needed.

 (PM) should be familiar enough with procurement process to make

intelligent decisions regarding contracts and contractual relationships.

 (PM) is typically not authorized to sign legal agreements binding the

organization.

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 Process: Conduct Procurements
Outputs: Agreements.

 Contract: is a mutually binding agreement, represents a legal relationship

between the seller and buyer that is subject to remedy in the courts.

 Contract obligates:

• The seller to provide the specified product, service, or result.

• The buyer to compensate the seller.

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 Process: Conduct Procurements
Outputs: Selected Sellers.

 List of sellers have been judged to be in a competitive range based on

the outcome of the proposal or bid evaluation, prior to award by
organizational senior management approval.

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 Process: Manage Stakeholder Engagement
Process Definition and key benefit:

 The process of communicating and working with stakeholders to meet

their needs and expectations, address issues, and foster appropriate
stakeholder involvement.

 The key benefit of this process is that it allows the project manager to
increase support and minimize resistance from stakeholders.

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 Process: Manage Stakeholder Engagement

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Change Requests

• Communications management plan 2. Communication Skills 2. Project Management Plan Updates
• Risk management plan • Feedback • Communications management plan
• Stakeholder engagement plan Stakeholder engagement plan
3. Interpersonal and Team Skills •
• Change management plan
• Conflict management 3. Project Documents Updates
2. Project Documents • Change log
• Cultural awareness
• Change log • Issue log
• Negotiation
• Issue log • Lessons learned register
• Observation/conversation
• Lessons learned register • Stakeholder register
• Political awareness
• Stakeholder register
4. Ground Rules
3. EEF
5. Meetings
4. OPA

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 Process: Manage Stakeholder Engagement
Tools and Techniques: Communication Skills.

 Applying methods of communication for each stakeholder identified in the

communications management plan.

 Feedback from stakeholders to be used by project management team to

assist them in understanding stakeholder reaction to key decisions and
project management activities.

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 Process: Manage Stakeholder Engagement
Tools and Techniques: Ground Rules.

 Defined in the team charter to set the expected behavior for project team
members with regard to stakeholder engagement.

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 Process: Manage Stakeholder Engagement
Tools and Techniques: Meetings.

 Used to discuss and address any issues or concern regarding

stakeholder engagement. Type of meetings:

• Sprint planning meeting and Retrospectives.

• Kick off meetings and Lessons learned meetings.

• Issues resolution meetings and decision making meetings.

• Status updates meeting.

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 Monitoring and Controlling Process Group
Definition:

 Twelve Processes required to:

 Track, review, and regulate the progress of the project.

 Track, review, and regulate the performance of the project.

 Identify any areas in which changes to the plan are required.

 Initiate the corresponding changes.

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 Monitoring and Controlling Process Group
Reference: PMBOK® Guide

Process Section Page

Monitor & Control Project Works 4.5 105 - 112
Perform Integrated Change Control 4.6 113 - 120
Validate Scope 5.5 163 - 166
Control Scope 5.6 167 – 172
Control Schedule 6.6 222 – 230
Control Cost 7.4 257 – 270
Control Quality 8.3 298 – 306
Control Resources 9.6 352 - 358
Monitor Communications 10.3 388 – 394
Monitor Risks 11.7 453 – 458
Control Procurements 12.3 492 – 502
Monitor Stakeholder Engagement 13.4 530 – 536

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 Process: Monitor and Control Project Work

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Work Performance Reports

• Any components 2. Data Analysis 2. Change Requests
2. Project Documents • Alternatives analysis 3. Project Management Plan Updates
• Assumption log / issue log • Cost benefit analysis • Any components
• Lessons learned register / risk register • Earned value analysis
4. Project Documents Updates
• Quality reports / risk report • Root cause analysis
• Cost forecasts
• Milestone list • Trend analysis
• Schedule forecasts
• Cost forecasts / schedule forecasts • Variance analysis
• Issue log
• Basis of estimates 3. Decision Making • Lessons learned register
3. Work Performance Information • Voting • Risk register
4. Agreements 3. Meetings
5. EEF
6. OPA

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Earned Value Analysis (EVA).

 Earned Value Analysis (EVA): is a technique that compares the

performance measurement baseline (PMB) to the actual schedule & cost

performance.

 Earned Value Management (EVM) is a methodology integrates the scope

baseline to form the (PMB).

 (EVM) develops and monitors three key dimensions (PV, EV, and AC) for

each work package and control account.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Earned Value Analysis – Planned Value Dimension

 Planned Value (PV).

• The authorized budget assigned to scheduled work.

• Not including management reserve.

• The total of the (PV) referred to (PMB) and also known as Budget At

Completion (BAC).

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Earned Value Analysis – Earned Value Dimension

 Earned Value (EV)

• The measure of work performed expressed in terms of the budget

authorized for that work.

• The planned value of all the work completed (Earned) to a point in time,
without reference to actual costs.

• EV = sum of the planned value of completed work.

