Knowledge area
Input
T&T
output
process area
Integration
Develop Project charter
Project statement of work, business case, OPA,EEF
Agreements
Expert judgment ; falicitaion technique
Project Charter
Initiation
Integration
develop Project Mngmt plan
Project Charter, outputs from othe processes, EEF,OPA
Expert judgment ; falicitaion technique
Project management plan
Integration
Direct & Manage project work
PM plan, approved change request, EEF and OPA
Expert judgment ;PMIS;meetings
Integration
Monitor and conrtol project work
PM plan;cost forecasts,schedule forecasts;work
performance info;validated changes;EEA;OPA
Expert judgment;PMIS;meetings;analytical judgment
Change request;work performance
reports;Pmplan update;project doc update
Monitor and control
Integration
Perform integrated change control
Pmplan; work performance reports;change
request;OPA.EEF
Expert judgment;meetings;change control tools.
Approved chabge request.Change
log.Pmplan update.Project document
update
Monitor and control
Integration
Close project
PM plam; accepted deliverables;OPA
Expert judgment;meetings;analytical judgment
Final product/service; OPA updates
close
Scope
Plan scope management
PM plan;Project charter; EEA;OPA
Expert judgment ;meetings
Scope management plan; Requirements
management plan
Plan
Scope
collect requirements
Scope management plan; Requiremet mngmt plan;
stake holder management plan;project
charter;stakeholder register
Interviews;focus groups;facilitated worshop;group
decision making;questionaarie and
surveys;observations;prototype;benchmarking
Requirement documents; requirement
rtacebility matrix
Plan
Scope
define scope
scope mngmnt plan; project charter, requirement
documents;OPA
expert judgment;product analysis,alternative
generation;facilitated workshops
Project scope statement; project doc
updates
plan
Scope
create WBS
project scope stetement scope mngmt plan;
requirement docs,EEF,OPA
decopmosition ;Expert judgment
Scope baseline; project documents update
Plan
Validate scope
PM plan ;requirement documentation;
requirementstracebility matrix;work performance
data; verified deliverables
Inspection;group decision making methods
Accepted deliverables;Change
requests;work performance info.project
document updates
Monitor and control
Scope
Control scope
PM plan ;requirement documentation;
requirementstracebility matrix;work performance
data; OPA
Variance analysis
work performance information;change
request;Pmplan update;project doc update;
OPA updates
Monitor and control
Time
Plan schedule management
PM plan;Project charter; EEA;OPA
Expert judgment ;meetings
schedule mngmnt plan
Plan
Time
Define activities
schedule mngmnt plan; scope baseline; EEF;OPA
decomposition; Rolling wave planning; expert
judgement
Activity list;activity attributes;milestone list
Plan
Time
sequence activities
schedule mngmnt plan; OPA;Activity list;activity
attributes;milestone list;project scope statement;EEF
Precedence diagraming method. Dependency
determination;Leads and lags.
Project schedule network diagram;Project
document updates
Plan
Time
estimate activity resources
schedule management plan;activity list;activity
attributes;resource clander;risk rigster;activity cost
estimates;EEF;OPA
Activity resource requirement;resource b/d
structure;project doc update.
Plan
Time
estimate activity durations
schedule management plan;activity list;activity
attributes;resource clander;risk rigster; project scope
statement;EEF;OPA resource b/d structure.activity
resource requirement
activity duration estimate;project doc
updates
Plan
Project schedule;schedule data;project
calandars;PM upadtes;Project doc updates
Plan
work performance information;schedule
forecasts;change request;PM plan
updates;Project document updates,OPA
updates
Monitor and control
Scope
Time
Process
develop schedule
Bottom up estimating; project management
software;expert judgement
paramtric;analogues,three point and group decision
making technique;reserve analysis
schedule management plan; activity list;activity
schedule network analysis;critical path method;critical
attributes,project schedule network diagarams;activity
chain method;resource optimisation
resource requirements;resource calanders;activity
technique;modelling technique;leads nad lags;schedule
duration estimates; project scope statements;resource
compression
b/d structure;project staff assignments
deliverables;change requests;project doc
updates;work performance data
Plan
execute
Time
control schedule
Project management plan;Project schedule;work
performance data;project calandrs;
Performance review;Project management
software;resource optimisation technique;modelling
technique;
Cost
Plan Cost management
PM plan;Project charter; EEA;OPA
Expert judgment ;meetings
cost mngmnt plan
Plan
activity cost estimates;basis of
estimates;project documents updates.
