Knowledg e Areas

Initating Process Group Develop Project charter

-Formally authorizes a prj/phase & documenting initial needs/expect of stakeholder.

Planning Process Group Develop Project Management plan

-Define, integrate-Coordinate all plans

Executing Process Group Direct & Manage Project Execution

- Process of performing the work defined in PMP

Monitoring & Controlling Process Group Monitor & Control Project Work
-process of tracking, reviewing & regulating work defined in PMP

Closing Process Group Close project/Phase

-finalizing all activities across all groups to formally complete the project/phase

Project Integerati on Managem ent

SOW,Business Case,ContractI external Customer,EEF,OPA T EJ, PCO

PC,Output from Plan Process,EEF,OPA EJ PMP-

PMP,ACR,EEF,OPA

PMP,PR,EEF,OPA,

PMP,AD,OPA

Project purpose, Measureable Objectives, Success critirea, High Level Req- Desc- Risk, Summary Milestonebudget Project Selection 1. Benefit Measurement

Life cycle in Prj, Prj process, desc of ITTO, Comm with Stakeholder, Proj baseline( Schd-Cost-Scope) Plans Scope-Req-Sch-Cost-Qlty-Prc Impr-HR-CR-Comm Risk-Prc)

EJ,PMIS Deliverables, WPI, CR, PMPU, PDU

EJ CR,PMPU,PDU

EJ FP,OPAU

Integrated change control

-Reviewing, approving and managing changes for all CRs

2.
I T O Project Scope Managem ent

Constrainzed Optimized

Collect Requirements
Process of defining & docu stakeholder needs for Prj Obj

PMP,PR,EEF,OPA, EJ,CCM CRU,PMPU,PDU Verify Scope

Formally acceptance of completed deliverables

PC,SR Interview,FG,faci Workshop,GCT(group creativity Tech),GDM(Group Decision Making Tech),Q&S,Observations,S urveys Req Doc,RMP,RTM Define Scope
Detailed desc of prj/product

->GDM Unanimity Majority Plurality Dictatorship DUMP

GCTbrainstormin Nominal grp tech(vote) Delphi Idea/mind map Affinity diag BANDI

PMP,RD,RTM,VD(Validated Deliverables) Inspection

AD(Accpt Deliverables),CR,PDU Control Scope

Monitoring status of prj/product and managing changes to scope baseline

PC,RD

PMP,WPI,RD,RTM,OPA

Knowledg e Areas T

Initating Process Group

Planning Process Group EJ,PA(product Anaylsis),AI(Alertnative idenitification),FW(worksho p) PS,PDU Create WBS

Executing Process Group

Monitoring & Controlling Process Group VA(variance Anyalsis)

Closing Process Group

O
Subdividing prj delv to manageable comp

WPM(Work Perfromance Measurements),OPAU,CR,PM PU,PDU

I T O Project Time Managem ent

PS,RD,OPA Decompostion WBS,WBSD,SB,PDU Define Activities

Process of identifying specifc actions to produce deliverables

Control Schedule

Monitoring the status of Prj to update Prj progress and manage changes to schd baseline

SB,EEF,OPA Decompostion,RWP,Templ ates,EJ

T Activity List,Activity Attributes,Milestone List Sequence Activities

PMP,Prj Schd,WPI,OPA Perf Review,VA,PMIS,Resource Levl,What-if Scn,Adjust leads-lags,Schd Comp,Schd tool WPM,OPAU,CR,PMPU,PDU

Performance review-> Measure/Compare & analyze schedule performance such as actual start & planned

Process of identifying and documenting relationship among activites

Activity List,Activity Attributes,Milestone List,PS,OPA PDM,Dependency Determination,Applying Leads & Lags,Sch network templates, Prj Schd Network Diag, PDU Estimate Activitiy Resources

PDM/AON FS,FF,SS,SF Dependency Determination Madatory,Discretionary(preffered -soft)->During fast tracking we should review External

Lead-> acceleration of the successor activity Lag->Delay in the successor

Process of estimating type & quantities of material,people,equip,supplies for each activity.

Total Float=Amount of activity can be delayed without delaying project

Free Float = Amount of activity can be delayed without delaying the start date of the successor

Knowledg e Areas I

Initating Process Group

Planning Process Group Actvity list,Activity Attributes,Resource Calendars,EEF,OPA EJ,AA(Alternative Anaylsis),Published estimating Data,Bottom Up Estimating,PMIS Activity Resource Requiremnts,RBS,PDU Estimate Actvity Durations

Executing Process Group

Project Float = Amount of time project can be delayed without delaying the externally imposed project date.

