Warm Greetings

Facilitator : Sanjeev Garg

Having worked for 19 years in IT sector, handling programs/projects in a Global
Delivery Environment, decided to foray in Corporate Training , thinking that it’s
now time to share, what I gathered over the years.

Wide-ranging experience in handling multi million dollars engagements having

cross functional teams/Technology Mix, worked for well-known big names; IBM,
Polaris, Birlasoft, ‘Mphasis an HP Company’, Pfizer, Symantec, Western Union in
different capacities.

During my career spanning 19 years, not only handled engagements using

‘Waterfall Methodology’, ‘Rapid Application Development’, Risk Based’, but also
worked on turnkey programs using ‘Scrum/XP.

Along with handling the programs/projects, also has rich experience conducting
many in-house workshops on Project Management, Agile, and Communication
PMP, ACP Skills.
CIPM, IPMA-D
Also Earned Reputed Technical Certifications from
-IBM
Post Graduate Diploma -Pentasoft
from National Centre for
Information Technology
-Software Technology Park
(NCC, Manchester, U.K.) -SQL Star
Course Coverage
Day 1:

Introduction: Participants & Faculty

Objectives of the Facilitation program
Brief information about PMI procedures & PMP exam

Agenda of facilitation program

What is Project? What is Project Management?
Why Project? Project Management Context
Influencing factors: Project Success & Failure
Projects & Operations
Project Management Office
Project Life Cycle
Organization Culture and Style
Enterprise Environmental Factor
Types of organizations & its Impact on project management
PMBOK® Knowledge Areas and Process Groups

Scope Management
Plan Scope management Process
Collect requirements Process
Define Scope Process
Create WBS Process
Validate Scope Process
Control Scope Process
Course Coverage
Day 2:

Time Management
Plan Schedule management Process
Define Activities Process
Sequence Activities Process
Exercise Precedence diagramming method (CPM)
Estimate activity resources Process
Estimate activity durations Process
Develop Schedule Process
Control Schedule Process

Cost Management
Plan Cost management Process
Estimate Costs Process
Determine Budget Process
Control Costs Process
Earned Value Management (EVM)
Course Coverage
Day 3:

Quality Management
Plan Quality management Process
Perform Quality Assurance Process
Control Quality Process

Human Resource Management

Plan Human resource management Process
Acquire Project team Process
Develop Project team Process
Manage Project team Process

Communication Management
Plan Communications Management Process
Manage Communications Process
Control Communications Process
Course Coverage
Day 4:

Risk Management
Plan Risk management Process
Identify Risks Process
Perform Qualitative Risk analysis Process
Perform Quantitative Risk analysis Process
Plan Risk response Process
Control Risks Process

Procurement Management
Plan Procurement management Process
Conduct Procurements Process
Control Procurements Process
Close Procurements Process
Close project or phase Process

Stakeholder Management
Plan Stakeholder Management Process
Manage Stakeholder Engagement Process
Control Stakeholder Engagement Process
PMP Application
Step 1
35 hours of project management education

Step 2
Complete the experience requirements for the PMP certification. If you have a college degree, you need three
years of experience as a project manager, with a minimum of 4,500 hours leading and managing projects. If you
have a high school diploma or GED, you need five years of experience as a project manager, with a minimum of
7,500 hours of leading and managing projects.

Step 6
Pay the required examination fee. Computer-based testing fee for existing members of PMI is $405. The computer-
based testing fee for non-members is $555. The examination fee includes the cost of the PMP credential.

Step 7
Schedule your examination date via the www.prometric.com/pmi.

Step 8
Visit the designated test administration center on your scheduled exam date. From the testing center, you will log
into the Prometric website to complete your test.

Step 9
Pass the 200-question examination with a score of 61 percent or higher. The exam consists of five different parts,
including how to initiate the project, how to plan the project, how to execute the project, how to monitor and
control the project and how to close the project. Upon passing the examination, you are awarded your PMP
credentials.
Course Coverage
Project Management
There are a number of approaches for
managing project activities including

• Traditional Approach
• Waterfall Model
• Also called Linear Sequential Life
Cycle Model

• Prince 2

• Critical Chain Management

Project management is a methodical
approach to planning and guiding project • Process Based Management
processes from start to finish.
• Lean Project Management
The processes are guided through five
stages: initiation, planning, executing,
controlling, and closing. • Extreme Project Management

Project management can be applied to

almost any type of project and is widely used
to control the complex processes of software
development projects.
Project Management

What is a Project Project Management

 Temporary endeavor to create
a product which is unique in  Application of knowledge, Skills, Tools &
nature Techniques to project activities to meet project
requirements.
 Always has a definite
beginning and end  Identifying Requirements
 Addressing Concerns, Needs and
 Has a lasting effects Expectations
 Balancing Scope, Quality, Schedule,
 Objective should be achieved Budget, Resources and Risks