Plan
Cost
Estimate cost
Cost management plan; HR management plan;scope
baseline;project schedule;risk rigister;OPA
Expert judgement,bottom
up,parametric,analogous,three point,reserve
analysis.cost of qulity;project mangment
software,vendor bid analysis;group decision make
techniques
Cost
determine budget
Cost management plan;scope baseline;activity cost
estimates;basis of estimates;resource calenders;Risk
register;agreement;OPA
cost aggression;reserve analysis;expert
judgement;historical info;funding limit reconciliation
cost baseline; project funding
requirement;project document updates
Plan
Cost
control cost
PM plan;project funding requirements;OPA,work
performance data
Earned value measurement;forecasting;to complete
performance index
Work perfomance information;cost
forecasts;change requests;
Monitor and control
Cost/benifi analysis;cost of quality.seven basic
PM plan;stake holder register;risk register;requiremets
tool;benchmarking;design of
documentation;EEF,OPA
experiments;meeting;statisticl sampling
quality management plan;process
improvement plan;quality metricsquality
checklists;project document updates
Quality
Plan quality management
Quality
Perform Quality assurance
Quality
Control Quality
HR
Plan HR management
PM plan; Activity resource requirements:OPA;EEF
HR
Aquire project team
HR management plan;EEF;OPA
HR
Develop team
HR management plan;project staff
assignments;resource clanders
Inter personel skills,team building,training;ground
rules,colocation;recognition and rewards
HR
Manage team
HR management plan;project staff assignments;team
performance assessments,issue logs,work performance
reports,OPA
observation and conversation;project performance
appraisal;conflict management;interpersonal skill
change request; updates of OPA
Pmplan,EEF,project docs
Communication
Plan communication
management
PM plan;Stakeholder rigister,OPA;EEF
Communication model;commnication
methods,communication analysis;communication
technology;meetings
Comm.mangment plan.Project doc updates
Plan
Communication
Manage communications
communication management plan;work performance
reports;EEF;OPA
Communication model;commnication
method;communication technology
Project communication. PM plan update
execute
Communication
Control communications
PM plan;Project comunications,issue log,work
performance data;OPA
Information management system;Expert
judgement;meeting
work perormance info;change request;
(Pmplan+ Proj doc+ OPA)updates
Monitor and control
Risk
Plan Risk management
PM plan; Project charter;Stakeholder rigister,OPA;EEF
analytical technique;expert judgement;meetings
Risk management Plan
Plan
Risk
Identify risk
(risk+cost+schedule+quality+HR)management
plan;Scope baseline ; activity cost estimates ;activity
duration estimates; stakeholder register ;project
documents;procurement documents ;EEF ;OPA
documentaionreviews;information gathering
techniques;checklist analysis;diagramming
analysis;SWOT analysis;expert judgement
Risk Register
Plan
Risk
Perform qualitative risk
analysis
Risk management plan; scope baseline;risk
register;EEF;OPA
Risk probability and impact assessment ;probability and
impact matrix;risk data quality assessment;risk
categorisation;risk urgency assessment;expert
judgement
project document updates
Plan
Risk
perform quantitative risk
analysis
risk management plan; cost management
plan;schedule maangement plan;risk register;EEF;OPA
data gathering and representatio techniques;quantitave
risk analysis and modelling;expert judgement
project document updates
Plan
Risk
Plan risk responses
Risk management plan ; risk register
strategies for negetive risk or threat. Strategies for
positive risk or opportunity;contingency response
project document and PM plan updates
Plan
Risk
Control risk
PM plan; risk register;work performance data;work
performance report
risk assessment; risk audits;variance and trend
analysis;tech performance measurement;reserve
analysis; meeting
work performance info;change request;
project doc update;OPA updates
Monitor and control
Procurement
Plan procurement
management
PM plan;Requirement documentation;risk
register;activity resource requirement;project
schedule;activity cost estimates;stakeholder
register;EEF ;OPA
Procurement
Conduct Procurements
Procurement management plan;Procurement
documents;source selection criteria;seller
propsal;project documents;make or buy
decision;procurement ststement of work;OPA
Procurement
Control procurement
Procurement
close procurement
Stakeholder
Stakeholder
QM plan;Process improvement plan;quality
metrics;project docs
Quality management and conreol tools;quality audits;
process audits
PM plan; quality metrics ; checklist; work performance Seven basic quality tools;inspection;sttistical
data;approved change request;deliverables;OPA
sampling;approved change request review
Expert judgement;meeting;organisation
chart;organisational theory.