Monitoring & Controlling Process Group

Closing Process Group

Apprx No of work periods with estimated resource

Actvity list,Activity Attributes,Actvity Resource Requirements,Resorce cal,PS,EEF,OPA EJ,Analogs Estimating,Parameteric Estimating,Three Point Estimating,Reserve Anaylsis Activity Duration Estimates,PDU Devlop Schedule
Anaylzing activity seq,duration,resource requirements,schedule constraints to create schedule

Reserve Analysis-Duration estimates include Contingency reserve-timebuffer analysis on them.

Analogusduration,budget,size,weight,com plexity from previous

Parametric statistical relationship between historical data. Can be quatified by multiplying data with the unit

Actvity list,Activity Attributes,Prj Sch Network Diag,Act Res Rq,Res Cal,Act Dur Est,PS,EEF,OPA Sch Network Anay,CPM,Critical Chain,Resource Leveling,What-if Scen,Apply Lead-lags,Schd Compr,Sch Tool Prj Schd, Schd Baseline,Schd data,PDU

Critical Chain-resource constrainted critical path. It adds duration buffer that are nonwork schedule activities to mange uncertainity. End of the chain buffer is called project buffer. In between are called feeding buffer Project Schedule includes-> Milestone/bar Charts, Prj Sch Network diagram

Used for shared-critical resources those are available only at certain time/limited. Resource lvl can often cause CP to change. What-if Example -> Monte Carlo anyalsis

Schedule Compression Crashing-> Cost/Schedule trade-off Fast Tracking->Perfrom in parallel

Knowledg e Areas

Initating Process Group Identify Stakeholders

Planning Process Group Plan Communications

Process of determining the prj stakeholder information needs and defining communication approach

Executing Process Group Distribute Information

Process of making relevant information available to prj stakeholders as planned

Monitoring & Controlling Process Group Report Perfromance

Process of collecting & distributing performance information, include status reports, progress measurements and forecasts.

Closing Process Group

Process of identifying all people/org impacted by prj & document relevant information regarding there interest, involvement & impact on project sucess

PC,Prc D,EEF,OPA I Stakeholder T Anay,EJ Stakeholder Reg,Stakeholder O Mgm Strtgy

(Powe r) H to L Stake Holder Anay Kep Mang Sat Close Monit Keep or Infor (min. med efft) L to H ( Interest )

Stakeholder Reg,Stakeholder Mgm Strtgy,EEF,OPA Com Req Anay[n(n-1)/2], Comm Tech, Comm Models,Comm Methods Comm Mgmt Plan, PDU

PMP,Perf Rpt,OPA Comm Methods,Info Dist Tools

Distribute Info: Sender-reciver model, Choice of media, Wring style, Meeting mgmt tech, Presentation tech , facilitation tech

PMP,WPI,WPM,Budget Forecasts,OPA VA(variance Anyalsis),Forecasting Meth,Comm Meth,Rprt Syst. Perf Rprt,OPAU,CR

Project Communi cations Managem ent

Stake holder Register: (identification info, Assesment Info, Stakeholder classification) Comm. Models : Encode, Message & Feedback, Meduim, Noise,Decode Comm Methods : Interactive comm., Push, Pull

Manage Stakeholder Expectations

The process of communicating & working with stakeholder to meet there needs & addressing the issues occur

Forecasting Models : Time Series models( EV, Moving Avg, , Causal/Econometric Method (ARMA), Judgmental method, Other Method simulation/probability

T O Project Quality Managem ent I Plan Quality

Process of identifying quality req & standards for prj & documenting them for compliance

Stakeholder Reg,Stakeholder Mgmt Strgy,Issue Log,Change Log,OPA Comm Methods,InterposonalMgmt Skills OPAU,CR,PMPU,PDU Perfrom Quality Assurance

Quality Control

Process of auditing the qlty req & results from QC to ensure appropriprate Qlty standards & definations are used

Process of monitoring & recording results to assess performance & recommend necessary changes