• EV = % of work completed * BAC.

• EV measured cannot be greater than the authorized (PV) budget for a

component.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Earned Value Analysis – Actual Cost Dimension

 Actual Cost (AC)

• The realized cost incurred for the work performed on an activity during a

specific time period.

• The (AC) needs to correspond in definition to what was budgeted in the

(PV) and measured in the (EV).

• The (AC) will have no upper limit, what ever is spent to achieve the (EV)

will be measured.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Variance Analysis

 Variance At Completion (VAC)

• A projection of the amount of budget deficit or surplus.

• VAC = BAC – EAC

• Positive (VAC): means Under Planned Cost.

• Neutral (VAC): means On Planned Cost.

• Negative (VAC): means Over Planned Cost.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Variance Analysis

 Cost Variance (CV)

• The amount of budget deficit or surplus at a given point in time.

• CV = EV – AC

• Positive (CV): means Under Planned Cost.

• Neutral (CV): means On Planned Cost.

• Negative (CV): means Over Planned Cost.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Variance Analysis

 Cost Performance Index (CPI)

• A measure of the cost efficiency of budgeted resources.

• CPI = EV / AC

• (CPI) Greater than 1: means Under Planned Cost.

• (CPI) Exactly 1: means On Planned Cost.

• (CPI) less than 1: means Over Planned Cost.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Variance Analysis

 Schedule Variance (SV)

• The amount by which the project is ahead or behind the planned delivery
date at a given point in time.

• SV($) = EV – PV.

• SV(t) = Earned Schedule (ES) – Actual Time (AT).

• Positive (SV): means Ahead of Schedule.

• Neutral (SV): means On Schedule.

• Negative (SV): means Behind Schedule.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Variance Analysis

 Schedule Performance Index (SPI)

• A measure of schedule efficiency.

• SPI = EV / PV

• (SPI) Greater than 1: means Ahead of Schedule.

• (SPI) Exactly 1: means On Schedule.

• (SPI) less than 1: means Behind Schedule.

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Trend Analysis - Forecasting

 Estimate At Completion (EAC)

• The expected total cost of completing all work.

1. EAC = BAC / CPI: Assumption- If the CPI is expected to be the same for
the remainder of the project.

2. EAC = AC + (BAC – EV): Assumption- If future work will be

accomplished at the planned rate.

3. EAC = AC + (Bottom –Up ETC): Assumption- If the initial plan is no

longer valid.

4. EAC = AC + [(BAC-EV) / (CPI*SPI)]: Assumption- If both the CPI and

SPI influence the remaining work.
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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Trend Analysis - Forecasting

 Estimate To Complete (ETC)

• The expected cost to finish all the remaining project work.

1. ETC = EAC – AC: Assumption- If work is proceeding on plan, the cost of

completing the remaining authorized work.

2. ETC = Re-Estimate: Assumption- Re-Estimate the remaining work from

the bottom-up (Manual).

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Trend Analysis – Charts (S Curve).

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 Processes: Control Costs, Schedule, and Procurements
Tools and Techniques: Trend Analysis - Forecasting

 Agile team using EVM metrics at the release level for reporting senior

management.

 Agile team should avoid using EVM metrics at iteration level for reporting

senior management.

 Reporting at the iteration level have typically happened every two weeks.

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 Process: Control Costs
Tools and Techniques: To Complete Performance Index (TCPI).

 A measure of the cost performance that must be achieved with the

remaining resources in order to meet a specified management goal,
expressed as a ratio of the cost to finish the outstanding work to the
budget available.

• TCPI is exactly (1.0): means same cost performance to complete.

• TCPI is greater than (1.0): means harder to complete.

• TCPI is less than (1.0): means easier to complete.

• TCPI= Work Remaining / Fund Remaining.

• TCPI = (BAC-EV)/ (BAC-AC) or (EAC-AC).

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 Processes: Control Costs, Schedule, and Procurements
Exercise

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 Process: Perform Integrated Change Control
Process Definition:

 Reviewing all change requests.

 Approving changes.

 Controlling changes to:

1. The deliverables.

2. The project documents.

3. The project management plan.

 Communicating the decisions.

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 Process: Perform Integrated Change Control

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Approved Change Requests

• Change management plan 2. Change Control Tools 2. Project Management Plan Updates
• Configuration management plan Any component
3. Data Analysis •
• Scope, schedule, and cost baselines
• Alternatives analysis 3. Project Documents Updates
2. Project Documents • Cost benefit analysis • Change log
• Basis of estimates
4. Decision Making
• RTM
• Voting
• Risk report
• Autocratic decision making
3. Work Performance Reports • Multicriteria decision analysis
4. Change Requests 5. Meetings
5. EEF
6. OPA

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 Process: Perform Integrated Change Control
Change Request Approval:

 Before the baselines are established, changes are not required to be

formally controlled by this process.

 The process is always formally required after approving baselines.

 Change requests are always documented but may be initiated verbally.