Preassignments;negotiation;aquistion;virtual
team;multi criteria decision updates
Make buy analysis; expert judgement;market
research;meetings
bidder conference;proposal evaluation
technique;independent estimates;expert
judgement;analytical techniques;procurement
negotiation
Plan
change requests;PM plan updates;project
docs updates. OPA update
execute
Quality control measuements; validated
changes;validated deliverables;work
performance information;change
requests;PM plan updates;project doc
updates.
Monitor and control
HR management plan
Plan
staff assignments;resouce calnders;PM plan
updates
execute
Team performance assessment. EEF
updates
execute
Procurement management plan;
procurement ststement of
work;procurement documents;source
selection criteria;make -buy deciion;change
request
selected seller;agreements;resource
calendar;change request; Pmplan dand doc
updates
execute
Plan
execute
Procurement mamnagement plan;procurement
documents;agreements;approved change request;work Contract change control system;Procurement
performance review;Inspections and
performancereports and data
audits;Performance reporting;Payment systems;Claims
administrations;Records management system
Work performance information;Change
requests;Project management plan
updates;Project documents
updates;Organizational process assets
updates
PM plan ;Procuerment docs.
Procurement audit;procurement negotiations;record
maangemnt system
closed procurement; OPA updates
close
identify stakeholder
Project Charter;Procurement documents;OPA;EEF
Stakeholder analysis;expert judgement;meeting
stakeholder register
Initiation
plan stakeholder management
Project management plan; stake holder
register;OPA;EEF
stake holder management
plan;procurement docs update.
plan
expert judgement ;meetings ;analytical techniques
Monitor and control
Stakeholder
Stakeholder management plan; Communication
management plan;Change log;OPA
manage stakehoder engagement
control stakeholder engagememgt PM plan ;issue log; work performance data;project
docs.
Stakeholder
Scope Management Plan : How scope is defined
validated controleed;prevent scopec creep,handle
change request
communication methods ;interpersonal skill
;management skill
Issue log; change request; PM plan updat
;Project doc update ;OPA update
execute
expert judgement; meeting; info management system
work performance info;change request;
project doc update;OPA updates
Monitor and control
Ruirementy managmt plan: How requirement documented,managed,analysed. How to process
requirements,address missed requirements;prioritise requirements. Authorisation level
Focus groups: subject matter expert + SH
Collect requirements: What are the requirements to
producing deleiverable-- Quality
Facilated w/s : stakeholder with different perspective
standards/contracts,international regulations,
Brain storming: Building on each others idea
qty,dcoumentation requirements etc
Project Scope statement includes objectives,scope,requirements,boundaries,deliverables,acceptenace
crireria,milestone,assumptions constraints
SCOPe management plan is the primary measn to
understand and manage SH expectations
Requirement Tracebility matrix: : tracks requirements from origin to
deliverables. Requimrnt documents: needs to be
unambigous.consistant ,tracable;acceptable to SH
Grou[ decision making techniques
delphi : anonymous
majority above 50% pluralioty,dictatorship
Product Analysuis:
Alternative generation
WBS: Deliverbale orineted heirarchical decomposition
Work packages are broken down enough too delegate staff usually 8 to 80 hrs
WBS can be a template in OPA
Code of accounts: numbering system to identify WBS components.
A level highrer in work package is control account. One work package
on control account. WBS dictioanry describes schedule
milestones,duration,descriptins. HELPS PREVENT SCOPE CREEP
Scope baselines: Project scope statement+ WBS =WBS dictionary
Roling wave planning: Near term work planned in detail future work planned at higher level
PDM: F-S is th most common
Activity attributes similar to milestones but act atributes may have durations/resource &cost requirements
IF ES & LS are identical project is on critical path
Mile stone list is part of - 1)project plan 2)projecct scope
satement 3) WBS dictionary
Analogous: Top down ;based on previous project of similar nature(expert judgment); used for small projects;scope not known or little known;not accurate
Parametric: : Quantitatively determined; based on some parametres
3 point (PERT)or beta:( P+4M+O)/6
one sigma -68% ;two sigma =95%;3 sigma-99.7;6 sigma- 99.99%
Reserve analysis :To cover the cost at the time of risk
SD =(P-O)/6 : Variance= (P-O/6)2
Crashing: adding resources; Fast tracking: overlapping activities.
Contingency reserve -- for known risk
Project estimates + contingency reserve == coat baseline
One point : expert judgement;highly unreliable
Bottom up :detailed estimate;more accute ,most time consuming
Heistirics: Rule of thumb
3 point (average or triangular) = (P+O+M)/3
Management reserve -- unknown risk.