 Project is terminated, if  Other factors are impacted, if change is made

objective cannot be achieved in one
Project Management
Progressive Elaboration Domain / Knowledge Areas
Project is being Continuously and  Integration
Constantly Modified, Detailed And  Scope Broken down Project
Improved, as Newer And More  Time Management into
Improved set of information  Cost Process Groups
becomes available to the project  Quality
management team and the project  Human Resources • Initiating
management team leader as the  Communication • Planning
Project Unfolds.  Risk • Executing
 Procurement Management • Monitoring &
 Stakeholder Management Controlling
• Closing

Portfolio Management Program Management

 Programs or Projects grouped together to  Related projects are grouped together and
facilitate business objectives Managed in a coordinated fashion

 Programs or Projects not necessarily be  Benefits and control not possible, if done
related or independent separately and Interdependencies is a major
focus
PPP

A Portfolio includes a group of programs and individual

projects that are implemented to achieve
a specific strategic business goal. The programs and projects
that make up the portfolio may not be
related other than the fact that they are helping to achieve
that common strategic goal.

A Program is a group of projects. By grouping an organization

can coordinate the management of those projects. The
program approach may help achieve decreased risk,
economies of scale, and improved management. In addition
to the work required to complete each individual
project.
PMO
This department centralizes the management of projects. A PMO
usually takes one of three roles:
• Provides the policies, methodologies, and templates for managing
projects within the organization

• Provides support and guidance to others in the organization on

how to manage projects, trains others in project management and
project management software, and assists with specific project
management tools

• Provides project managers for different projects, and is

responsible for the results of those projects; all projects, or
projects of a certain size, type, or influence, are managed by this
office
The PMO may:
~ Manage the interdependencies between projects AND help provide resources.
~ Recommend the termination of projects AND Monitor compliance with organizational processes.
~ Help gather lessons learned and make them available to other projects.
~ Provide guidance AND centralized communication about the projects.
~ Be more heavily involved during project initiating than later in the project.
~ Be a stakeholder AND Prioritize projects.
  High Level Design
Project Life Cycle  Detailed Design
 Coding
 Sequential/overlapping phases  Testing
 Installation
 Basic management framework, documented  Conversion
with a methodology  Turnover to Production

 Sequence
 Start
 Organizing and Preparing
 Carrying Out
 Closure

 Cost
 Peaks as the work is carried out
 Drops rapidly as the project is drawn to close

 Stakeholder’s influence
 Very high at the start
Stakeholders

 Person or organization, actively involved in the project, whose interest may be positively or
negatively affected by the completion/performance of the project

 Expeditor - Staff Assistant and Communication coordinator. No Power to make decisions

(Matrix)

 Coordinator – Some authority, power and reports to higher-level manager. (Matrix)

 Customer/User

 Sponsor – Provides the financial resources

 Portfolio Board – High Level governance of a collection of projects/programs

 Program Manager
Stakeholder

 Person or organization, actively involved in the project, whose interest may be positively or
negatively affected by the completion/performance of the project

 Project Management Office

 Project Manager

 Project Team

 Functional Manager

 Operations Management

 Business Partners
Organization Culture and Style
o Projects are influenced by Project environment , Organization Structure, Environmental Factors,
Organizational Process Assets and the maturity of the organization.

o Organizational culture includes the following elements

o Work Environment
o Work Ethics
o Working Hours

o Management Style
o Do managers manage the team by authority and leadership?
o How much feedback is taken from the employees for management decisions
o How the employees views the management authority

o Policies
o Policies, Methods and Procedures

o Values and Visions

Organization Culture and Style
o Organizational Cultures influences the multiple aspects of a project
o Project Selection

o Project Management Style

o Team Performance Assessment

o Project Managers should adhere to the norms and policies during performance appraisal

o Project Policies and procedures

o Organisation Structure
o In order to do the job efficiently, we must know what kind of organization we are in
Organization Culture and Style
• Functional: Hierarchical type of organization
structure wherein people are grouped as per their
area of specialization (Engineering, Marketing,
Sales, QA etc.)

• These people are supervised by a functional

manager

• All authority (Budget, Resource, Decision Making,)

stays with Functional Manager.
• Project manager is usually a team member
and doesn’t have a title of a project manager.

Projectized • Role of the project manager will be very

• PM has authority. limited and he will need permission from the
• Entire organization is organized by projects. functional manager to fulfill his
• The organization’s resources mostly work on projects. requirements.
• The project manager has almost complete control over the
resources • The project manager may have the title of a
• The project manager has increased independence and coordinator or an expediter (reports to a
authority and functional manager).
is a full-time member of a project organization Suitable for an organization which has
• Given that the project resources report into the project ongoing operations and produces
manager versus the functional area, there may be a some standard products or goods, such
decrease in the subject matter expertise of the team as manufacturing and production
members. industries
Organization Culture and Style
Matrix org
• It is a type of organizational structure in
which people with similar skills are
pooled for work assignments, resulting
in more than one manager (sometimes
referred to as solid line and dotted line
reports.
• For example, all engineers may be in
one engineering department and report
to an engineering manager, but these
same engineers may be assigned to
Blend of functional and projectized characteristics. different projects and report to a
Weak – maintain many characteristics of functional different engineering manager or a
org and PM role is more of a coordinator or project manager while working on that
expediter (cannot make decisions) project. Therefore, each engineer may
have to work under several managers to
Strong – maintain many characteristics of the get his or her job done.
projectized org, can have F/T PM with full authority
and FT staff
• Authority to both Functional manager
Balanced – recognizes PM but not full authority and Project manager
over projects
Organization Culture and Style