 Documented change request needs to be approved by a responsible

individual (identified in the project management plan), usually the project
sponsor or project manager.

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 Process: Perform Integrated Change Control
Change Control Board:

 When required, this process includes (CCB); formal chartered group

responsible for reviewing, evaluating, approving, deferring or rejecting
changes to the project and for recording and communicating such
decisions.

 Customer or sponsor approval may be required for certain change

requests after CCB approval, unless they are part of the CCB.

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 Process: Perform Integrated Change Control
Change Control Tool: To Facilitate Configuration and Change Management.

 Manual or automated tools may be used.

 Change control is focused on identifying, documenting, and approving or

rejecting changes to the project documents, deliverables, or business.

 Configuration control is focused on the specification of both the

deliverables and the processes.

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 Process: Perform Integrated Change Control
Configuration Management System:

 Collection of formal documented procedures used to apply technical &

administrative direction and surveillance to:

• Configuration Identification-Identify & document the functional and

physical characteristics of an item or a system

• Configuration Status Accounting- Record and report the changes & its
implications

• Configuration Verification & Audit- Control any changes to such

characteristics and audit the items & systems to verify conformance to
requirements.

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 Process: Control Scope
Process Definition:

 Controlling changes to the project scope.

• Concerned with the influencing factors that create project scope changes
and controlling the impact of those changes.

• Assures that all requested changes and recommended corrective actions

are processed through the project Integrated Change Control Process.

• Used to manage the actual changes when they occur and is integrated
with the other control processes.

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 Process: Control Scope

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Analysis 1. Work Performance Information

• Scope management plan • Variance analysis 2. Change Requests
• Requirements management plan • Trend analysis
3. Project Management Plan Updates
• Change management plan
• Scope management plan
• Configuration management plan
• Scope, schedule, and cost baselines
• Scope baseline
• PMB
• PMB
4. Project Documents Updates
2. Project Documents
• Lessons learned register
• Lessons learned register
• Requirements documentation
• Requirements documentation
• RTM
• RTM
3. Work Performance Data
4. OPA

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 Process: Validate Scope
Process Definition:

 Formalizing Acceptance of the completed project Deliverables

• Requires reviewing deliverables and work results to ensure that all were
completed correctly and satisfactorily.

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 Process: Validate Scope

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Inspection 1. Accepted Deliverables

• Scope management plan 2. Decision Making 2. Work Performance Information
• Requirements management plan Voting
• 3. Change Requests
• Scope baseline
4. Project Documents Updates
2. Project Documents
• Lessons learned register
• Requirements documentation
• Requirements documentation
• RTM
• RTM
• Quality reports
• Lessons learned register
3. Verified Deliverables
4. Work Performance Data

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 Process: Validate Scope
Tools and Techniques: Inspection

 Inspection includes measuring, examining, and validating to determine

whether work and deliverables meet requirements and product
acceptance criteria.

 Acceptance Criteria: A set of conditions that is required to be met before

deliverables are accepted, where acceptance criteria is built to evaluate
the product requirements and solution.

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 Process: Validate Scope
Tools and Techniques: Inspection

 Inspection called review, product reviews, and walkthroughs.

• Walkthrough: Step-by-step test of all aspects of an environment, plan, or

process to verify it is ready for its intended purpose.

• User Acceptance Test (UAT): Testing an application prior to customer

delivery for functionality and usability using real-world scenarios which
resemble how the application will be employed by the end user. Test
results are documented as are any modifications made to fix problems
discovered during the test.

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 Process: Validate Scope
Validate Scope vs. Control Quality:

 Often preceded by Control Quality Process to give the verified deliverable

as input to this process, verified deliverables is fed from the control
quality process.

 Validate Scope: concerned with acceptance of the deliverables.

 Control Quality: concerned with correctness of the deliverables and

meeting the quality requirements specified for the deliverables.

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 Process: Control Schedule
Process Definition:

 Controlling changes to the project Schedule

• Determining the current status of the project schedule

• Influencing the factors that create schedule changes to ensure that

changes are agreed upon

• Determining that the Schedule has changed

• Managing the actual changes when and as they occur

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 Process: Control Schedule

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Analysis 1. Work Performance Information

• Schedule management plan • Earned value analysis 2. Schedule Forecasts
• Schedule and scope baselines • Iteration burndown chart
3. Change Requests
• PMB • Performance reviews
4. Project Management Plan Updates
2. Project Documents • Trend analysis
• Schedule management plan
• Lessons learned register • Variance analysis
• Schedule, and cost baselines
• Project calendars • What if scenario analysis
• PMB
• Project schedule 2. Critical Path Method
5. Project Documents Updates
• Resource calendars 3. PMIS
• Assumption log
• Schedule data
4. Resource Optimization • Basis of estimates
3. Work Performance Data
5. Leads and Lags • Lessons learned register
4. OPA Project schedule
6. Schedule Compression •
• Resource calendars
• Risk register
• Schedule data

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 Process: Control Schedule
Tools and Techniques: Data Analysis

 Iteration Burndown Chart

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 Process: Control Schedule
Tools and Techniques: Data Analysis

 Iteration Burndown Chart

• Burndown stories only in points; Stories must be small.

