Project Management - Introduction - Revision Article

Based on Meredith and Mantel Book

Definition: The Project Management Institute has defined a project as "A temporary endeavor undertaken to create a unique product or service."

Program refers to an exceptionally large, long-range objective that is broken down into a set of projects. The projects are divided into tasks. Tasks are further broken down into work packages. Work packages contain work units.

Project Management - Definition and Objectives

In the past several decades many organizations are using project management as a basis to achieve the objectives of the organzation. Project management approach is providing organizations with powerful tools that improve the ability to plan, implement, and control activities as the utilization of resources.

The development of the techniques and practices of project management were developed more in the military organization. Meredith and Mantel give credit to government and military organizations for developing project management approach.

The three project objectives are stated as performance (scope), time and cost.

Definition: The Project Management Institute has defined a project as "A temporary endeavor undertaken to create a unique product or service"

Distinction Between Program, Project, Task and Work Packages: The military is the source of these terms. Program refers to an excetionally large, long-range objective that is broken down into a set of projects. The projects are divided into tasks. Tasks are further broken down into work packages. Work packages contain work units.

Attributes That Characterise A Project:

Purpose: A project has a well-defined set of desired end results.

Life cycle: Project will have slow beginning, size gets buildup. Peaks, then declines and has to be terminated on some day. Either it is handed to the client or it is phased into the normal, ongoing operations of their organization itself.

Interdependencies: A project has relations with other project being undertaken by the organization for various facilities. It also will have relations with various functions of the organization like marketing, accounting, finance, human resoures management etc.

Uniqueness: every project being a one time activity has some elements that are unique. Project managers will have many exceptions or new issues that crop up that they have to manage.

Conflict: Projects compete with other projects as well as requirements of various functional departments of the organization for resources and personnel. Also, project managers have to manage the conflict between the demands of the client for more and features and changes, parent organization for profit, some demands made by public where the project is located, and the project employees’ demands.

Why Project Management?

Project management focuses the responsibility and authority for the attainment of the goals of the project on an individual or small group. The project form of organization allows the manager to be responsive to:
1. the client
2. environment
3. identify problems at an early and correct them in a timely fashion.
4. ensures that managers of the separate tasks or activities of a project do not optimize their individual tasks at the expense of the total project. Suboptimization is avoided.
The Structure of the Textbook by Meredith and Mantel
It begins with the creative idea that launches most projects and end with termination of the project. The authors wrote in the 5th edition that creation of initial concept of the project was universally ignored in books project management. In their book , Meredith and Mantel included two appendices on topics creativity and idea generation and technological forecasting. In the 5th edition they moved these topics from the textbook to internet. The appendices are now available in http://www.wiley.com/college/projectmgt/

12 Vital Rules for Project Managers

1. You have to understand the project purpose and context.
2. You need to identify the stakeholders in the project and understand their wants.
3. You have to accept and use the political nature of organizations in allocation of resources.
4. You have to recognize the conflicts that are arising as the project is progressing.
5. As a project manager you need to lead from the front.
6. You have to understand what “success” means for the project every day.
7. You have to build and maintain a cohesive team.
8. Remember enthusiasm and despair are both infectious.
9. Looking forward and planning is important. One look forward is worth two looks back.
10. Always be sure of what you are trying to do.
11. Manage time – Use time carefully or it will use you.
12. Plan, plan, plan
Based on the reading given in the book “Lessons for an Accidental Profession,” by J.K. Pinto and O.P. Kharbanda, Business Horizons, March-April 1995.

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Open Access Book

https://ecampusontario.pressbooks.pub/projectmanagementforconstructionanddeconstruction/

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Bibliography

Software Project Management - Summary Artlces

Chapter 1

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap1.pdf

Chapter 2 Software Lifecycle

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap2.pdf

Chapter 3 Project Planning

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap3.pdf

Chapter 4 Requirments Management

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap4.pdf

Chapter 5 Risk Management

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap5.pdf

Chapter 6 Cost Management

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap6.pdf

Chapter 7 Time and Schedule Management

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap7.pdf

Chapter 8 Measurement and Metrics

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap8.pdf

Chapter 9 Configuration Management

http://www.stsc.hill.af.mil/resources/tech_docs/gsam4/chap9.pdf

______________________________________________________________________________

Original post http://knol.google.com/k/narayana-rao/project-management-introduction/ 2utb2lsm2k7a/ 2140

Ud. 21.12.2024

Pub. 27.11.2011

Lean Project Portfolio Management & Enterprise Architecture in Digital Products and Services Companies

Top 100 Management Theory Article 

https://scaledagileframework.com/lean-portfolio-management/

Lean Project Portfolio Management 

Lean Project PM provides an alignment and governance model for a specific portfolio. The portfolios  contains a of set projects - Development Projects that develop Value Streams (DVS) for a business domain in an Enterprise. Each DVS builds, supports, and maintains solutions that are systems  Operational Value Streams (OVS).  OVS delivers products or services to the enterprise’s external or internal Customers. Examples include developing an e-commerce website,  or developing and deploying a software application within an enterprise for internal customers.

Project Cost Management

_______________

_______________
Edureka! upload

Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

The three processes described in PMBOK for project cost management are

Cost Estimating

Cost Budgeting

Cost Control

Cost Estimating

Plan Cost Management
The Cost Management Plan establishes: i) level of accuracy and level of precision, ii) unit of measurement, iii) WBS procedure links (to control account (CA)), iv) control threshold, v) earned value rules of performance, reporting, funding and processes
Life cycle costing = total cost of ownership : production cost, running and maintenance cost, etc.
Estimate Costs

Similar to Estimate Activity Resources
Look for ways to reduce cost
ensure the SME to deliver the estimates (more accurate)
based on WBS

Cost Types
Variable costs – costs change with the amount of work, e.g. hourly consultants
Fixed costs – costs that are constant, e.g. equipment leases
Direct costs – directly attributed to the project
Indirect costs – shared costs like AC, lighting, etc.

Cost Estimate Tools

Analogous Estimating (Top Down Estimate) – compare to a similar project in the past (an estimating heuristic/rule of thumb)
Parametric Estimating – use a parameter and repetitive units of identical work
Bottom-up Estimating – detailed estimates of each individual activity from historical data, more accurate and time-consuming
Activity Cost Estimates may include indirect cost and contingency reserves
usually in a range of values
Basis of Estimates – detailed analysis on how the cost estimate was derived (assumptions, constraints, possible range (+/-15%), confidence level of final estimate)

Cost Budgeting

Determine Budget

Budget is more about when to spend money
Historical Relationships – analogous/parametric estimation
Reserve Analysis – addresses Management Reserve (unknown unknowns) and Contingency Reserve (known risks) [not included in calculation of earned value managment]
Funding Limit Reconciliation – addresses variance between funding limit (e.g. monthly or yearly limit) and planned expenditure, may require rescheduling of work to level of the rate of expenditure
Value Engineering – to improve quality/shorten schedule without affecting the scope
Project Budget = Cost baseline (the approved time-phased budget) + Management 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

Cost Control

Control Costs

Check against the Project Funding Requirements
including informing stakeholders of all approved changes and their costs
Earned Value Calculation
Index > 1: under budget/ahead of schedule
Index < 1: over budget/behind schedule
Estimate at Complete: 1) new estimate required (original flawed), 2) no BAC variance, 3) CPI will continue, 4) sub-standard cost/schedule will continue
TCPI: >1 not enough funding remain (over budget), <1 more fund available than needed (under budget)


Earned Value Accrual
Discrete Efforts – describes activities that can be planned/measured for output, including Fixed Formula (activity given a % of budget of work package at start and earn the remaining when completed, e.g. 50/50, 20/80 or 0/100), Weighted Milestone (earn value for milestones of deliverables of the work package), Percentage Complete, Physical Measurement
Apportioned Efforts – describes work that has a direct/supporting relationship to discrete work, e.g. testing, pm activities, calculated as % of the discrete work
Level of Efforts (LOE) – describes activities without deliverables, e.g. troubleshooting, assigned the earned value as scheduled, without schedule variance but may have cost variance
e.g. perform Control Cost weekly during execution where money is spent fastest
Variance Analysis – to check against the baseline for any variance
SPI at end of project must be 1
SPI is NOT telling much information to whether the project is on schedule as the Critical Path must also be investigated to get a meaningful picture.