COST baseline + management reserve = Budget
ROM estimate :-25 to 75
Cost variance (CV)= EV-AC
Planned value(PV) ; AS of today what is the estimated value of work planned to be done
schedule variance(SV) = EV- PV
earned value (EV) : As of today what is the estmated value of work actually accomplished
Cost performance indicator= EV/AC
Actual Cost(AC): As of today what is the actual cost incurred for the work accomplished
CV --- if negetive is over budget ;+ve under budget
Sv == _ve behind schedule
SPI = EV/PV
Budget at Completion (BAC):How much did we budget for the total project effort
CPI == more than one is good
EAC = BAC/CPI
Estimate at completion(EAC) ; what do we currently expect the total prject to cost( a forecast)
SPI == more than one good
EAC= AC + ETC
Estimate to complete(ETC): From this point how much more do we expect to complete
VAC =BAC -EAC
Variance at completion(VAC):As of today how much over or under budget we expect the project
TCPI =(BAC-EV)/(BAC-AC)
Joseph juran -80/20 priciple and fitness for purpose
Edward deming with shezwan : Total Q management and PDCA; 85% quality problem are due to mangement
Phillip crosby : Zero defects;prevention over inspection;comformance to requirements
Quality metrics : mean time of quality failure; usually
have number of inspectio failure. No of items beyond
specifictaion levels
Cost of Quality
cost of Conformance
Preventive cost(to build
a Q product)
Traing; doc process
appraisal cost( to assess Q)
equpmt ;time to do right
destructive test losses
Just in time : Saving time on inverntory and bringing raw mat just in
time
Bench Marking : Cmompared to past activities /standards
bech marking usually done for systems process which
Cost of non conformance
incur high cost, impact on cust satisfaction quality,cycle time..
Design of expreiments: To determine testing approches and their
impact on quality
ext failure cost( failure found by Cust)
internal failure cost(failure found by project)
esting ;insp
definetive estimate :+
or- 10
budget estimate :-10 to 25
Rework ;; scrap
Liabilities; warranty work ;; business loss
Affinity diagram: Like mind mapping; organise thoughts and how to
solve problems
7 Basic Q tools
Cause and Effect /fishbone/ishiqawa diagram : visual display of logically organise root causes.helps stimulate thinking,organise thoughts
Quality checklist ::: is a list of items requires inspections Quality Check
sheet is for gathering data where as checklist is verification with
refence to acceptance criteia
Flow chart: indicates sequence of activities,action times and decision points.
Checksheets: used for gathering data;organising facts;collecting attributing datat during inspections
Pareto chart :80/20 principle distribution arranged in frequency
Histogram : distribution of variables; summarise data collected over a period of time;helps identify the coause by shape and width of distribution
Control charts : Run charts with control limits;common cuases random events.. Special causes -unique evnts.rule of 7
Scatter diagram :for trending..a form of regression analysis
Staffing management plan : Staffing acquisition,release,resource calander,resource histogram,training,rewards,compliance and safety requirements
RACI matrix: Responsible accountable consult and inform
Heirarchy of needs : Personel needs (Psychological> security>social>esteem>self actualisation)
Organisation breakdown structure: Shows responsibility by department
Hazelberg hygine theory : working conditions,satsfying personel life,good relation with boss and co worker.
Resource break down structure :: by type of resources
Expectancy theory: exxtra work will be rewarded;good results will be rewarded
Team performance assessments : assessing team performance against project performance appraisal
Contingency theory: task oriented,relationship oriented
PM authority : Legitimate,reward,expert,referreent(by charisma or likable) penalty.Exper and reward best penlty worst Leadership theory
Tuckmen model : Forming (independent not open),storming (not collaborative),norming (adjusting work habits an
behaviours beginng to trust); performing (functioning well) and adjourning
Theory X : - thinks employees are lazy avoids works and needs constant supervision
Cultural differences should be considered when reward and awrd
Theory Y assumes employees may be ambitious and self-motivated, will perform given the right conditions
Issue Log : is fed from manage stake holder engagement; used to understand wh is responsible for resolving specific
issues.
Theory Z(japanese)increasingloyaltybyprovidingjobforlifewithfocusonwell-beingofemployee(onandoffjob),produceshigh
productivity and morale
Reason for conflicts: schedule ; project priotrity ; resources ;technical opinions ;adminstrative work ;cost ;personality.
Conflict resolution
Collaborative: confronting or problem solving --best option
Compromise :partially resolve ;reconcile; temporary.