• Burndown tasks in points; Use planning poker to estimate tasks in points.

• Burndown tasks in hours; No longer viewed as best practice.

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 Process: Control Schedule
Tools and Techniques: Data Analysis

 Iteration Burndown Chart and Velocity

• As a Product Owner or scrum Master, you need to use velocity and the
Burndown chart to monitor the team’s progress and ensure a successful
sprint/release.

• Burndown chart answers the question, “ Are we on track to successfully

deliver this sprint’s output?

• Velocity is the key metric in Scrum.

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 Process: Control Schedule
Tools and Techniques: Data Analysis

 Iteration Burnup Chart: Shows the accumulation (Completed, Done) of

tested and working features overtime

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 Process: Control Schedule
Kanban Board: For Showing Features in Product Backlog.

Response Time:
The time that an item waits until work
starts.

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 Process: Control Schedule
Cumulative Flow Diagram (CFD).

Total Work

Creating Database
Bottleneck Activity

Completed Work

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 Process: Control Costs
Process Definition:

 Influencing the factors that create cost changes & Controlling Project
Budgets

 Ensure that changes are agreed upon

 Determining that the cost has changed

 Managing the actual changes when and as they occur

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 Process: Control Costs

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Work Performance Information

• Cost management plan 2. Data Analysis 2. Cost Forecasts
• Cost baseline Earned value analysis
• 3. Change Requests
• PMB • Variance analysis
4. Project Management Plan Updates
2. Project Documents • Trend analysis
• Cost management plan
• Lessons learned register • Reserve analysis
• Cost baseline
3. Project Funding Requirements 3. TCPI • PMB
4. Work Performance Data 4. PMIS 5. Project Documents Updates
5. OPA • Assumption log
• Basis of estimates
• Cost estimates
• Lessons learned register
• Risk register

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 Processes: Control Costs
Tools and Techniques: Data Analysis

 Reserve Analysis: used to monitor the status of:

1. The contingency reserve.

2. The management reserve.

 If these reserves are still needed or if additional reserves need to be

requested.

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 Processes: Control Costs
Tools and Techniques: Data Analysis

 Reserve Analysis:

• When opportunities are captured and resulting in cost saving then:

1. Funds may be added to the contingency amount.

2. Taken from the project as margin/profit.

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 Processes: Control Costs
Tools and Techniques: Data Analysis

 Reserve Analysis:

• When identified risks don’t occur:

1. The unused contingency reserves ay be removed from the project

budget.

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 Process: Control Quality
Process Definition and key Benefits:

 Monitoring and recording specific project results of executing the quality

management activities in order to assess performance and ensure the
project outputs are complete, complete, and meet customer expectations.

 The key benefit of this process is verifying that project deliverables and
work meet the requirements specified by key stakeholders for final
acceptance.

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 Process: Control Quality
Process Involvement:

 The control quality process determines if the project outputs do what they
were intended to do, and comply with all applicable standards,
requirements, regulations, and specifications.

 The control quality process is performed to measure the completeness,

compliance, and fitness for use of a product or service prior to user
acceptance and final delivery.

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 Process: Control Quality
Control Quality Activities in Predictive and Adaptive Project Life Cycles:

 In Adaptive project life cycle: the process activities are performed by all
team members throughout the project life cycle.

 In Predictive project life cycle: the process activities are performed by

specified team members at specific times, toward the end of the project
or phase.

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 Process: Control Quality

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Gathering 1. Quality Control Measurements

• Quality management plan • Checklists 2. Verified Deliverables
2. Project Documents • Check sheets
3. Work Performance Information
• Lessons learned register • Statistical sampling
4. Change Requests
• Quality metrics • Questionaries' and surveys
5. Project Management Plan Updates
• Test and evaluation documents 2. Data Analysis
• Quality management plan
3. Approved Change Requests • Performance reviews
• Root cause analysis 6. Project Documents Updates
4. Deliverables
• Issue log
3. Inspection
5. Work Performance Data • Lessons learned register
4. Testing/ Product Evaluations
6. EEF • Risk register
5. Data Representation Test and evaluation documents
7. OPA •
• Cause effect diagrams
• Control charts
• Histogram
• Scatter diagrams
6. Meetings

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 Process: Control Quality
Tools and Techniques: Data Gathering

 Checklists.

 Check sheets (Tally sheets): useful to collect data which will be used to
identify defects when performing inspection.

 Statistical Sampling: sample is taken to measure controls and verify

quality. Sample frequency and size define in quality management plan.

 Questionnaires and Surveys: used after the deployment of the product or

service to gather data about customer satisfaction, where the cost of
identified defects in the survey considered as external failure costs in
COQ model. COQ= COST OF
CMPLIANCE AND
COST OF
NONCOPLIANCE

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 Process: Control Quality
Tools and Techniques: Data Analysis

 Performance Review.