Earned Value Management – Basics By Sathish Babu, PMP

Earned Value Management – Advanced By Sathish Babu, PMP


http://edward-designer.com/web/pmp-project-cost-management/


Updated 26 Feb 2019, 15 March 2016

Resourcing Projects

A Manager's Job is to get results through people and other resources. Hence acquiring all resources (including human resources) is a function of management. - Narayana Rao (2010)

http://nraomtr.blogspot.com/2012/03/resourcing-function-of-management.html


Estimating and Resourcing
in
The Project Management Book: How to Manage Your Projects To Deliver Outstanding Results
Richard Newton
Pearson UK, 2013 - Business & Economics - 296 pages


The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis.  It provides solutions to the everyday issues involved in managing projects.



https://books.google.co.in/books?id=vC4yiPcyiW8C&pg=PT48#v=onepage&q&f=false

Estimating is the process of determining how much time and resources a project requires.
Resourcing is the subsequent process of identifying, acquiring and allocating the right resources in the project.

Being able to estimate the resources required to run a project and gaining access to those resources are central to managing projects.

Resource Planning

Special understanding required by Persons working in Projects

Project human resources have to understand the nature of the project and work accordingly. There is fluctuation in the amount of work demanded by a project. The work can be very light sometimes and very heavy at other times. People must be ready to take up the extra work whenever it arises because project time limits are fixed and the customer is one unlike the delivery times of routine operations where multiple customers share the output.

So when acquiring the human resources for the project, project managers has to evaluate whether the person concerned has understanding of the project work nature and whether he is willing to work in that context.



In an online article  http://systeme.ie/the-project-mindset/  the following are specified to evaluate a person for project based work.

1. The ability to cope positively with change
2. Commitment to milestones and  willingness to dig deep to complete a milestone
3. Must be ready to face surprises and should not react in frustration to every surprise that is encountered on a project
4. The Capability to move roles and/or work multiple roles to get the job done
5. The ability to switch off and chill after a period of high intensity working
6. Must not take any work-related discussions personally
7. Can keep focused on the end goal
8. Believe the end goal is possible
9. Can support the team to deliver the scope at all costs


Estimating the science of uncertainty

Meyer, W. G. (2016). Estimating: the science of uncertainty. Paper presented at PMI® Global Congress 2016—EMEA, Barcelona, Spain. Newtown Square, PA: Project Management Institute.

Estimation is at the heart of most project disciplines, and project cost and time overruns can often be traced back to inaccurate estimates.

Estimation requires human involvement to create a forecast that considers past projects, personal experience, and industry-specific knowledge and techniques. But the process of estimation is often subject to biases by the estimator.

This paper explores the problem of estimation inaccuracies from a cognitive psychological perspective. It looks at various research studies about the way in which the human brain deals with forecasting, and makes recommendations on how estimates can be improved.
https://www.pmi.org/learning/library/estimating-science-uncertainty-10186

http://blog.method123.com/2009/11/16/resourcing-projects/#!prettyPhoto

http://www.epmbook.com/resourcing.htm

https://www.nationalcollege.org.uk/transfer/open/csbm-development-module-2-planning-and-leading-projects-in-schools/dm2-s3/dm2-s3-t6.html

Estimating and Resourcing 

in
The Project Management Book: How to Manage Your Projects To Deliver Outstanding Results
Richard Newton
Pearson UK, 2013 - Business & Economics - 296 pages


The Project Management Book addresses the real-life scenarios and issues that anyone responsible for managing a project is likely to face on a day to day basis.  It provides solutions to the everyday issues involved in managing projects

https://books.google.co.in/books?id=vC4yiPcyiW8C&pg=PT48#v=onepage&q&f=false


Practice Standard for Project Estimating
By Project Management Institute
2011
https://books.google.co.in/books?id=OuauDgAAQBAJ

Leveraging the new practice standard for project estimating
Kanabar, V. & Warburton, R. D. H. (2011). Leveraging the new practice standard for project estimating. Paper presented at PMI® Global Congress 2011—North America, Dallas, TX. Newtown Square, PA: Project Management Institute.
https://www.pmi.org/learning/library/leveraging-new-practice-standard-project-estimating-6222

Updated on 9 August 2018, 15 April 2017

Project Management Articles with Links

Project Management - Introduction - Revision Article
http://nraomtr.blogspot.com/2011/11/project-management-introduction.html

Introduction to Project Management
http://nraomtr.blogspot.com/2016/03/introduction-to-project-management.html

Project Management Processes for a Project
http://nraomtr.blogspot.com/2016/03/project-management-processes-for-project.html

Project Integration Management
http://nraomtr.blogspot.com/2016/03/project-integration-management.html

Project Scope Management
http://nraomtr.blogspot.com/2016/03/project-scope-management.html

Project Time Management
http://nraomtr.blogspot.com/2016/03/project-time-management.html

Project Cost Management
http://nraomtr.blogspot.com/2016/03/project-cost-management.html


Project Quality Management
http://nraomtr.blogspot.com/2016/03/project-quality-management.html

Project Human Resource Management
http://nraomtr.blogspot.com/2016/03/project-human-resource-management.html

Project Communications Management
http://nraomtr.blogspot.com/2016/03/project-communications-management.html

Project Risk Management
http://nraomtr.blogspot.com/2016/03/project-risk-management.html

Project Procurement Management
http://nraomtr.blogspot.com/2016/03/project-procurement-management.html

Project Stakeholder Management
http://nraomtr.blogspot.com/2016/03/project-stakeholder-management.html

Project Life Cycle and Organization

____________

__________________

Organization Types

Organization Types: Projectized (project manager has the ultimate authority over the project, team members are often collocated), Matrix (Strong, Balanced, Week), Functional

Composite – a combination of different types, depending on the actual need

Tight Matrix = co-location, nothing to do with the organization type (not necessarily a matrix org.)
Functional organizations => the project manager has little authority, often called project expeditor (no authority) or coordinator  (little authority), project coordination among functional managers

Matrix organization => multiple bosses and more complex

Project Based Organization (PBO) – conduct the majority of their activities as projects and/or privilege project over functional approaches, they can include: departments with functional organizations; matrix organizations; projectized organizations and other forms of organizations that privilege a project approach for conducting their activities, success is measured by final results rather than position/politics

Project Lifecycle 

Project Lifecycle: initiating, planning and organizing, carrying out/executing work, closing the project