Functional Weak Matrix Balanced Matrix Strong Matrix Projectized

Low to Moderate to High to

PM authority Little or None Limited
Moderate High Total

Resource Low to Moderate to High to

Little or None Limited
Availability Moderate High Total

Functional Functional
Project Budget Mixed PM PM
Manager Manager

Part Time
PM Role Part Time (Expeditor/ Full Time Full Time Full Time
Coordinator)

Administrative Staff Part Time Part Time Part Time Full Time Full Time
EEFs

Enterprise Environmental Factors influences the organization, the project and its outcome.
Every organization has to live and work within the EEF.

The Enterprise Environment Factor can be either internal or external.

Examples of external Enterprise Environmental Factors are as follows:

 Government regulation
 Market conditions
 Infrastructure
 External political conditions

And the following are a few examples of internal Enterprise Environmental Factors:

 Organizational culture
 Type of organizational structure
 Internal political conditions
 Available resources
OPA
Organizations have Assets which help them in achieving their objectives. Here these assets
are called Organizational Process Assets (OPA).

Organization Process Assets can be divided into two categories.

 The first category is for processes and procedures for conducting work, which includes
the following:
 Policies
 Procedures
 Standard template
 General guidelines

 The second category includes corporate knowledge base for storing and retrieving
information. For example:
 Risk register
 Lessons learned
 Stakeholder register
 Past project files
 Historical information
??????????
Activities Activities Activities
Develop Project Charter Plan Scope Management Validate Scope
Identify Stakeholders Collect Requirements Control Scope
Define Scope Control Schedule
Activities
Create WBS Control Cost
Perform Quantitative Risk
Analysis Plan Schedule Management Control Communications
Plan Risk Response Define Activities Control Procurements
Plan Procurement Management Sequence Activities Control Stakeholder
Engagements
Plan Stakeholder Management Estimate Activity Resources
Estimate Activity Duration Activities
Activities
Develop Schedule Close Project
Perform Quality Assurance
Plan Cost Management Close Procurement
Acquire Project Team
Estimate Cost
Develop Project Team
Determine Budget
Manage Project Team
Plan Quality Management
Manage Communication
Plan Communication
Conduct Procurement Management
Manage Stakeholder Plan Risk Management
Engagement
Identify Risks
Perform Qualitative Risk Analysis
??????????
Activities (INITIATION) Activities Activities

Develop Project Charter Plan Scope Management Validate Scope

Identify Stakeholders Collect Requirements Control Scope

Define Scope Control Schedule

Activities Create WBS Control Cost
Perform Quantitative Risk Plan Schedule Management Control Communications
Analysis
Define Activities Control Procurements
Plan Risk Response
Sequence Activities Control Stakeholder
Plan Procurement Management Engagements
Estimate Activity Resources
Plan Stakeholder Management
Estimate Activity Duration
Develop Schedule Activities
Activities
Plan Cost Management Close Project
Perform Quality Assurance
Estimate Cost Close Procurement
Acquire Project Team
Determine Budget
Develop Project Team
Plan Quality Management
Manage Project Team
Plan Communication
Manage Communication Management
Conduct Procurement Plan Risk Management
Manage Stakeholder Identify Risks
Engagement
Perform Qualitative Risk Analysis
??????????
Activities (INITIATION) Activities (PLANNING) Activities

Develop Project Charter Plan Scope Management Validate Scope

Identify Stakeholders Collect Requirements Control Scope

Define Scope Control Schedule

Activities (PLANNING) Create WBS Control Cost

Plan Schedule Management Control Communications

Perform Quantitative Risk
Analysis Define Activities Control Procurements
Plan Risk Response Sequence Activities Control Stakeholder
Engagements
Plan Procurement Management Estimate Activity Resources
Plan Stakeholder Management Estimate Activity Duration
Develop Schedule Activities
Activities
Plan Cost Management Close Project
Perform Quality Assurance
Estimate Cost Close Procurement
Acquire Project Team
Determine Budget
Develop Project Team
Plan Quality Management
Manage Project Team
Plan Communication
Manage Communication Management
Conduct Procurement Plan Risk Management
Manage Stakeholder Identify Risks
Engagement
Perform Qualitative Risk Analysis
??????????
Activities (INITIATION) Activities (PLANNING) Activities