 Root Cause Analysis (RCA).

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 Process: Control Quality
Tools and Techniques: Inspection

 Is the examination of a work product to determine if it confirms to

documented standards.

 The role of inspection is to verify and validate the variance data; it does
not involve separating the good from the bad.

 An inspection determines if the material or item is in proper quantity and

condition, and if it conforms to the applicable or specified requirements.

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 Process: Control Quality
Tools and Techniques: Inspection

Peer Review: Is the evaluation of work by one or more people of similar

competence to the producers of the work.

 Walkthrough: Step-by-step test of all aspects of an environment, plan, or

process to verify it is ready for its intended purpose.

 Desk Checking: Is a manual process for verifying the programming

before the program is launched.

Audit: Inspection is used to verify defect repairs.

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 Process: Control Quality
Tools and Techniques: Testing / Product Evaluation

 The intent of testing is to find errors.

 Testing is an organized and constructed investigation conducted to

provide objective information about the quality of the product or service
under test in accordance with the project requirements.

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 Process: Control Quality
Tools and Techniques: Testing / Product Evaluation

 Software Development Projects testing includes:

• Unit Testing.

• Integration Testing.

• Black-Box Testing.

• White-Box Testing.

• Interface Testing.

• Regression Testing.

• Alpha Testing.

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 Process: Control Quality
Tools and Techniques: Testing / Product Evaluation

 Hardware Development Projects testing includes:

• Environmental Stress Screening.

• Burn-in Testing.

• System Testing.

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 Process: Control Quality
Tools and Techniques: Testing / Product Evaluation

 Construction Projects testing includes:

• Cement Strength Testing.

• Concrete Workability Testing.

• Nondestructive Tests at Construction Sites for testing the quality of

hardened concrete structure

• Soil Testing.

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 Process: Control Quality
Tools and Techniques: Data Representation

 Cause and Effect Diagrams: Are used to identify the possible effects of
quality defects and errors.

 Control Charts: Are used to determine whether or not a process is stable

or has predictable performance.

 Histograms: Are used to demonstrate the number of defects by source or

by components.

 Scatter Diagrams: Are used to show the planned performance on one

axis and the actual performance on the second axis.

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 Process: Control Quality
Tools and Techniques: Meetings

 Approved change requests review: to verify the changes against the

original approved change requests, and to check that partial changes are
completed and all parts have been probably implemented, tested, and
certified.

 Retrospectives/Lessons Learned: project team to discuss

• Successful elements in the project/phase.

• What could be improved.

• What to incorporate in the ongoing project and what in the future projects.

• What to add to the OPA.

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 Process: Control Resources
Process Definition and key benefit:

 The process of ensuring that the physical resources assigned and

allocated to the project are available as planned, as well as monitoring
the planned versus actual utilization of resources and taking corrective
action as necessary.

 The key benefit of this process is ensuring that the assigned resources
are available to the project at the right time and in the right place and are
released when no longer needed.

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 Process: Control Resources

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Analysis 1. Work Performance Information

• Resource management plan • Alternatives analysis 2. Change Requests
2. Project Documents • Cost benefit analysis
3. Project Management Plan Updates
• Issue log • Performance reviews
• Resource management plan
• Lessons learned register • Trend analysis
• Schedule and cost baselines
• Physical resource assignments 2. Problem Solving
4. Project Documents Updates
• Project schedule 3. Interpersonal and Team Skills • Assumption log / issue log
• Resource breakdown Structure • Negotiation • Lessons learned register
• Resource requirements • Influencing • Physical resource assignments
• Risk register
4. PMIS • Resource breakdown structure
3. Work Performance Data • Risk register
4. Agreements
5. OPA

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 Process: Control Resources
Tools and Techniques: Problem Solving

 Problem solving methodical steps to be used by PM to deal with

problems:

1. Identify the problem: specify the problem

2. Define the problem: break it into smaller, manageable problems.

3. Investigate: collect data

4. Analyze: find the root cause of the problem

5. Solve: choose the suitable solution from a variety of available ones.

6. Check the solution: determine if the problem has been fixed

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 Process: Monitor Communications
Process Definition:

 Monitoring communications throughout the entire project lifecycle to

ensure the optimal information flow needs of the project stakeholders are
met, as defined in the communications management plan and the
stakeholder engagement plan.

 Ensure the right message with the right content (the same meaning for
sender and receiver) is delivered to the right audiences through the right
channels and the right time.

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 Process: Monitor Communications

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Work Performance Information

• Resource management plan 2. PMIS 2. Change Requests
• Communications management plan
3. Data Analysis 3. Project Management Plan Updates
• Stakeholder engagement plan
• Stakeholder engagement assessment • Communications management plan
2. Project Documents matrix • Stakeholder engagement plan
• Issue log
4. Interpersonal and Team Skills 4. Project Documents Updates
• Lessons learned register
• Observation / conversation • Issue log
• Project communications
5. Meetings • Lessons learned register
3. Work Performance Data • Stakeholder register
4. EEF
5. OPA

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 Process: Monitor Communications
Process Definition:

 Monitoring communications Methods:

• Customer satisfaction surveys.