Predictive [plan driven/waterfall] – scope, time and cost determined early in the lifecycle, may also employ rolling wave planning
Iterative [incremental] – repeat the phases as understanding of the project increases until the exit criteria are met, similar to the rolling wave planning, high-level objectives, either sequential / overlapping phases, scope/time/resources for each phase may be different

Adaptive [change driven/agile] – for projects with high levels of change, risk and/or uncertainty, each iterative is very short (2-4 weeks), work is decomposed into product backlog, each with a production-level product, scrum is one of the most effective agile methods, stakeholders are involved throughout the process, time and resources are fixed, allow low change cost/keep stakeholder influence high
each project phase within the product lifecycle may include all the five project management process groups

Product lifecycle: development > production > adoption & growth > maturity > decline > end of life


Organization Process Assets is a major input in all planning process, which may be kept at PMO, directly related to project management, including Processess and Procedures (including templates (e.g. WBS, schedule network diagrams, etc.), procedures for issuing work authorizations, guidelines, performance measurements) and Corporate Knowledge Base

The Configuration Management Knowledge Bases contain baselines of all organization standards
Lessons Learned – focus on the deviances from plan (baseline) to actual results
Enterprise Environment Factors (often are constraints) are influences not in the immediate control of the project team that affect the project, intra-organization and extra-organization, e.g. organizational culture, organization structure (functional/matrix/projectized structure), existing human resources, work authorization system, PMIS

The work authorization system (WAS) is a system used during project integration management to ensure that work gets done at the right time and in the right sequence
EEF are inputs for all initiating, most planning process, not much in the executing/controlling process, none in closing process

Organization culture: process-oriented/results-oriented, job-oriented/employee-oriented, professional-oriented/parochial-oriented, open system/closed system, tight control/loose control, pragmatic/normative

Project Governance – for the whole project lifecycle, fits in the organization’s governance model, define responsibilities and accountabilities, controlling the project and making decisions for success, alignment of project with stakeholders’ needs/objectives, provides a framework for PM and sponsors to make decisions to satisfy both parties, should be described in the PM plan

Analytical Techniques: used to find the root cause or to forecast
PMIS includes configuration system and change control system
Never accept a change request to trim down one element of the triple constraint without changing the rest.
Sponsor – provides resources/support to project, lead the process through initiation (charter/scope statement) through formally authorized, later involved in authorizing scope/budget change/review
Customer – NOT necessarily provide the financial resources, maybe external to the organization, final acceptance of the product
Business Partners – certification body, training, support, etc.
Organizational Groups – internal stakeholders
Business Case : background, analysis of the business situation, costs and benefits (cost-benefit analysis), to help in selection of project created by the initiator
Project Statement of Work (SOW) : describes the business need, high level scope of deliverables and strategic plan of the organization, created by the sponsor/initiator/buyer




Project Management System: includes a list of project management processes, level of implementation (what actions to take in the management processes), description of tools and techniques, resources, procedures, change control system [forms with tracking systems, approval levels]
Requirement Traceability Matrix (RTM) – a matrix connecting deliverables to requirements and their sources (for managing scope)
Work Breakdown Structure (WBS) – a hierarchal chart of decomposing deliverables into work packages
Activity List – a full list of all activities with indication of relationship to the work packages
Activity Attributes – further information (duration, start date, end date, etc.) of all the activities in the list (for scheduling)

Roles and Responsibilities (RAR) – a document listing all the roles and description of their responsibilities in the project (often by category)
Responsibility Assignment Matrix (RAM) – a matrix connecting people to work packages/activities, e.g. the RACI matrix (responsible, accountable, consult, inform), usually only one person is accountable for each activity
Resources Breakdown Structure (RBS) – a hierarchical chart listing all the resources by categories, e.g. marketing, design, etc.
Risk Breakdown Structure (RBS) – a hierarchical chart listing all risks by categories
Project Information

Work Performance Data – raw data collected
Work Performance Info – analyzed in context and integrated data, e.g. some forecasts
Work Performance Reports – work performance information compiled in report format


Sunk costs – money already spent, not to be considered whether to terminate a project, similar to committed cost (often through contracts)
Direct costs, indirect (shared) costs, Fixed costs, Variable costs
Law of diminishing returns – beyond a point, the more input, the less return
Working capital – assets minus liability, what the company has to invest in the projects
Payback period – a time to earn back capital investment
Benefit-cost ratio (BCR) – an indicator, used in the formal discipline of cost-benefit analysis, that attempts to summarize the overall value for money of a project

Depreciation – straight-line depreciation vs accelerated depreciation (the amount of depreciation taken each year is higher during the earlier years of an asset’s life)
Under double declining balance, the asset is depreciated twice as fast as under straight line. Using the example above, 10% of the cost is depreciated each year using straight line. Doubling the rate would mean that 20% would be depreciated each year, so the asset would be fully depreciated in 5 years, rather than 10.

Economic value added – the value of the project brought minus the cost of project (including opportunity costs)

Net present value (NPV) – the sum of the present values (PVs) of the individual cash flows of the same entity
Present value (PV) – or called present discounted value, is a future amount of money that has been discounted to reflect its current value, as if it existed today (i.e. with inflation, etc.)
Future value (FV) – is the value of an asset at a specific date
Internal Rate of Return (IRR) – The inherent discount rate or investment yield rate produced by the project’s deliverables over a pre-defined period of time.
Forecast (future) vs Status Report (current status) vs Progress Report (what have been done/delivered)
Journey to Abilene (Abilene’s Paradox) – committee decisions can have a paradox outcome, the joint decision is not welcome by either party (because of fear of raising objections)
when something unusual happens, always refer to the PM Plan/Charter for instruction on how to proceed; if not found, ask for direction from the management
unresolved issues will lead to conflicts


http://edward-designer.com/web/pmp-terms-concepts/

Project Integration Management

Develop Project Charter

Deliver Preliminary Project Scope Statement

Develop Project Management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Integrated Change Control

Close Project 

_________________

_________________
Cornelius Fichtner



This knowledge area includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Develop Project Charter

The project charter is the  document that formally authorizes a project.

Projectc charter allows the Project Manager (PM) to apply organizational resources

Project charter is a several page document including high level information of the project: project background, business case, goals (S.M.A.R.T. specific, measurable, attainable, realistic, time-bound), who is and the authority of the project manager, budget, risk, stakeholders, deliverables, approval criteria, etc.


Agreements: either a contract (for external parties), letter of intent, service level agreement, etc.

A charter is NOT a contract because there is no consideration

PMO may provide the expert judgement

Facilitation techniques includes brainstorming, conflict resolution, problem solving, meeting, etc.