Develop Project Charter Plan Scope Management Validate Scope

Identify Stakeholders Collect Requirements Control Scope

Define Scope Control Schedule

Activities (PLANNING) Create WBS Control Cost

Plan Schedule Management Control Communications

Perform Quantitative Risk
Analysis Define Activities Control Procurements
Plan Risk Response Sequence Activities Control Stakeholder
Engagements
Plan Procurement Management Estimate Activity Resources
Plan Stakeholder Management Estimate Activity Duration
Develop Schedule Activities
Activities (EXECUTION) Plan Cost Management Close Project
Perform Quality Assurance Estimate Cost Close Procurement
Acquire Project Team Determine Budget
Develop Project Team Plan Quality Management
Manage Project Team Plan Communication
Manage Communication Management
Conduct Procurement Plan Risk Management
Manage Stakeholder Identify Risks
Engagement Perform Qualitative Risk Analysis
??????????
Activities (INITIATION) Activities (PLANNING) Activities (Monitoring)
Develop Project Charter Plan Scope Management Validate Scope
Identify Stakeholders Collect Requirements Control Scope
Define Scope Control Schedule
Activities (PLANNING) Create WBS Control Cost
Perform Quantitative Risk Plan Schedule Management Control Communications
Analysis Define Activities Control Procurements
Plan Risk Response Sequence Activities Control Stakeholder
Plan Procurement Management Engagements
Estimate Activity Resources
Plan Stakeholder Management Estimate Activity Duration
Develop Schedule Activities (CLOSE)
Activities (EXECUTION) Plan Cost Management Close Project
Perform Quality Assurance Estimate Cost Close Procurement
Acquire Project Team Determine Budget
Develop Project Team Plan Quality Management
Manage Project Team Plan Communication
Manage Communication Management
Conduct Procurement Plan Risk Management
Manage Stakeholder Identify Risks
Engagement Perform Qualitative Risk Analysis
Project Management Processes
Project Management Processes
Project Management Processes
Project management
processes can be organized
into five groups of one or
more processes each:

Initiating processes: Recognizing that a project or phase should begin and committing to do so.

Planning processes: Devising and maintaining a workable scheme to accomplish the business need that
the project was undertaken to address.

Executing processes: Coordinating people and other resources to carry out the plan.

Controlling processes: Ensuring that project objectives are met by monitoring and measuring progress
and taking corrective action when necessary.

Closing processes: Formalizing acceptance of the project or phase and bringing it to an orderly end.
Project Management Processes
 The process groups are linked by the results they produce

 The result or outcome of one becomes an input to another.

 Finally, the process group interactions also cross phases such that
closing one phase provides an input to initiating the next.
Project Management Processes Interaction
Project Management Processes Interaction
Project Management Processes Interaction
Project Management Processes Interaction
Project Management Processes Chart
Project Management Processes Chart
Processes Summary
Scope Management
Scope Management / Project Scope & Product Scope….
Scope Management / Project Scope & Product Scope

Product scope can be Focuses on the various

defined as the steps taken to deliver a
features or product or service. Project
characteristics of a scope can include, Budgets,
product itself. Staff Training, Supply
Whether considering Chains and Personnel
design, function or Allocations. Basically, it
component parts, the refers to anything that is
key point is that needed in order to arrange
product scope refers the production or
to the actual tangible implementation of a good
product. or service.
Integration Management / Develop Project Charter
Integration Management / Develop Project Charter
Integration Management / Develop Project Manag Plan
Management Plans document the
strategy for managing the project and
the processes related to the Knowledge
Areas of
• Scope
• Schedule
• Cost
• Quality
• Human Resources
• Communications
• Risk
• Procurement

Think ahead and document

• How you will plan the project based
on its particular needs
• How you will manage the project,
• How you will control it

This effort to think through the project

in advance should cover all aspects of
the project management process.
Integration Management / Develop Project Manag Plan
Project Management Plans Project Documents
 Change Management Plan  Activity Attributes, Activity Cost
 Communication Management Estimates, Activity List
Plan  Assumption Log
 Configuration Management Plan  Basis of Estimate
 Cost Management Plan  Change Log
 Cost Performance Baseline  Charter
 Human Resource Plan  Contracts
 Process Improvement Plan  Duration Estimates
 Procurement Management Plan  Forecasts
 Quality Management Plan  Issue Log
 Requirement Management Plan  Milestone List
 Risk Management Plan  Performance Report
 Schedule Baseline  Project Funding Requirements
 Schedule Management Plan  Proposals
 Scope Baseline  Procurement Documents
 Scope statement, WBS,  Project Organizational Structure
WBS Dictionary
 Scope Management Plan
Integration Management / Direct & Manage Project Work
The project manager integrates
all the executing work into one
coordinated effort to accomplish
the project management plan and
produce the deliverables.

In addition to completing the

activities and deliverables in the
project management plan, Direct
and Manage Project Execution
involves requesting changes and
completing the work necessitated
by
approved change requests.
Integration Management / Direct & Manage Project Work
Direct and Manage Project Execution process involves
• Managing People
• Doing the work
• Improving the processes involved in the work
• Implementing approved changes.
• Service to the team to help them get the work completed
• Ensuring a common understanding of the project among
stakeholders to keep everyone focused and informed.