SB,Stakeholder Reg,Cost Perf baseline,SB,RR,EEF,OPA

PMP,Qlty Metrics,WPI,Qlty Cntrl Measurmts

PMP,Qlty Metrics,Qlty Chklist,WPM,ACR,Deliverable s,OPA

Knowledg e Areas

Initating Process Group COQ-> Cost of Conformance[1. prevention Cost Training,Document Process,Equip,Tim T e to do right] 2 Approasial Cost testing,Destructive ,Inspection]+ NonConformance

Planning Process Group Cost-Benefit Anay,COQ,CC,Bench Mrkg,Desg Of Exp,Stats Sampling,Flow Charting,Propertirty Qlty Mgm Meth,Addl Qlty Planning tools

Executing Process Group Plan Qlty & Perf Qlty Ctrl & Techniques,Qlty Audits, Process Anaylsis

Monitoring & Controlling Process Group Cause & Effect Diag,CC,FlowCharting, Historogram,pareto Chart,Run Chart, Scatter Diagram,Stats Sampling, Inspections, CR

Closing Process Group

O Project Human Resource Managem ent

QMP,Qlty Metrics,Qlty Chklist,Process improvement plan,PDU Develop Human resource Plan Prc of identifying & docum prj roles & resp. req skills,reporting relationships,creating a staffing mgmt plan Acty Resource Req,EEF,OPA Org Charts & post Descr,Networking,organiza tion theory

OPAU,CR,PMPU,PDU

Quality Control Measurments,Validated changes,Validated Deliverables,OPAU,CR,PMPUP DU

Acquire Project Team Prc of confirming human resource avail and obtaining team necessary to complete prj assignments PMP,OPA,EEF PreAssignment,Negotation,A cquistion,Virtual teams,
Content Theories Maslows Needs Hierarchy Theory: Triangle, physiological, Safety/Security, Social affiliation, Esteem, Self actualization Herzberg Motivation theory : Motivators-> Hygiene-> Having hygine does not motivate them but absence reduces perfromnace Motivators do motivate only if hygine factors are maintainted Alder/McClellen : people have a need for achievement,power & affliation, simultaneously and differing quantities Process Theories McGregors Theory of X(Lazy) and Y(Self Motivated) Ouchis Theory Z : Worker & Mgmt cooperate for Win-Win Expectancy Theory : people expect to be rewarded, Or you tell them expert they work as expert. Bad, Good, Best

I
Org Chart Hierarchical

Matrix based(RAM)

T
RACIresponsibility,accountabi lity,consult,inform Text oriented

Roles & responsibility : role,authority,responsibil ity,competency Staffing mgmt planpart of Human resource plan , staff acquisition, res cal, staff release plan, traing need,

Human Resorce Plan

Project Staff Assignmt,Reso Cal,PMPU Develop Project Team Process of improving competency,team interaction and overall 5

Knowledg e Areas

Initating Process Group

Recognition award, Compliance,safety

Planning Process Group

Executing Process Group team environment to enhance prj performance Project Staff Assignmt,Reso Cal,PMP Interpersonal Skills,Trg,Teambuilding,Ground rules,Colocation,Recognization & Rewards Team performance Assesment, EEFU Manage Project Team Process of tracking team member performance, providing feedback,resolving issues & managing changes to optimize perfromance Prj Staff Assgn,PMP,Team perf Assgmt,PR,OPA Observation & Conversation,PR Appr,Conflict Mgmt,issue log, Interpersonal Skills

Monitoring & Controlling Process Group

Closing Process Group

Team building : Forming, Storming, Norming, Perfroming, Adjourning

Conflict Mgmt Techniques: Withdrawing/avoiding, smoothing, Compromising, Forcing, Collaborating, Conforting/Problem Solving Conflicts and disagreements due to 1. Schedules 2. Priorities 3. Resources 4. Technical beliefs * 5. Administrative policies and procedures 6. Project costs 7. Personalities Problem solving(Confronting) If we work on this together, we can find the best solution. Forcing Win-lose : Im the boss, youll do as I say, or leave the project. Compromising Compromise : We just each need a little give and take here

Withdrawal Lose-leave: Do whatever you like; I really dont care as long as it gets done! Smoothing Yield-lose: Lets not worry about this too much. I know you feel your complaints are valid, but when you look at it you both have a lot of common ground. Problem Solving (Confronting), forcing and compromising provide solutions, Smoothing and Withdrawal provide just temporary fixes at best.