Develop Project Management Plan

Tools and Techniques

The project management plan is a formal written document on how the project is executed, monitored and closed, including all subsidiary management plans (scope, requirements, change, configuration, schedule, cost, quality, process improvement, human resource, communication, risk, procurement) and documents (cost baseline, schedule baseline, scope baseline, performance measurement baseline, cost estimate, schedule, responsibility for each deliverable, staff requirements) and some additional documents/plans (selected PM processes and level of implementation)
the contents to be tailored by the PM (tailoring) to suit each project
created by PM, signed off by destined KEY stakeholders (e.g. project sponsor, project team, project manager)
may be progressively elaborated in iterative phases (outputs from other processes), this must be the final process/iteration to consolidate the PM Plan
when the project management plan is baselined (i.e. validated and then signed off by key stakeholders), it is subject to formal change control and is used as a basis for comparison to the actual plan
after baselining, the senior management must be consulted if these high level constraints are to be altered (whether to use the management reserves)
can be re-baselined if significant changes are seen (scope change, internal changes/variances (for the project execution), external factors) <- needed to be approved by sponsors/stakeholders/senior management, must understand the underlying reasons first (built-in costs is not usually a legitimate reason)
cost baseline (specific time-phased budget), schedule baseline (-> knows when to spend money), scope baseline (includes scope statement, WBS, WBS dictionary): whether preventive/corrective/defect repair actions are needed
the performance measurement baseline (PMB) is an approved scope-schedule-cost plan for the project work (to use in earned value management), it includes contingency reserve but excludes management reserves

Configuration management (works with change control management plan), document all change versions of project deliverables and completed project components, PMIS includes: Configuration Management System (contains the updated deliverable/project specifications and processes) and Change Control System (contains formal documents for tracking changes)
configuration management system contains the most updated version of project documents
other project documents NOT included in the project management plan:

Kick-off Meeting: at beginning of the project/phase, participants including project team+stakeholders, element including project review, responsibility assignment matrix, participation of stakeholders, escalation path, frequency of meetings

Microsoft Project is considered by PMI as close to a bar chart, not an PMIS

Direct and Manage Project Work

create project deliverables, acquire/assign/train staff, manage vendors, collect data for reports, document lessons learned
implement approved process improvement plans and changes, change requests include corrective actions, preventive actions, defect repair and updates (all considered to be change requests)
if the PM discovers a defect, he/she should instruct the team to make defect repair during this process (need change request but may be approved by the PM only (if stipulated in PM Plan for minor change))
approved change requests – approved in the perform integrated change control, may include preventive, corrective and defect repair actions
change requests may arise as a result of implementing approved change requests
PM should be of service to the team, not a boss
a work authorization system (part of EEF) defines approval levels needed to issue work authorization (to allocate the work) and is used to prevent scope creep as formal approval must be sought before work begins
Stakeholder risk tolerance is part of EEF
Face-to-face meeting is considered to be most effective
The PM Plan can be considered as a deliverable
most of the time of project spends here

Monitor and Control Project Work

validated changes – actions taken as a result of the approved change requests are validated against the original change requests, to ensure correct implementation
corrective and preventive actions usually don’t affect the baseline, only affect the performance against the baseline
defect repair: considered as rework, deliverable not accepted, either rework or scrap, strongly advise defect prevention to defect repair
the work performance info is fed from all other control processes (e.g. control schedule, control stakeholder engagement, control communications, control costs, control quality, etc.)
variance analysis is NOT a forecast method

Integrated Change Control

The PM should influence the factors that cause project change.

Changes arises as a result of: missed requirements, views of stakeholders, poorly designed WBS, misunderstanding, inadequate risk assessment

All the process are documented in the change log. They re tracked using a change management system, also affect configuration management system.

Configuration control: changes to deliverables and processes
Change control: identify/document/approve changes
Configuration management activities: configuration identification, configuration status accounting, configuration verification / audit to ensure the latest configuration is adopted and delivered
for a change request: 1) identify need, 2) assess the impact, response and alternatives, 3) create CR, 4) Meet with stakeholders, 5) obtain approval from CCB (change control board) or PM as defined in roles and responsibility document/PM Plan, 6) request more funding if needed

Customers/sponsors may need to approve certain decisions by CCB (if they are not part of CCB)
Communicate the resolutions (approve or reject) to change requests to stakeholders

Burnup chart vs Burndown chart

Close Project 

Administrative closure procedure
Contract closure procedure


Ensure all procurements are closed (in the Close Procurements Process) before formal closure of the project/phase
Create the project closure documents
Formal sign off by designated stakeholders/customer
Obtain formal approval to close out the project/phase (administrative closure)
Obtain approval and deliver the deliverables (maybe with training)
Finish and archive documentations, lessons learnt and update to organizational process asset
If the contract comes with a warranty, make sure that changes during the project are evaluated against the origin clauses, ensure alignment of the warranty and changes to close a project as neatly and permanently possible


For multi-phase projects,  each phase has to be closed and the closure process will be performed once for every phase end and once for the whole project.

Litigation may continue and can be  pursued after the closure

Project Stakeholder Management

Project stakeholder management is comprised of the processes required to identify the people, groups, and organizations that can impact or be impacted by the project,  analyzing stakeholder expectations,  communicating  with stakeholders, managing conflict, and promoting appropriate stakeholder engagement in project decisions and activities.

The following processes and primary goals of project stakeholder management are defined below:

Identify Stakeholders.                          Output: stakeholder register.
Plan Stakeholder Management.           Output:: stakeholder management plan.
Manage Stakeholder Engagement.      Output:: issue log, change requests.
Control Stakeholder engagement.        Output:: work performance information, change requests.

____________________

____________________


Project Stakeholder Management Plan
____________________

____________________
Project Management Videos
ProjectManagement.com
https://www.youtube.com/channel/UCUr0u2WqDWBdxrHnM1nRZiA

Identify Stakeholders. 

TOOLS & TECHNIQUES
1. Stakeholder Analysis Determines interests and influence of stakeholders on the project.  Identifies stakeholder relationships that may be influenced.

2. Expert Judgment Complete identification of stakeholders can be assisted by the following experts:
Upper management
Other organizational units (in functional organization)
Other project managers or PMO (in projectized or matrix organization)
Subject Matter Experts (SMEs) in business or project area
Industry groups or consultants
Professional and technical associations
Regulatory bodies, non-governmental organizations (NGOs)

3. Meetings Profile analysis meetings are used to develop understanding of major project stakeholders.

Plan Stakeholder Management. 

TOOLS & TECHNIQUES
1. Expert Judgment To to assess the level of engagement required from each stakeholder at each stage of the project, the following experts should be consulted.

Senior management
Project team members
Other functional units within the organization
Identified key stakeholders
Project managers (who have worked on similar projects)
Subject matter experts (SMEs) in business or project area
Industry groups or consultants
Professional and technical associations
Regulatory bodies, non-governmental associations (NGOs)

2. Meetings Meetings are used to define the required engagement levels of all stakeholders.
3. Analytical techniques Current engagement levels of stakeholders are compared to required engagement level.

Manage Stakeholder Expectations process

Inputs
Stakeholder register            
Stakeholder management strategy    
Project management plan                  
Issue log                                      
Change log
Organizational process assets

Tools & Techniques
Communication methods
Interpersonal skills
Management skills

Output
Organizational process assets updates
Change requests
Project management plan updates
Project document updates


CONTROL STAKEHOLDER MANAGEMENT PROCESS

INPUTS

1. Stakeholder Management Plan
StakeholderCommunication management plan
Stakeholder management plan–gives current and desired level of stakeholder engagement

2. Issue log
New issues are identified
Current issues are resolved

3. Work Performance Data
Percentage of work completed
Technical performance measures
Number of change requests
Number of defects
Budgeted costs vs. actual costs
Scheduled activity durations vs. actual durations

4. Project Documents
Project schedule
Stakeholder register
Change log

TOOLS & TECHNIQUES
1. Information Management Systems Helps capture, store, and distribute information to stakeholders on project cost, schedule progress, and performance
2. Expert Judgment: Engagement levels of stakeholders are monitored and adjusted by conferring with
Senior management
Key stakeholders
Project managers on other projects in same area
SMEs in business or project area
Industry groups and consultants

3. Meetings
Status review meetings are used to analyze information about stakeholder engagement


http://4squareviews.com/2013/09/04/5th-edition-pmbok-guide-chapter-13-project-stakeholder-management-knowledge-area/

Project Procurement Management

Plan Purchases and Acquisitions - Plan Procurement

Plan Contracting

Request Seller Responses

Select Sellers

Contract Administration

Contract Closure


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Whizlabs



Plan Purchases and Acquisitions - Plan Procurement

Tools and Techniques
1. Make-or-buy analysis: Determines whether particular work can be best accomplished by the project team or purchased from outside sources.
2. Expert Judgment: Used to assess the inputs and outputs of this process, including
expert purchasing judgment, expert legal judgment, expert technical judgment, expert business judgment
3. Market Research:Examines industry-wide and vendor-specific capabilities. (You can say procurement research)
4. Meetings Information exchange with potential bidders.