In other words, the project manager needs to do things like

• Facilitate technical discussions
• Make sure the stakeholders whose scope was not included in the project understand they will not
receive that scope
• Keep the team and functional managers informed of the next month's schedule
• Increase efficiency by following the process improvement plan
• Inform other departments within the organization how
• the project may affect their work.
Integration Management / Monitor & Control Project
Monitoring and controlling project
work involves looking at
what is actually happening on the
project and comparing that
performance to what was planned.

It is a control function that is done

from project initiating through
project closing.

The results of Monitor and Control

Project Work are change requests
and updates to the project
management plan and project
documents.

The change requests from this and

other processes are evaluated and
approved or rejected in the Perform
Integrated Change Control process.
Integration Management / Perform Integrated Change Con
During project executing and monitoring
and controlling, changes to any part of the
project may be requested.

Changes are evaluated and accepted or

rejected in the Perform Integrated Change
Control process.

A key focus of integrated change control is

to look at the impact of each change on all
of the project constraints.

For example, any scope change needs to be

assessed for its impact on quality, risk, time,
cost, resources, and customer satisfaction.
Integration Management / Perform Integrated Change Con
Change Control Board
Why should the project manager always have to be
the one to deny a change request?

He or she might not even have the knowledge or

expertise to analyze a change request. Depending on
the project manager's level of authority, his or her
role might be to facilitate decisions about some
changes, rather than actually make the decisions.
Process for Making Changes
For these reasons, many projects have change
• Prevent the root cause of change.
control boards. The board is responsible for
• Identify Change
reviewing and analyzing change requests. It then
• Look at the impact of the change
approves or rejects the changes. The board may
• Create a change request
include the project manager, the customer, experts,
• Perform Integrated Change Control
• Assess the change
• Look for options
• Change is rejected or approved
• Update the status of the change
• Adjust the PM Plan, Project Documents, and
baseline
• Communicate to sakeholders
Integration Management / Perform Integrated Change Con
Configuration Management
The administrative discipline of identifying the configuration of a system
at discrete points in its development life cycle for the purposes of
systematically controlling changes to the configuration and maintaining
its integrity and traceability throughout its development life cycle.

Each baseline is a collection of work products, for example: documents,

software and hardware components.

A baselined item may not be changed without formal approval. A

baseline thus provides a stable reference for further work.

The Four Functions of CM CM benefits. The configuration management function

Configuration Item Identification saves time and money by giving management precise
Specifying control points visibility and therefore improved control over an evolving
(baselines) in the development complex system.
life cycle where deliverables can
be evaluated and uniquely labelling
all baseline components (configuration items).
Configuration Control
Managing changes to baselined configuration items.
Configuration Status Accounting
Configuration Auditing Understanding the development status of baselined
Verifying the integrity of a system in terms of the project deliverables at specific points in the
degree to which it complies with its specification. development life cycle.
Scope Management / Document, How We Will Manage Scope
Process of creating a plan that describes how scope will be defined, managed
and controlled. It provides guidance and direction on how scope will be managed all
thru the project

Scope Management Plan

Describes how the scope
will be defined, developed,
monitored, controlled and
verified.

Includes Process for

Preparing Project
Scope Statement

Enables the creation

of WBS

How the WBS will be

maintained

How the formal acceptance

of the delivered will be
obtained
Scope Management / Document, How We Will Manage Scope
Requirement
Management
Plan
How requirement activities
will be planned, tracked
And reported.

Configuration Management
Activities

Requirements
Prioritization Process

Traceability Structure
to reflect which
requirement
attributes will be captured
on the traceability matrix.
Scope Management / Collect Requirements
Is the process of Defining and Documenting Stakeholders Needs to meet
Project objectives
Scope Management / How We Gather
 Interviewing
 The team or project manager interviews project stakeholders to identify their
requirements for a specific element of the product or project work, or for the overall
project.

 Focus Groups
 The focus group technique helps get a specific set of stakeholders' or subject matter
experts' opinions and requirements for the product or an aspect of the project.

 The members of the focus group can discuss their ideas with each other, but the
conversation is directed by a moderator.

 Facilitated Workshops
 Facilitated workshops bring together stakeholders with different perspectives (e.g.,
product designers and end-users) to talk about the product and, ultimately, define
requirements.
Scope Management– Collect Req – How We Gather Requirements
 Brainstorming
 The purpose of brainstorming is not to get individual thoughts; instead this technique
strives for "group think:'

 One person mentions an idea to solve a problem or, in this case, determine scope. That
idea generates an idea from another participant, which leads to yet another idea, and so
on.

 Delphi Technique
 With this technique, a request for information is sent to experts who participate
anonymously, their responses are compiled, and the results are sent back to them for
further review until consensus is reached.