O Project Cost Managem Prj initiation : 50 % Later : 10% Estimate Cost Budget
Process of developing approximation of the monetary resources needed for prj activities

EEFU,OPAU,CR,PMPU Cost Control

Process of monitoring the status of project to update the prj budget and manages changes to cost baseline.

Knowledg e Areas I

Initating Process Group

Reserve anaylsis : establish both conginency + management resrve. Mgmt resve not part of cost basline( Appr for PM required from mgmt)

Planning Process Group SB,Prj Schd,Human Resource plan,RR,EEF,OPA Expert Judgement,Analogus Estmating,paramtetric Est,Bottom Up Est, Three Point Est, Reserve Anaylsis,COQ,Prj Mgmt Est Software,vendr Bid Anay

Executing Process Group

Monitoring & Controlling Process Group PMP,Prj Funding Req,WPI,OPA EVM,Forecasting,ToComplete Perf Index,Perf Rev, VA,PMIS

Closing Process Group

EVM : concept of performance measurement . PV:authorized budget for prj EV: value of work performed in terms of appoved budget AC: Actual cost incurred SV = EV-PV CV=EV-AC SPI = EV/PV CPI=EV/AC Forecasting : EAC= AC+bottom up +ETC EAC = AC+BAC-EV EAC=BAC/Cumm CPI EAC= AC+ [(BAC-EV)/ (CPIXSPI)] BAC TCPI= Work remaing (BAC-EV)/ Fund Rem (BAC-AC) or (EAC-AC)

ent

Activity-Cost Est,Basis of Est,PDU Determine Budget

Process of aggregating the estimated cost of individual activities/work packages to establish a auth cost baseline.

WPM,Budget Forecasts,CR,PMPU,PDU

T O Project Risk Managem ent I

Activity-Cost Est,Basis of Est,SB,Prj Sch,Res Cal, Contrct, OPA Cost Aggregation,Resrv Anay,EJ,Hist Relationship,Funding limit Reconciliation Cost Perf baseline,Prj Funding Req,PDU Plan Risk management
how to conduct risk mgmt activities

Risk Monitoring & Control

Implementing risk response plan ,tracking, monitroring residual risk, new evaluating effectiveness of risk process

PS,CMP,Schd Mgmt Plan,Comm Mgmt Plan,EEF,OPA

RR,RMP,WPI,Perf Rprt

Knowledg e Areas T

Initating Process Group

Planning Process Group Planning Meeting & Anaylsis

Executing Process Group

RMP Identify Risks

Monitoring & Controlling Process Group Risk Assmt,Risk Audits,variance & Trend Anay, Tech perf Measurement, Reserve Anay, Status Meeting RRU,OPAU,CR,PMPU,PDU

Closing Process Group

Which risk might affect prj & documenting them Prob abilt y Thre at Opport unity

.9 .7 .5 .1

RMP,Acty Cost Est,Acty Dura Est,SB,Stakeholder Reg,Cost Mgmt Plan, Schd Mgmt Plan, Qlty Mgmt Plan, PD,EEF,OPA

Documentation Review,Info gathering Tech,Chk Anay, Assumption Anya, Diag Tech, SWOT,EJ RR Qualitative Risk Anayalsis

Info. Gathering Tech : BIRD( brainistormin, Interviewing, Root cause, Delphi) Diag. Tech : Cause & effect, System-flow chart, Influence diag

Process of prioritizing & further anaylsis by prob & impact

RR,RMP,PS,OPA Risk Probailbilty Assmt, Probaility & Impact matrx, Risk Data Qlty Assmt,Risk Cate,Risk Urgency Assmt, EJ RRU Quantitiative Risk Anayalsis
Numerical anaylis

I T O

RR,RMP,CMP,Sch Mgmt Plan,OPA Data Gathering & Representation Tech, Quantiative Risk Anya & Modeling Tech,EJ RRU

Date Gathering & Reperesentation Tech : Interview, Probability Distribution,

Knowledg e Areas

Initating Process Group

Planning Process Group Risk Response Planning

Process of developing actions

Executing Process Group

Monitoring & Controlling Process Group For residual risk we make the contingency planning

Closing Process Group

RR,RMP Strgy for Postive-Negative Risks, Contigency Response,EJ RRU,Risk related contract decs, PMPU,PDU Plan procurements

Negative Risk -> Avid,transfer,mitigate, accept Positive -> Expolit, Share, Enhance,Accept Conduct Procurements Administer Procurements Contract closeout

Process of documenting purchasing decision,specifying approach & potential sellers Teaming Aggr : legal aggrement between 2 or more parties to make a joint venture/parternship or some other agreement

Obtaing seller responses,selecting a seller & award contract

Managing prc relationships,monitoring contract perfromnace,making changes and corrective actions if needed

Process of closing each prj prc.