Plan Contracting

The plan contracting process prepares the documents needed to support the Request Seller Responses process and Select Sellers (Suppliers) Process.

Tools and Techniques
1. Standard forms
2. Expert judgments


Request Seller Responses

Tools and Techniques
1. Bidder Conferences
2. Advertising
3. Develop Qualified Sellers List

Select Sellers

Tools and Techniques
1. Weighting System
2. Independent Estimates
3. Screening System
4. Contract Negotiation
5. Seller Rating System
6. Expert Judgment
7. Proposal Evaluation Technique

Contract Administration

Tools and Techniques
1. Contract Change Control System
2. Buyer-Conducted Performance Review
3. Inspections and Audits
4. Performance Reporting
5. Payment System
6. Claims Administration
7. Records Management System
8. Information Technology

Contract Closure

Tools and Techniques
1. Procurement Audits
2. Records and Management

Project Risk Management

Risk Management Planning

Risk Identification

Qualitative Risk Analysis

Quantitative Risk Analysis

Risk Response Planning

Risk Monitoring and Control


________________________


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Edureka!


Managing Risk in Projects - PMIUK Chapter Oxford Branch Meeting
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RiskDoctor Upload

Risk Management Planning

Tools and Techniques

1. Planning Meetings and Analysis


Risk Identification

Tools and Techniques

1. Documentation Reviews
2. Information Gathering Techniques
3. Checklist Analysis
4. Assumptions Analysis
5. Diagramming Techniques

Qualitative Risk Analysis

Tools and Techniques

1. Risk Probability and Impact Assessment
2. Probability and Impact Matrix
3. Risk Data Quality Assessment
4. Risk Categorization
5. Risk Urgency Assessment

Quantitative Risk Analysis

Tools and Techniques

1. Data Gathering and Representation Techniques

2. Quantitative Risk Analysis and Modeling Techniques

Risk Response Planning

Tools and Techniques

1. Strategies for Negative Risks or Threats

2. Strategies for Positive Risks or Opportunities

3. Strategies for for Threats and Opportunities

4. Contingent Response Strategy

Risk Monitoring and Control

Tools and Techniques

1. Risk Reassessment

2. Risk Audits

3. Variance and Trend Analysis

4. Technical Performance Measurement

5. Reserve Analysis

6. Status Meetings

Project Communications Management

Communication Planning

Information Distribution

Performance Reporting

Management Stakeholder Communication

______________________

______________________
International Institute for Learning (IIL)

______________________

______________________

Communication Planning

Tools and Techniques

1. Communication Requirements Analysis
2. Communication Technology

Information Distribution

Tools and Techniques

1. Communication Skills

2. Information Gathering and Retrieval Systems

3. Information Distribution Methods

4. Lessons Learned Process

Performance Reporting

Tools and Techniques

1. Information Presentation Tools

2. Performance Information Gathering and Compilation

3. Staus Review Meetings

4. Time Reporting Systems

5. Cost Reporting Systems

Management Stakeholder Communication

Tools and Techniques

1. Communication Methods

Face to Face meetings, telephone calls, electronic mail, and other electronic tools

Project Human Resource Management

Human Resource Planning

Acquire Project Team

Develop Project Team

Manage Project Team



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______________________



Human Resource Planning

Tools and Techniques

1. Organization Charts and Position Descriptions
2. Networking
3. Organization Theory



Acquire Project Team

Tools and Techniques
1. Preassignment
2. Negotiation
3. Acquisition
4. Virtual teams

Develop Project Team

Tools and Techniques
1. General Management Skills
2. Training
3. Team Building Activities
4. Ground Rules
5. Co-Location
6. Recognition and Rewards


Manage Project Team

Tools and Techniques
1.Observation and Conversation
2. Project Performance Appraisals
3. Conflict Management
4. Issue Log

Project Quality Management

Quality Planning

Perform Quality Assurance

Perform Quality Control

_______________________

_______________________
AIMS, UK


Quality Planning

Quality Planning: Tools and Techniques

1. Cost Benefit Analysis
2. Benchmarking
3. Design of Experiments
4. Cost of Quality
5. Brainstorming, Affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, flowcharts, and prioritization matrices.


Perform Quality Assurance

QA is the application of planned quality activities to ensure that the project will employ all processes to meet requirements.

Tools and Techniques

1. Quality Planning Tools and Techniques
2. Quality Audits
3. Process Analysis (Industrial Engineering studies - Method studies using process charts)




Perform Quality Control

Quality control is monitoring the results in various steps in the project t determine whether they comply with relevant quality standards and identifying measures to eliminate causes of unsatisfactory results apart from rectifying the shortcomings in the project results.

Tools and Techniques

1. Cause and Effect Diagram
2. Control Charts
3. Flowcharts
4. Histogram
5. Pareto chart
6. Run chart
7. Scatter diagrm
8. Statistical Sampling
9. Inspection
10. Defect repair review

Project Time Management

________________

________________
AIMS, UK

Project Time Management includes the processes required to accomplish timely completion of the project.

Activity Definition

Define Activities

the scope baseline is used here as it represents the approved (stable) scope
further decompose work packages into activities for more detailed and accurate estimations
‘activities’ is the PMI terminology for ‘tasks’ and ‘work efforts’
activity is more related to the actual work/process to produce the deliverables
activity types: level of efforts (support, measured in time period), discrete efforts or apportioned effort (in direct proportion to another discrete effort)
activities have durations while milestones do not (zero duration)

Activity Sequencing

Sequence Activities

WBS is no longer needed, so the Project Scope Statement is the input rather than scope baseline
Precedence Diagramming Method (PDM) to diagram dependencies
Network Diagramming Tools are software tools that graphically represent activity sequences
network diagrams: shows dependencies, duration, workflow, helps identifying critical paths
precedence relationships (also known as ‘activity on node (AON)‘ approach): finish-to-start (~95%), start-to-start, finish-to-finish, start-to-finish (least)
Activity on Arrow (AOA) or Arrow Diagramming Method (ADM) activities are represented as arrows, dashed arrows represent dummy activities (duration: 0) that shows dependencies
Graphical Evaluation and Review Technique (GERT) allows for conditional branching and loops
Network Dependency Types (to be determined during Sequence Activities Process):
Mandatory Dependency (hard logic): A must be completed before B begins/ technical dependencies may not be hard
Discretionary Dependency (preferred, soft logic): sequence preferred by the organization, may be removed should fast-tracking is required
External Dependency: dependency required by external organization
Internal Dependency: precedence relationship usually within the project team’s control
Milestones: the completion of a key deliverable/a phase in the project, as checkpoints/summary for progress, often used in funding vendor activities
Milestone list is part of i) project plan, ii) project scope statement, iii) WBS dictionary
Leads: begin successor activity before end of predecessor, for schedule compression (fast tracking) (negative lags)
Lags: imposed delay to successor activity, e.g. wait 2 weeks for concrete to cure (FS +14 days)
Network Diagram Setup : 7-box method, usually using software tools or 5-box method
if the ES and LS are identical, the activity is on the critical path