 Mind Map
 A mind map is a diagram of ideas or notes to help generate, classify, or record information.
It looks like several trees radiating out of a central core word (see the following diagram).
Colors, pictures, and notations can be used to make the diagram more readable.
Scope Management / Collect Req – How We Gather Requirements
Scope Management / Collect Requirements – Output

 Requirement Documentation
 Business Requirements (Functional and Non Functional)
 Acceptance Criteria
 Requirement Assumptions, Dependencies and Constraints

 Requirement Traceability Matrix

 Tracing includes tracing requirements for the following
 Business Need
 Project Objectives
 Project Scope
 WBS
 Test Strategy and Scenario
Scope Management / Define Scope
Scope Management / Define Scope
Scope Management / Define Scope – How We Define Scope

Product Analysis
 Includes techniques such as
 Product breakdown
 Systems Analysis
 Requirement Analysis Project Scope Statement
 Systems Engineering  Describes project deliverables and the work
 Value Engineering required to create those deliverables
 Value Analysis
 It may also contain explicit scope exclusion
that can assist in managing stakeholder’s
expectations

 Components
 Product Scope Description
 Product Acceptance Criteria
 Project Deliverables
 Project Exclusion
 Project Constraints
 Project Assumption

 Project Document Updates

Scope Management / Create WBS
Is the process of sub-dividing project work and deliverables into smaller and more
manageable components
Scope Management / Create WBS
Scope Management / Create WBS
Scope Management / Validate Scope
The Validate Scope
process actually involves
frequent, planned-in meetings
with the customer or sponsor
to gain formal acceptance of
deliverables during project
monitoring and controlling.
Work must be completed and
checked each time before you
meet with the customer

You must have what are called

Validated Deliverables from
Requirement Traceability Matrix also needed to track where the the Perform Quality Control
requirement come from and prove that requirements were achieved. process.

Requirement Documentations also needed to refresh about the full It might be helpful to have the
details on the requirements. approved scope with you when
you meet with the customer, so
Scope Management Plan you need the project management
plan (specifically, the scope
baseline).
Scope Management / Control Scope
Process for monitoring the status
of the project and product scope.

Managing the changes to scope

baseline.

Key benefit is that it allows the

Scope Baseline to be maintained
throughout the project.
Control Scope involves
• Measuring Project
• Product Scope Performance
• Managing Scope Baseline Changes
so that you are sure at any point in
the project that the scope is being
Variance Analysis (TT) completed according to plan?
It determines the cause and degree of difference between
Baseline and Actual Performance. Performance measurements are
used to assess the magnitude of variation from the original scope
baseline
Time Management
Plan Schedule
Management

Define
Activities

Sequence
Activities

Estimate
Activity
Resources

Estimate
Activity
Duration

Develop
Schedule

Control Schedule
Time Management / Plan Sch Management – How We manage Sched
Process of establishing policies, procedures for planning, managing, executing
And controlling project schedule. It provides guidance and direction on
How schedule will be managed all thru the project. Schedule
Management
Plan

Level of Accuracy

Unit of Measure

Control
Thresholds

Rules of
Performance
Measurement

Reporting
Format
Time Management / Define Activities
Is the process of identifying specific actions to be performed to produce
Project deliverables. Work Packages are decomposed into activities that
Provide a basis for estimating, scheduling, executing, monitoring and controlling the work

What We Need
Prescribed level of details
Mentioned in Schedule
Management Plan, which
Are necessary to manage
the work.

Work Breakdown Structure

Constraint & Assumption
Documented in Scope Baseline

What We Get
Activity List
Activity Attributes: Activity
Identifier, WBS ID, Predecessor
Activity, logical relationship
Milestone List
Time Management / Sequence Activities
Is the process of identifying and documenting relationship/dependencies among project
Activities.
What We Need
Schedule Management Plan, which
tells how the activities may be
Sequenced
Activity List
Activity Attributes:
Milestone List
Project Scope Statement: Product
Scope Description, Deliverables,
Constraints & Assumptions
Time Management / Sequence Activities – How We Sequence
 Precedence diagramming method (PDM)
 Uses nodes to represent the activities and connects them with arrows that reflect dependencies
and the logical relationships that exist between the activities

 Includes four types of dependencies or logical relationships:

 Finish-to-start (FS) An activity must finish before the successor can start. This is the most
commonly used relationship. Example: You must finish digging a hole before you can start
the next activity of planting a tree.

 Start-to-start (SS) An activity must start before the successor can start. Example: You must
start designing and wait for two weeks in order to have enough of the design completed to
start coding.

 Finish-to-finish (FF) An activity must finish before the successor can finish. Example: You
must finish testing before you can finish documentation.

 Start-to-finish (SF) An activity must start before the successor can finish. This dependency
is rarely used.