• Collecting lessons learned.

• Observations of the team.

• Reviewing data from the issue log.

• Evaluating changes in the stakeholder engagement assessment matrix.

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 Process: Monitor Risks
Process Definition:

 Monitoring the implementation of agreed upon risk response plans, track

identified risks, monitor residual risks, identify and analyzing new risks,
and evaluate their effectiveness throughout the project life cycle.

 Workarounds are unplanned responses to risk events that must be done

when there are no contingency plans.

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 Process: Monitor Risks

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Analysis 1. Work Performance Information

• Risk management plan • Technical performance analysis 2. Change Requests
2. Project Documents • Reserve analysis
3. Project Management Plan Updates
• Issue log 2. Audits • Any components
• Lessons learned register 3. Meetings 4. Project Documents Updates
• Risk register
• Assumption log
• Risk report
• Issue log
3. Work Performance Reports • Lessons learned register
4. Work Performance Data • Risk register
• Risk report
5. OPA Updates

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 Process: Monitor Risks
Tools and Techniques: Data Analysis

 Technical Performance Analysis: Means comparing technical

accomplishments during project execution to the schedule (planned) of
technical achievement.

• Used to compare actual results against targets. Where the deviation can
indicate the potential impact of threats or opportunities.

• Examples of technical performance measures (weight, transactions

times, number of delivered defects, storage capacity).

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 Process: Monitor Risks
Tools and Techniques: Data Analysis

 Reserve Analysis: Means comparing the amount of the contingency

reserves remaining to the amount of risk remaining.

• Should always know how much money have set aside for risk response
and if this contingency reserve is adequate.

• Burndown chart is used as a graphical representation to communicate

the reserve analysis.

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 Process: Monitor Risks
Tools and Techniques: Audit Risks

 Are when have an outside party come in and take a look at:

• Risk response strategies to judge how effective they are.

• How effective your overall processes for risk planning are.

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 Process: Monitor Risks
Tools and Techniques: Meetings

 Risk Review Meeting: conducted as a part of periodic project status

meeting or a dedicated risk review meeting may be held as specified in
the risk management plan.

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 Process: Control Procurements
Process Definition:

 The process of managing the relationship between the buyer and the
seller.

• Reviewing and documenting how a seller is performing or has performed

to establish required corrective actions and provide a basis for future
relationships with the seller

• Managing contract related changes

• When appropriate managing the contractual relationship with the outside

buyer of the project.

• Close out contracts.

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 Process: Control Procurements

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Expert Judgment 1. Closed Procurements

• Requirements, risk, procurement, change 2. Claims Administration 2. Work Performance Information
management plans
3. Data Analysis 3. Procurement Documentation Updated
• Schedule baseline
• Performance reviews 4. Change Requests
2. Project Documents • Earned value analysis
5. Project Management Plan Updates
• Risk and stakeholder registers • Trend analysis
• Risk and procurement management plans
• Lessons learned register
4. Inspection • Schedule, and cost baseline
• Requirements documentation and RTM
5. Audits 6. Project Documents Updates
• Quality reports / Mile stone list /
assumption log • Risk and stakeholder registers
• Lessons learned register
3. Agreements
• Resource requirements
4. Procurement Documentation
• RTM
5. Approved Change Requests
7. OPA Updates
6. Work Performance Data
7. EEF
8. OPA

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 Process: Control Procurements
Tools and Techniques: Claims administration

 Claims: are positive requested changes (contested, and potential

constructive), where the buyer and seller cannot reach and agreement on
compensation for the change or cannot agree that a change has
occurred.

 When claims cannot be resolved, they become disputes and finally

appeals.

 Direct Negotiation, Alternative Dispute Resolution (ADR), and litigation

are the sequential steps to settle claims during project life cycle based on
the procedures established in the contract terms and conditions.

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 Process: Control Procurements
Tools and Techniques:

 Inspection: a structured review of the work being completed by the

contractor.

 Audit: a structured review of the procurement process.

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 Process: Control Procurements
Closed Procurements:

 Buyer provides the seller with formal written notice that the contract has

been completed.

 Procurements management plan includes the requirements for formal

procurement closure.

 Formal procurement closure defined in the contract terms and conditions.

 Payments should have been made.

 No outstanding claims or invoices.

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 Process: Control Procurements
Procurement Administrator:

 The procurement administrator may be external to the project team.

 The claims administration process deals with changes/disputes, disputes

is best to be settled through negotiation.

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 Process: Control Procurements
Project Manager Role and Contract Types:

 For Fixed Price contracts, look out for Bait and Switch (replace with

cheaper materials), look out for excessive change requests.