Activity Resource Estimating

closely related to Estimate Cost Process (in Cost Management)
resource calendar spells out the availability of resources (internal/external) during the project period
matches human resources to activities (as human resources will affect duration)
effort (man day, work week, etc.) vs duration vs time lapsed (total time needed, including holidays, time off)
alternative analysis includes make-or-buy decisions, different tools, different skills, etc.
Activity Resource Requirements may include the basis of estimation

Activity Duration Estimating

Consult subject matter experts, i.e. the one carrying out the actual work to come with with the estimation.  PM should not make them on his own when data is not available. If data is available, statistical techniques can be used.

Analogous Estimating: based on previous activity with similar nature (a form of expert judgement), used when little is known or very similar scope, works well when project is small, NOT ACCURATE

Parametric Estimating: based on some parameters, e.g. the time for producing 1000 component based on that for 1 component * 1000, use an algorithm based on historical data, accuracy depends on the parameters selected, can be used on [a portion of / the entire] project

One-Point Estimating: based on expert judgement, but highly unreliable

Three-Point Estimating: best (optimistic), most likely (realistic), worst (pessimistic) cases,

Triangular Distribution vs PERT (Project Evaluation and Review Techniques, Beta Distribution, weighted average using statistical methods [most likely * 4 – 95% confidence level with 2 sigma]), triangular distribution (non-weighted average of three data points), uncertainties are accounted for
In real world applications, the PERT estimate is processed using Monte Carlo analysis, tie specific confidence factors to the PERT estimate

Bottom-Up Estimating: a detailed estimate by decomposing the tasks and derive the estimates based on reliable historical values, most accurate but time-consuming

Heuristics: use rule of thumb for estimating
standard deviation (sigma value, deviation from mean, to specify the precision of measurement): 1 sigma: 68%, 2 sigma 95%, 3 sigma 99.7%, 6 sigma 99.99%
accuracy is the conformance to target value
contingency reserve: for known unknowns, owned by PM, may be updated, part of schedule baseline
management reserve: for unknown unknowns, owned by management, included in overall schedule requirements

Update to documents: basis of estimates, assumptions and contingencies

Activity duration estimate may be in a range, don’t include lags

Schedule Development

The schedule baseline is the approved and signed version of project schedule that is incorporated into the PM plan
the schedule is calendar-based taking into accounts holidays/resource availability/vacations
vs the time estimate (work effort/level of effort) just describes the man hours / man days


Slack/Float: activities that can be delayed without impacting the schedule
Free slack/float: time an activity can be delayed without delaying the Early Start of the successor
Total slack/float: time an activity can be delayed from early start without delaying the project end date (scheduling flexibility), can be negative, 0 (on the critical path) or positive
Project Float: without affecting another project
Negative float: problem with schedule, need schedule rework
Project slack/float: time the project can be delayed without delaying another project
Early Start (ES) – earliest time to start the activity
Late Start (LS) – latest time to start without impacting the late finish
Early Finish (EF) – earliest time to end the activity
Late Finish (LF) – latest time to finish without impacting successor activity
Slack/Float = LS – ES or LF – EF
The float is the highest single value along the critical path, NOT the sum of them

Critical Path: the longest path that amount to shortest possible completion time (usually zero float, activities with mandatory dependency with finish-to-start relationship), can have more than 1 critical paths (more risks), critical paths may change (keep an eye on near-critical paths)
activities on the critical path are called critical activities
Path with negative float = behind schedule, need compression to eliminate negative float
Forward Pass : compute the early start
Backward Pass : compute the late start
Fast Tracking : allow overlapping of activities or activities in parallel, included risks/resource overloading
Crashing : shorten the activities by adding resources, may result in team burnout

Scheduling Techniques

Critical Path Method (CPM) – compute the forward and backward pass to determine the critical path and float
Critical Chain Method (CCM) – deal with scarce resources and uncertainties, keep the resources levelly loaded by chaining all activities and grouping the contingency and put at the end as project buffer, for activities running in parallel, the contingency is called feeding buffer (expect 50% of activities to overrun)
Buffer is determined by assessing the amount of uncertainties, human factors, etc.
Parkinson’s Law: Work expands so as to fill the time available for its completion.
Resource Optimization Techniques
Resource leveling is used to adjust the variation in resource loading to stabilize the number of resources working each time and to avoid burnout, may need to extend the schedule in CPM
Resource smoothing is to adjust resource requirements so as not to exceed predetermined resource limits, but only optimized within the float boundaries

Modeling Techniques

What if analysis: to address feasibility/possibility of meeting project schedule, useful in creating contingency plan
Monte Carlo: run thousand of times to obtain the distribution using a set of random variables (stochastic variables), use a combination of PERT estimate and triangular distributions as end point estimates to create the model to eliminate schedule risks, the graph is a ‘S’ curve
Network Diagram: bar charts with logical connections
Hammock activities: higher-level summary activities between milestones
Milestone Charts: show only major deliverables/events on the timeline
data date (status date, as-of date): the date on which the data is recorded
the Schedule Data includes schedule milestones, schedule activities, activities attributes, and documentation of all assumptions and constraints, alternative schedules and scheduling of contingency reserves
The Project Calendars identify working days

 Schedule Control

Measuring results, making adjustments,
Adjust metrics
Performance Review includes: Trend Analysis, CPM, CCM, Earned Value Management
Change Requests generated are to be assessed in the Perform Integrated Control Process

http://edward-designer.com/web/pmp-project-time-management/

Project Scope Management

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________________
Edureka! upload


Project Scope:  activities and processes needed to be performed to deliver the product scope, assessed against the scope baseline (scope statement, WBS and WBS dictionary), e.g. including testing & quality assurance, assessed against the PM plan

Scope management to prevent scope creep (additional requirements added without any proper control)

The completion of project scope is measured against the project management plan whereas the completion of product scope is measured against the product requirements/WBS

Gold plating – additional requirements initiated by the team members to exceed expectation, considered a subset of scope creep

Scope Baseline:   Scope statement + WBS + WBS dictionary

WBS includes only the deliverables/outcomes/results (not actions)

Scope Planning or Plan Scope Management

Scope Management Plan: how the scope will be defined, validated and controlled
including how to prevent scope creep, how to handle change requests, escalation path for disagreement on scope elements between stakeholders, process for creating scope statement, WBS, processing CR, how the deliverables will be accepted
Requirements Management Plan: how the requirements will be managed, documented and analyzed,
including how to process requirements, address missed requirements, configuration management, prioritize requirements, metrics (and rationale) for defining the product, define the traceability structure (in RTM), authorization level for approving new requirements
important: primary means to understand and manage stakeholder expectations