SB,Req Doc, teaming Aggr, RR,Risk Related Cntr Decision, Actvy Rsrc req, PS, Actvy Cost Est, Cost Perf baseline, EEF,OPA Make-Buy Anay, EJ, Ctrt Types

I Project Procurem ent Managem ent T

Contract Types: Fixed Price/ Firm Fixed price(FP) Fixed price Incentive Fee(FPIF) Fixed price with Economic Price Adjustment Contract (FPEA) Cost reimbursable(CR) Cost plus fixed fee(CPFF) Cost plus incentive fee(CPIF) Cost plus Award fee(CPAF) FP->FPIF->T&M->CPIF>CPFF->CPCC

PMP,Prod Docu,Source Selection Crt, Qualified Seller list, Seller proposals,prj Docu, make-buy Dec, Teaming Aggr,OPA Bidder Conf, proposal Eval tech, Independenat Est, EJ,Advt, Internet Search, Proc negotations

PD,PMP,C,Perf Rprt, ACR,WPI

PMP,Proc Docu

Cont Chng Ctrl System,Proc perf Review, Inspection & Audits, Perf Rprt, Payment Syst,Claims Admn,PMPU

Proc Audit,Negatied Statements, Record Management System

Seller Risk H to L Buyer Risk L to H O Proc Mgmt Plan, Pro SOW, Make-buy Decision,Proc Doc, Source Selection Critirea, CR Selected Sellers,proc Contrt Award, Resource Cal, CR, PMPU,PDU Closed procu, OPA

PERT= (P + 4M + O )/ 6 Pessimistic, Most Likely, Optimistic Standard Deviation=(P - O) / 6 Variance= [(P - O)/6 ]squared Order of Magnitude Estimate=-25% - +75% (-50 to +100% PMBOK) Budget Estimate=-10% - +25% Definitive Estimate=-5% - +10% Range of Estimate = PERT+- SD Float or Slack=LS-ES and LF-EF Cost Variance=EV - AC Schedule Variance=EV - PV Cost Perf. Index=EV / AC Sched. Perf. Index=EV / PV Est. At Completion (EAC)= BAC / CPI Initial Estimates are flawed= AC + ETC Future variance are Atypical = AC + BAC - EV Future Variance would be typical = AC + (BAC - EV) / CPI Est. To Complete = EAC - AC Percentage complete = EV/ BAC Var. At Completion=BAC EAC Sigma 1 = 68.27% 2 = 95.45% 3 = 99.73% Discounted Cash Flow=Cash Flow X Discount Factor 6 = 99.99985%

To Complete Performance IndexTCPI= Values for the TCPI index of less then 1.0 is good because it indicates the efficiency to complete is less than planned. How efficient must the project team be to complete the remaining work with the remaining money?( BAC - EV ) / ( BAC - AC )

Net Present Value=Bigger is better (NPV) Present Value PV=FV / (1 + r)^n Internal Rate of Return Bigger is better (IRR) Benefit Cost Ratio Bigger is better ((BCR or Benefit / Cost) revenue or payback VS. cost) Or PV or Revenue / PV of Cost Payback Period=Less is better or Net Investment / Avg. Annual cash flow. Comm. Channels=N(N -1)/2 Expected Monetary Value=Probability * Impact

Point of Total Assumption (PTA)=((Ceiling Price - Target Price)/buyer's Share Ratio) + Target Cost Contract related formulas Savings = Target Cost Actual Cost Bonus = Savings x Percentage Contract Cost = Bonus + Fees Total Cost = Actual Cost + Contract Cost Return on Sales ( ROS ) =Net Income Before Taxes (NEBT) / Total Sales OR Net Income After Taxes ( NEAT ) / Total Sales Return on Assets( ROA ) =NEBT / Total Assets OR NEAT / Total Assets Return on Investment ( ROI ) =NEBT / Total Investment OR NEAT / Total Investment Working Capital=Current Assets - Current Liabilities

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