 Uses, most commonly, the finish-to-start (FS) precedence relationship

Time Management / Sequence Activities – How We Sequence
Time Management / Estimate Activity Resources
Process of estimating type and quantity of material, people, equipment
and other resources/ supplies required to complete each activity
What We Need
 Schedule
Management Plan,
Level of accuracy &
 Unit of Measure
 Activity List
 Activity Attributes:
 Resource Calendars
 Risk Register:
Certain Risk event
May impact
Resource selection
And availability
 Activity Cost
Estimate
Time Management / Estimate Activity Resources – How We Estimate
 Alternatives analysis
 Many schedule activities have alternative methods of accomplishment. They include
various level of resource capability or skills, different size or type of machine, different
tools (hand verses automated), and make or buy decision regarding the resource

 Published estimating data

 Several companies routinely publish updated production rates and unit cost of resources
for an extensive array of labor trades, material, and equipment for different countries

 Bottom-up estimating
 Work within the activities is decomposed into more details

 Estimates are aggregated into a total quantity for each of the activity’s resources
Time Management / Estimate Activity Resources – What we Get
 Activity Resource Requirements

 Identifies the types and quantities of resources required for each activity in a work package

 Determines the estimated resources for each work package by aggregating their
requirements like the types and the quantities

 Resource Breakdown Structure

 Is a hierarchical structure of resources by type and category

 Organizes and reports project schedule data with resource utilization information
Time Management / Estimate Activity Duration
Process of estimating number of work periods required for completing
activities with estimated resources
What We Need
Schedule
Management Plan,
Level of accuracy along
With other criteria
Activity List
Activity Attributes
Activity Resource
Requirements:
Resource
requirement will
have an impact on
the duration.
Scope Statement:
Assumptions and
Constraints are
Important inputs
Time Management / Estimate Activity Duration – How We do
 Analogous estimating (Top Down)
 Can be done for a project (e.g., the last five projects similar to this one each took eight
months, so this one should also) or an activity (e.g., the last two times this activity was
completed each took three days;

 Since we have no other information to go on, we will use three days as the estimate for this
activity and review the estimate when more details become available).

 Less costly and time consuming than other techniques

 Parametric estimating
 Looks at the relationships between variables on an activity to calculate estimates.

 The data can come from historical records from previous projects, industry requirements,
standard metrics, or other sources.

 For example, the estimator may use measures like time per line of code, time per linear
meter, or time per installation. (When used in cost estimating, the measures include cost as
one of the variables. So the measures would be cost per line of code, cost per linear meter,
etc.)
Time Management / Estimate Activity Duration – How We do
PERT recognizes uncertainty in estimates of
We calculate the Mean and Standard
durations, it gives rough estimates about final
Deviation using the Three-Point (PERT)
completion.
estimation formulas:
Now what-if analysis can be conducted like
Weighted Mean
what is the probability of completion if project
(O + 4ML + P) ÷ 6
is delayed by certain period of time.
Standard Deviation
Analyzing what could go right and what could
(P-O) / 6 (used for calculating
go wrong can help estimators determine an
probabilities).
expected range for each activity
It reflects the amount of risk in the task
With the three-point technique, estimators
and the severity of the impact of the
give an optimistic (0), pessimistic (P), and
optimistic and pessimistic risks.
most likely (M) estimate for each activity.

This ultimately provides a Risk-Based

Expected Duration estimate by taking either
the average or a weighted average (using
PERT analysis) of the three estimates.
Time Management / Estimate Activity Duration – How We do
Three-Points estimating
 Three estimates are produced based on prior experience or best-guesses:
 O = the optimistic estimate
 M = the most likely estimate
 L = the least likely estimate.

 Three-Points estimating (PERT, Program Evaluation and Review Technique)

 See the following formula

 Expected Activity Duration
 (P + 4M + O) /6

 Activity Standard Deviation

 P–O/6

 Activity Variance
 (P – O / 6)2

 Reserve analysis
 Reserve are created to accommodate for the risks that remain in the project after the risk
management planning processes have been completed.
Time Management / Estimate Activity Duration – How We do
Time Management / Estimate Activity Duration – How We do
Reserve Analysis

• It is recommended to
accommodate the risk associated
with time and cost through the use
of Reserve.

• Often in the risk management

process, an initial reserve is
estimated, the Plan Risk Responses
process is performed to reduce the
risk, and then a revised reserve is
created.

• Two types of reserves

• Management Reserves • Contingency Reserves (also
• The management Reserves are additional called time reserves or buffers)
funds set aside to cover unforeseen risks
• The contingency reserves are for
the risks remaining after the
Plan Risk Responses process.
Time Management / Develop Schedule
Process of analyzing Activity Sequence, Duration, We Need To Have
Resource Requirements and Schedule Constraints An understanding of the work required on
to create the Project Schedule Model. the project, including the project
assumptions, milestone and constraints
The key benefit of this process is that by entering
Schedule Activities, Duration, Resource, Resource (Project Scope Statement)
Availability and Logical Relationship into the
Scheduling Tool, it generates a Schedule Model Defined Activities (Activity List)
with Planned Dates for completing the project
activities. The order of how the work will be done
(Network Diagram)

Duration of each Activity (Activity

Duration Estimate)

Resource Availability (Resource Calendar)

 Output:
Schedule Baseline
– An approved version of a
schedule model that can be
changed only thru formal
change control procedure
and is used as a basis for
comparison to actual results.

Schedule Baseline is a
component of Project
Management Plan.

Project Schedule
– Graphical representation of
project schedule model.