Collect Requirements

Requirement: a condition/capability that must be met /possessed by a deliverable to satisfy a contract/standard/etc., including quantified/documented needs, wants, expectation of the sponsor/stakeholder/customer
Business requirements – support business objectives of the company
Stakeholder requirements
Solution requirements – functional (product behavior) and nonfunctional requirements (reliability, security, performance, safety, etc.)
Transitional requirements : temporary capability including data conversion/tracking/training
Project requirements : actions/processes/conditions the project needs to met
Quality requirements : quality criteria defined by stakeholders
Requirements Collection Tools
interviewing (expert interviewing)
focus groups (with SME and pre-qualified stakeholders)
facilitated workshops (QFD (Quality Function Deployment) – capture VOC voice of customer, translate customer needs into requirements; JAD (Joint Application Design) – facilitated workshop for IT and knowledge workers)
questionnaires and surveys
observation (shadowing or Gemba)
prototypes
context diagrams (diagrams showing input/source and output, to show how people interact with the system)
document analysis
Group Creativity Techniques: brainstorming, nominal group technique (to rank brainstormed ideas by voting anonymously), mind-mapping, affinity diagram (KJ method – group ideas into larger categories based on their similarity and give titles to each group), Delphi technique (for experts with widely varying opinions, all participants are anonymous, evaluation of ideas funneled by a facilitator), Multi-criteria Decision Analysis (with a decision matrix)
Group Decisions-making Techniques: Analytic Hierarchy Process (AHP, for complex decisions, give different weighs to factors to build an hierarchy), Voting (unanimous, majority >50%, plurality, dictatorship)
Requirements Traceability Matrix tracks requirements from origins to deliverables, including source of requirements and completion status, effective to prevent gold plating (also work with work authorization system)
requirement documentation needs to be unambiguous, traceable, compete, consistent and acceptable to key stakeholders and is approved by the customer and other stakeholders

Scope Definition

project & product scope, outlines what will be and what will NOT be included in the deliverables, including details of risks, constraints and assumptions
vs project charter which includes high-level descriptions
provides alternatives if the budget and schedule could not meet management’s expectations
Product analysis includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis
value engineering is a part of the product analysis technique (Value Engineering (value analysis, value management, value methodology) – finding alternatives to constraints to improve product/reduce cost without sacrificing the scope)
project scope statement includes objectives, (project and product) scope, requirements, boundaries, deliverables, acceptance criteria, constraints, assumptions, milestones, cost estimation, specifications, configuration management requirements, approval requirements, etc.
The scope statement is progressively elaborated

Create WBS

The WBS must be created (if take on a running project without WBS, stop the project and prepare the WBS first)

WBS is a structured hierarchy created by the organization/stakeholders, can be in an organization chart or table form, based on the project deliverables (not tasks needed)

can be a template in OPA
a higher level above a work package is ‘control account‘ (control point where scope, cost and schedule are compared to earn value for performance measurement), a work package can have only ONE control account

WBS includes 100% of scope (100% rule)
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
WBS is a decomposition tool to break down work into lowest level manageable (time and cost can be estimated, work package can be assigned to a team member) work packages, e.g. by phase or major deliverables
different work packages can be at different levels of decompositions
WBS does not show dependencies between work packages, but a WBS dictionary does (WBS dictionary clarifies WBS by adding additional information)
the major deliverables should always be defined in terms of how the project will actually be organized, for a project with phases, the decomposition should begin with the phase first
scope baseline, an output from Create WBS, is created by the project team
the work packages are broken down enough to delegate to a staff, usu. 8 – 80 hours work

Scope Verification

Validate Scope

gain formal acceptance of deliverables from customer/stakeholders (e.g. obtain customer sign off, requirements validations, etc.) near the end of project/phase/each deliverable, e.g. user acceptance test
work performance data tells how the deliverables were created, work performance data includes non-conformance and compliance data
change requests may be an output
if no formal sign off is received as stipulated, follow the pre-defined process in PM plan, e.g. escalation to management
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
vs Control Quality: the process of monitoring/recording results of executing quality activities to assess performance and recommend necessary changes, e.g. unit testing -> high quality vs low quality
need to perform even in case of early termination/cancellation of the project to save any usable deliverables for other projects

Scope Control

Assessing additional requirements by the customer or proactively overlooking the project scope
measure the work product against the scope baseline to ensure the project stays on track proactively, may need preventive, corrective actions or defect repair

To prevent unnecessary changes (either internally or externally requested) to the project
a documented and enforced change control process

The customer has the ultimate authority to change scope while the senior management can make use of management reserves

Variance analysis – method to compare planned (baseline) and actual work and determine the causes/actions e.g. update baseline (keep the variance) or preventive/corrective actions, both need CR

Work performance info – scope variance, causes, recommended action
may update the inputs – requirements documentation & requirement traceability matrix & lessons learnt in OPA

http://edward-designer.com/web/pmp-project-scope-management/

Project Management Processes for a Project

The Project Management Process Groups were already introduced in an earlier article.

Initiating
Planning
Executing
Monitoring and Controlling
Closing


Planning and Executing are iterative. Monitoring and Controlling is exercised over Planning and Executing.


The process groups is not in sequence

The PM should tailor the choices of processes to fit in individual processes (tailoring) based on deliverables (they are often incremental in nature)

Initiating

align project purposes with stakeholders’ expectations
assign a project manager
identify stakeholders and develop project charter
document business case (created by initiator, maybe well before the initiating process group) and cost-benfit analysis, identify high-level risks, identify project selection criteria
early in the process, the staffing, costs and chance of success are low, risk and stakeholder influence are high
may be performed at portfolio/program level (i.e. outside the project’s level of control)

Planning

Create:


Project Management Plan [why the project? what to deliver? who do what? when accepted? how executed?],

subsidiary documents (schedule baseline, cost baseline, performance management baseline, scope baseline (scope statement, WBS, WBS dictionary) and subsidiary management plans (scope, schedule, budget, quality, human resources [roles & responsibility, organization chart and staffing management plan include the staff need, rewards, safety and training need] , stakeholder, requirements, process improvement, communication, change, risk and procurement) – all are not finalized until a thorough risk management has been performed, need to be approved before work begins

All plan and documents can be formal or informal, generalized or detailed, depending on needs

Project Management Plan maybe continually updated during the project with rolling wave planning / progressive elaboration

Obtain approval of plan from designated stakeholders, changes to the project management plan and subsidiary documents/plans need formal procedures described in the change control system
hold kick-off meeting

Planning process group is the MOST important, with over 1/2 of all the 47 processes in this group.

May need re-planning based on the observations and feedback from  the executing/monitoring processes

Executing

Allocating resources and giving authority to concerned people to use resources.

Direct and manage project work to satisfy project specifications

Coordinating human/infrastructure resources in accordance with the project management plan

Updates and re-baselining the project management plan and subsidiary management plans
normal execution, manage contracts, acquire, develop & manager project team, perform quality assurance and manage stakeholder expectation/communication

(quality assurance)

continuous improvement process

Monitoring and Controlling

Measure performance, address change requests, recommend corrective/preventive measures and rectify defects
usually performed at regular intervals

Control the quality, inspection and reporting, problem solving, identify new risks
reassess control process

should there be any internal deviance from the stated plan, the PM should make correction (use contingency reserve if necessary)

monitor and control project work and integrate change control
make sure only approved changes (through integrated change control) are incorporated

Closing

When the Project is finished or cancelled

Final product verification, contract closure, produce final report (closeout documentation), obtain formal acceptance, archive, release resources, close project

Feedback, review and lessons learned (about the process), transition of deliverables to operation
procurement closure and administrative closure


Product-oriented Processes

initiating
planning and organizing
executing
closing

http://edward-designer.com/web/pmp-project-management-processes-knowledge-areas/

Tailoring PM Methodology for a Project
http://www.pmi.org/~/media/PDF/learning/benefits-of-tailoring.ashx

Introduction to Project Management

The PMBOK Explanation

What is a “Process” of project management?