 For Cost Reimbursable contracts, audit all invoices, look out for

additional charges, tie payment to milestones, make sure people with the

required skill sets are doing the job.

 For Time and Materials contracts, ensure hours are not padded, follow

the milestone dates.

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 Process: Monitor Stakeholder Engagement
Process Definition:

 The process of monitoring overall project stakeholder relationships and

tailoring (adjusting) strategies for engaging stakeholders through

modification of engagement strategies and plans.

 The key benefit of this process is that it will be maintain or increase the

efficiency and effectiveness of stakeholder engagement activities as the

project evolves and its environment changes.

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 Process: Monitor Stakeholder Engagement

I TT O

Inputs Process Outputs

1. Project Management Plan 1. Data Analysis 1. Work Performance Information

• Resource management plan • Alternatives analysis 2. Change Requests
• Communications management plan • Root cause analysis
3. Project Management Plan Updates
• Stakeholder engagement plan • Stakeholder analysis
• Resource, communications, and stakeholder
2. Project Documents 2. Decision Making engagement plans
• Risk and stakeholder registers • Multicriteria decision analysis
4. Project Documents Updates
• Lessons learned register • Voting
• Issue log, risk register, stakeholder register,
• Issue log 3. Data Representation and lessons learned register
• Project communications • Stakeholder engagement assessment matrix
3. Work Performance Data 4. Communication Skills
4. EEF • Feedback and presentations
5. OPA 5. Interpersonal and Team Skills
• Active listening, networking, and leadership
• Cultural and political awareness
6. Meetings

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 Closing Process Group
Definition:

 One process performed to formally complete or close the project, phase,

or contract.

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 Process: Close Project or Phase
Process Definition and key benefit:

 The process of finalizing all activities for the project, phase, or contract.

 The key benefits of this process are:

• Project or phase information is archived.

• The planned work is completed.

• Organizational team resources are released to pursue new endeavors.

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 Process: Close Project or Phase

I TT O

Inputs Process Outputs

1. Project Charter 1. Expert Judgment 1. Project Documents Updates

2. Project Management Plan 2. Meetings • Lessons learned register
• All components 3. Data Analysis 2. Final Product, Service, or Result
3. Project Documents • Document, Analysis Transition
• Change log / issue log / assumption log • Regression Analysis 3. Final Report
• Quality and risk reports / basis of estimates• Trend Analysis
4. OPA Updates
• Risk register / lessons learned register • Variance analysis
• Project communications / requirements
documentation
• Quality control measurements / milestone list
4. Accepted Deliverables
5. Business Documents
• Business case, and benefits management plan
6. Agreements
7. Procurement Documentation
8. OPA

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 Process: Close Project or Phase
Tools and Techniques: Data Analysis

 Regression Analysis: To analyze the interrelationships between different

project variables that contributed to the project outcomes to improve
performance on future projects.

• An analytic technique where a series of input variables are examined in

relation to their corresponding output results in order to develop a
mathematical or statistical relationship.

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 Process: Close Project or Phase
Tools and Techniques: Data Analysis

 Trend Analysis: To validate the models used in the organization and

implement adjustments for future projects.

• An analytical technique that uses mathematical models to forecast future

outcomes based on historical results.

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 Process: Close Project or Phase
Tools and Techniques: Data Analysis

 Document Analysis: To assess available documentation for:

• Identifying lessons learned for future projects.

• Identifying knowledge sharing for future projects.

• Improving organizational assets.

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 Process: Close Project or Phase
Tools and Techniques: Data Analysis

 Variance Analysis: To improve the metrics of the organization by

comparing what was initially planned and the end result.

• Metrics: A set of quantifiable measures used to evaluate a solution or

business (Duration Estimates, Cost Estimates, Resources Utilization,
Resources Rates, and Technical Performance).

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 Process: Close Project or Phase
Tools and Techniques: Meetings

 Used to

• Confirm that the deliverables have been accepted.

• Validate that the exit criteria have been met.

• Formalize the completion of the contracts.

• Evaluate the satisfaction of the stakeholders.

• Gather lessons learned.

• Transfer knowledge and information from the project

• Celebrate success.

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 Process: Close Project or Phase
Tools and Techniques: Meetings

 Types of meetings:

• Close out reporting meetings.

• Customer wrap up meetings.

• Lessons learned meetings.

• Celebration meetings.

• Retrospective: A type of meeting in which participants explore their work

and outcomes in order to improve both process and product, such
meetings can occur on a regular basis (end of iteration or release, at the
completion of milestone, or after a special event).

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 Process: Close Project or Phase
Lessons Learned Management Techniques

 Lessons Learned: The knowledge gained during a project, which shows

how project events were addressed or should be addressed in the future
for the purpose of improving future performance.

 Lessons Learned Register: A Project Document used to record

knowledge gained during a project so that it can be used in the current
project and entered into the lessons learned repository.

 Lessons Learned Repository: A store of historical information lessons

learned in projects.

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 Process: Close Project or Phase
Lessons Learned Management Techniques

 Update Lessons learned register during project lifecycle (Phases).