Doing what youre fitted for, true to your nature
Force -- Direct
Smooth : accommodate to satisfy both party
Withdrawal : avoid
Respect, fame, recognition, etc
Directing - Leaders define the roles and tasks of the 'follower', and supervise them closely
Coaching - Leaders still define roles and tasks, but seeks ideas and suggestions from the follower
Belonging, friends, love, etc
Supporting - Leaders pass day-to-day decisions, such as task allocation and processes, to the follower
Delegating - Leaders are still involved in decisions and problem-solving, but control is with the follower
Shelter, security, etc
Goal of project integration: coordinate people, product, infrastructure, system (organization, information) together toward accomplishing the project goals
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.
signed off by the sponsor (the one who supply the money/resources)
Project management plan
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)
created by PM signed off by destined key stakeholder s(project team, project sponsor,project manager)
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)
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 register risk tolerance is part of EEF
Face to face neeting best
validated changes actions taken as a result of the
approved change requests are validated against the original
change requests, to ensure correct implementation
configuration management system contains the most updated version of project documents
Poject selection methods
benefit
measurement/comparat
ive approach
Economic models
constrained
optimisation/mathematical
model)
Murder board
Present value ; net present value ;internal rate of return ;
payback period ; cost benefit analysis
Linear programing
Peer review
Integer programming
scoring models
Dynamic programming
economic models
Multi objective programming
90% of time project manager spends; Affects every part of a project ; Majority of project communication is done in the early stages of the project ; Communications Breakdown (23-27% lost in upward communications)
Meetings - 50% of project managers time
Communication models: three parts .. Sender message and receiver
Formal written : complex problems ,PM plan ,communicating over long distances
Factors like receivers envoirement,culture, language ,expereince effects the receiver decoding message.These types of factors are
called noise ..coz it affects the receivers ability to understand the message
Informal written : Email, hand written notes, text messages ; instant messages.
Formal Verbal : Presentation; speeches
Communication methods;
Informal verbal : Meetings , conversations
Interactive communication : involves two people or more ,one sends others receive and respond.
Effective communication
Communication channels
Non verbal : significant portion is non verbal. body language
N(N-1)/2
Para lingual : pitch and tone of the voice
words ; choice of words form effective
push commucation : one way ..sender sends and dont expect response ..eg status reports
Pull communication : information placed in server for everybody
Performance reporting
staus report ;prgress reporting ;trend report ;forecasting report ; variance repor ;earned value report ; leson learned
What you do with stakeholders throughout the project
Stake holder analysis
Identify all of them
Analysisng their impact and influence throughout the project
Determine their requirement
records from past projects and brainstorming/interviewing
Determine their expectations
Determine their interest
determine their level of influence
Plan how will u manage them
Plan how will u communicate them
Manage their expectation,interest and influence
Communicate with them
Control communication with sh
Fixed price
Cost reimbursable
Issue settle,ments
through claims
buyer pays fixed sum to seller
Negotiation
favourable to buyer
RISK with BUYER
Mideation
firm fixed contracts
outcome may not clear. Need invoice auditing
used for buying expertise not products
arbritation
.price fixed
Cost + fixed fee
litigation
specs known
fee may be % of initial price quoted or final cost
Fixed price incentive
Cost + incentive fee
incentives for faster or better
than contracted
Incentive based on performance
Fixed price economic adjmmt
award soley dependent on buyer and his satifaction
Cost + award fee
Time and materials
Scope not known
for short durations
Force majure : unforeseen accidents
ogiopoly : few sellers
Fait accompli :non negotiable
Bait and switch : providing cheap material specally in fixed
price
factors like raw material,inflation
,envoiremental conditions
used in infrasturcture projects
Procuremet SOQ : is a legal doc
Sellers are external to project team
contract elements : offer ;acceptance ;capacityconsideration,legal purpose
threshold
High level description of acceptance of risk
Measurable axceptance limit for a risk
Risk responses
limit beyond which the risk becomes unacceptable
Mitigate : reduce the probability by making it smaller risk
Risk trigger is an event triggers contingency response
Avoid : eliminate the threat by eliminating the cause
transfer
Exploit : make sure the risk occurs
Residual risk : risk remains after all plans- properly documented and watched
Enhance : increase the likelihood
secondary risk : another risk arise once one risk mitigated. Needds resonse planning for secondary risk
Share
Accept : do nothing..
expected monetory value EMV = P x I
ceiling price - total Price
buyers ratio
Favourable for long term contracts
Risk apetite
Tolerance:
In a fixed price incentive contract in budget
overrun wheen the seller assumes all
additioal cost for delivering is called point of
total assumotion (PTA)
Bidder conference is QA session with biddres
active acceptance-create contingency plan inform SH
passive acceptance : leave as it is and work around
.+ Target cost
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