At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. Good processes-based on sound principles and proven practices-are extremely important for a project’s success.

Processes, like a roadmap, keep the project going in the right direction; they can also help minimize confusion and uncertainty among the project manager and the project stakeholders and can help drive progress from start to finish.

The PMBOK identifies 47 processes of project management that are instrumental to project success.



What is “Knowledge Areas”?

The Knowledge Area of PMBOK is made up of a set of processes, each with inputs, tools and techniques, and outputs. These processes, together, accomplish proven project management functions and drive project success. Thus, the Knowledge Areas are formed by grouping the 47 processes of project management into specialized and focused areas. Knowledge Areas also assume specific skills and experience in order to accomplish project goals.

The PMBOK® Guide currently recognizes 10 Knowledge Areas:  Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, Project Procurement Management, and Project Stakeholders Management



What are “Process Groups”?


The 47 processes of project management are also grouped into five categories:

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


These groupings reflect the logical integration and interactions between the individual processes, as well as the common purposes they serve. That is, the Process Groups band together the project management activities that are relevant to each project phase and provide a means for looking at best practices within one Knowledge Area at a time.

It’s important to remember that Process Groups are not the same as project phases-most projects are comprised of multiple subprojects or phases, and you’ll likely repeat each of the Process Group activities within each project phase or subproject.

The Process Groups describe the actions the Project Manager (and team) needs to do.  They provide a logical sequence of steps within the Knowledge Area.




Important Terms and Concepts

Project: It is a temporary endeavor to create a unique product, service or result (or enhancement of existing services/products). It has a beginning and an end.


Process – a package of inputs, tools and outputs, there are 47 processes defined by PMI

Phases – a group of logically related activities, produces one or more deliverables at the end of the phase (maybe with exit gate/kill point [probably in a sequential relationship])

Phase-to-Phase relationship: sequential -> finish-to-start; overlapping -> for schedule compression (fast tracking); parallel


Operation manages process in transforming resources into output
projects have more risks and uncertainties than operations and require more planning

Program – a group of coordinated projects, taking operations into account, maybe with common goals, achieving benefits not realized by running projects individually, if only the client/technologies/resource are the same, then the projects should be managed individually instead of a program

Portfolio – group of programs/projects to achieve organizational strategic goals within the organization/operation management, all investments of the organization, maximize the value by examining the components of the portfolio and exclude non-optimal components

Projects are initiated in response to:

market demand, organizational need, customer request, technological advance, legal requirements, to support organization strategic plan.

Projects as a plan show increase in value. When implemented they result in value increase. The capital value increase of an organization is realised as cash flow through operations which are done over a number of years through periodic budgets.

Business Value is the total values (tangible and intangible) of the organization

Organization Strategy may be expressed through mission and vision

Use of portfolio/program/project management to bridge the gap between organization strategy and business value realization
Progressive Elaboration (rolling wave planning is one of the methods used in activity planning) – analysis and estimation can be more accurate and elaborated as the project goes (usually in phased projects) such that detailed planning can be made at that point

Project Management

Project Management – the application of (appropriate) knowledge, skills, tools & techniques to project activities to meet the project requirements and achieve customer satisfactions

The most important task is to align stakeholder expectations with the project requirements, around 90% of the PM’s work is related to communication with stakeholders



Competing constraints: time, cost, scope, quality, risk, resources

Project Management Office (PMO) – standardizes governance, provides training, shares tools, templates, resources, etc. across all projects/programs/portfolios

3 forms: supportive, controlling and directing (lead the project as PM)
functions: training, resource coordination, methodology, document repository, project management oversight, standards, career management of PMs

may function as a stakeholder / key decision maker (e.g. to terminate the projects)
align portfolios/programs/projects with business objectives and measurement systems
control shared resources / interdependence across projects at the enterprise level
play a decisive role in project governance

Organizational Project Management (OPM)

strategy execution framework utilizing portfolios, programs and projects and organizational enabling practices (technology, culture, etc.) for achieving organizational objectives
linking management principles with strategy, advance capabilities
Management by Objectives (MBO) : is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization in order to achieve them.

Organizational Project Management Maturity Model (OPM3) : provides a method for organizations to understand their Organizational Project Management processes and measure their capabilities in preparation for improvement.

Project Manager (PM)

Project Manager: knowledge, performance, personal – general (organization, planning, meeting, control) management, interpersonal (communication, leadership, motivation, influence, negotiation, trust building, political and cultural awareness) skills

leader of the project irrespective of the authority

should consider every processes to determine if they are needed for individual projects

PM may report to the functional manager, program manager, PMO manager, operation manager, senior management, etc., maybe part-time or devoted

PM identifies and documents conflicts of project objectives with organization strategy as early as possible

Skills: leadership, team building, motivation, influencing, coaching, trust building, communication, political awareness, cultural awareness, decision making, conflict management, negotiation

PM must balance the constraints and tradeoffs, effectively communicate the info (including bad news) to the sponsor for informed decisions

PM need to involve project team members in the planning process

Project Team includes PM, project management staff, project staff, PMO, SME (subject matter experts can be outsourced), customer representative (with authority), sellers, business partners, etc., maybe virtual or collocated

Senior management must be consulted for changes to high-level constraints


Popular Video on YouTube

Top 10 Terms Project Managers Use
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Project Management Videos
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http://edward-designer.com/web/introduction-to-pmbok-guide-knowledge-areas-processes-process-groups/

http://edward-designer.com/web/pmp-terms-concepts/

Project Management - Subject Update

The Basics of Good Project Management
Presenter: Greta Blash
She is a certified project manager whose extensive experience enables her to concurrently manage multiple high-risk, high-tech projects. She also holds an agile certification and business analysis certification from Project Management Institute (PMI), the world’s leading professional association for the project, program and portfolio management profession.

Greta has taught project management certification courses worldwide for the last five years.
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Uploaded March 2015



Best Practices in Project Management: Coping with Conflict

Presenters: Greta Blash and Steve Blash
Presented on 11 September 2015

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Uploaded 18 Sep 2015

Principles of Project Management

An equitable commitment between the provider of resources and the project delivery team must exist
before a viable project exists.

The measures of project success, in terms of both process and product, must be defined at the beginning
of the project as a basis for project management decision making and post-project evaluation.


http://www.maxwideman.com/papers/principles/principles.pdf

Software Cost Management - Article 2

Article 1 on the topic  http://nraomtr.blogspot.in/2011/11/software-cost-management.html

A good seminar on Cocomo Model which is based on Thousand Delivered Source Instructions (KDSI)
https://files.ifi.uzh.ch/rerg/arvo/courses/seminar_ws02/reports/Seminar_4.pdf


A text book chapter having content on soft productivity estimation and cost estimation
http://ifs.host.cs.st-andrews.ac.uk/Books/SE7/SampleChapters/ch26.pdf