 Finalize Lessons Learned Register at the end of the project phase.

 Transfer and store the information in the Final Lessons Learned Register
in the Lessons Learned Repository at the end of the project to be used as
a historical information for future use.

 The Final Lessons learned register may includes information on benefits

management, accuracy of the business case.

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 Process: Close Project or Phase
Transition Planning Techniques:

 Actions and activities necessary to transfer the project’s products,

services, or results to the next phase or to production and /or operations
are addressed as part of the close project or phase process.

 Update OPA with the operational and support documents required to

maintain, operate, and support the product or service delivered by the
project.

 Transfer the ownership of the final deliverables.

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 Process: Close Project or Phase
Project Review Techniques:

 Review Scope Baseline to measure the completion of the project scope.

And to make sure that all project requirements are delivered.

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 Process: Close Project or Phase
Performance Measurement Techniques: Key Performance Indicators (KPIs)

 (KPIs): Metrics usually defined by an organization’s executives that are

used to evaluate an organization’s progress toward meeting the targets
or end-states stated in their objectives or goals.

 Examples: Issues found in code review, Issues founds by customers,

Labor costs spent (per month).

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 Process: Close Project or Phase
Performance Measurement Techniques: Key Success Factors (KSFs)

 (KSFs): are components of the project that have to be put in place to

ensure the completion of the project.

 (KSFs) also known as (CSFs), (CSAs).

• Project manager is looking at the metrics for measuring the success of

the project at the end of its lifecycle.

• Examples: project fail because of ignoring risk management planning.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 KANO Model: A value-based prioritization technique used to help

categorize how to achieve customer satisfaction and loyalty within the
product development process.

 The three levels of customer satisfaction:

• Dis-Satisfier.

• Satisfier.

• Exciter / Delighter.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 KANO Model: Dis-Satisfier Level

• Fundamental Requirements that customer are expecting.

• Threshold attributes.

• ‘Must Have Features’.

• ‘MUST’.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 KANO Model: Satisfier Level

• Requirements that customers are not expecting, but the more of them
that are included, the happier the customer will be.

• Performance attributes.

• ‘Should Have Features’.

• ‘WANT’.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 KANO Model: Exciter / Delighter Level

• Characteristics that exceed customer expectations, but they are not

expected, so they do not cause dissatisfaction if they are not present.

• Excitement attributes.

• ‘Good-To-Have Features’.

• ‘WOW’.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 KANO Model: In Agile Projects

• Indifferent features don’t benefit customers.

• Indifferent features shouldn’t be included.

• Indifferent features at the best should be minimized.

• Agile team should eliminate indifferent features.

• Agile team should focus working on Dis-Satisfiers.

• Dis-Satisfiers should be included because customers will notice if they

are not included while expecting them to be included.

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 Process: Close Project or Phase
Feedback Techniques: Customer Satisfaction Metrics.

 Net Promoter Score (NPS): A Technique used to measure the customer

loyalty (Promoters, Passive, Detractors).

 How likely is it you would recommend our company to a friend or

colleague?

• NPS= (Percentage of Promoters – Percentage of Detractors).

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 Process: Close Project or Phase
Close-Out Procedures:

1. Ensure all procurements are closed in the Control Procurements

Process before formal closure of the project/phase; so claims settled

and payments made.

2. Obtain formal approval to close out the project/phase

(administrative closure) prior of Closing Project or Phase.

3. Formal sign off by designated stakeholders/customer.

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 Process: Close Project or Phase
Close-Out Procedures:

4. For multi-phase projects, this process will be performed once for every
phase end and once for the whole project.

5. Litigation can be further pursued after the closure (No need to keep
project open in case payment was not collected).

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 Process: Close Project or Phase
Contract Closure Requirements:

 The requirements for formal procurement closure are defined in the

terms and conditions of the contract, and included in the procurements

management plan.

 Update the project or phase closure documents in OPA with the formal

documentation indicates why the project was terminated and formalizes

the procedures for the transfer of the finished and unfinished

deliverables of the cancelled project to others.

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 Process: Close Project or Phase
Contract Closure Requirements:

 Confirm the formal acceptance of the seller’s work.

 Finalize open claims.

 Update records to reflect final results and archive such information in the

project or phase closure documents in OPA for future use.

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 Process: Close Project or Phase
Sequential steps to resolve disputes in contracts:

1. Direct negotiation.

2. When settlement cannot be achieved through direct negotiation;

Alternative Dispute Resolution (ADR) including mediation or arbitration
may be explored.

3. When all else fails, then litigation in the courts is the least desirable
option.

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 Process: Close Project or Phase
Compliance (Statute/organization):

 OPA includes:

• Project or phase closure guidelines or requirements.

• Configuration management knowledge base.

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 Process: Close Project or Phase
Archiving practices and statutes:

 All project documents may be updated and marked as final versions as

a result of project closure.

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T R A C E Membership
Benefits

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