Bar Chart: Also known as

Gantt Chart

Milestone Chart: Similar to

Bar chart, but only displays
start and finish.

Schedule Network Diagram

Schedule Data: Resource requirements, Scheduling of contingency reserve, resource histogram
Time Management / Develop Schedule - CPM
The Critical Path Method (CPM) can help you keep The CPM has four key elements...
your projects on track. • Critical Path Analysis
• Float Determination
• Early Start & Early Finish Calculation
Critical path schedules…
• Late Start & Late Finish Calculation
• Help you identify the activities that must be completed on
time in order to complete the whole project on time. Resource Optimization
• Resource Leveling
• Show you which tasks can be delayed and for how long
• Resource levelling is used when limits on the
without impacting the overall project schedule.
availability of resources are paramount. It
simply answers the question ‘With the
• Calculate the minimum amount of time it will take to
resources available, when will the work be
complete the project.
finished?’
• Tell you the earliest and latest dates each activity can start
• Start and Finish dates are adjusted based on
on in order to maintain the schedule.
Resource Constraints with the goal of balancing
demand for resources with the available supply.

• It applies the resource constraints to the project

and may result in change in project duration.

• Resource Smoothing
• Time constraint takes priority. The objective is
to complete the work by the required date
while avoiding peaks and troughs of resource
demand.
Time Management / Develop Schedule - CPM
Time Management / Control Schedule
The project will be considered a
failure if the schedule baseline-the
end date.

Corrective and Preventive action over

and over again during the life
of the project to keep the project in
line with the plan.

If the project can no longer meet the

agreed-upon completion date (the
schedule baseline), the project
manager might recommend the
termination of the project before any
more company time is wasted.
The following are some additional activities involved in controlling In other words, the project manager
the schedule: might have to influence higher up the
• Reestimate the remaining components organization to control the
• Conduct performance reviews (Earned Value Measurement ) project. Schedule control is more
• Adjust future parts of the project to deal with delays, rather than than just issuing updated schedules!
asking for a time extension.
Time Management / Control Schedule
The following are some additional activities involved in controlling the
schedule:
• Measure variances against the planned schedule, and determine if those
variances warrant attention.
• Resource leveling
• Continue to play "What if... ?”
• Adjust metrics that are not giving the project manager the information
needed to properly manage the project.
• Identify the need for changes, including preventive actions.
• Follow the change control process.

Performance Review (TT)

• Trend Analysis
• Periodically examine project performance to determine whether performance is improving or deteriorating

• Critical Path Analysis

• Comparing the progress along the critical path helps determining the schedule status. The variance on the critical
path will have a direct impact on the project end date.

• Earned Value Management

• Schedule Performance / Cost Performance measurement

• Modeling Techniques
• What-If Scenario Analysis
• Schedule Network Analysis is performed using the schedule to compute different scenario
Time Management / Control Schedule
Performance Review (TT)
• Modeling Techniques
• What-If Scenario Analysis
• Schedule Network Analysis is performed using the schedule to
compute different scenario

• Simulation
• Involves calculating multiple project duration with different set of
activity, assumption, , usually probability distribution.

• Leads & Lags

• Schedule Compressions
Cost Management
Plan Cost
Management

Estimate Cost

Determine
Budget

Control Cost
Cost Management / Plan Cost Management
Is the process of establishing policies, procedures for planning,
managing, expending and controlling project costs. It provides guidance and
Direction on how costs will be manager all thru the project.

Cost
Management
Plan
How estimate
should be
stated (in
hours or Days)

To what level
of WBS,
estimate will
be made.

Allowable
Thresholds
Cost Management / Estimate Cost
Costs of quality
efforts

Costs of risk
efforts

Costs of the
project manager's
time

Costs of project
management
activities

Overhead costs,
such as
management
salaries and
general office
expenses
Cost Management / Estimate Cost
Cost Management / Determine Budget
Is the process of aggregating the estimated costs of individual activities or work packages to
establish authorized cost baseline.
Cost Management / Determine Budget – How We Do It

 Cost Aggregation
 Reserve Analysis
 Expert Judgment
 Historical Relationship
 Funding Limit Reconciliation

Output
 Cost Performance Baseline
 Project Funding Requirements
 Project Document Updates
Cost Management / Control Cost
Control means measure, means the
project manager is measuring.
Measurement helps you see if there are
any variances. You can then determine if
those variances require changes, including
corrective or preventive actions.

The cost management plan should include

what you will measure, when, and what
amount of variation between planned and
actual will require action (your control
lirnits)

• Earned value is used to measure project performance against the scope,

schedule, and cost baselines. earned value technique calls the
combination of these three baselines the performance measurement
baseline.
• The measurements resulting from an earned value analysis of the project
indicate whether there are any potential deviations from the scope,
schedule, and cost baselines (the performance measurement baseline).
Cost Management / Control Cost
Cost Management / Control Cost
If it is a variance, the
formula is EV minus
something.

If it is an index, it is EV
divided by something.

If the formula relates to

cost, use AC.

If the formula relates to

schedule, use PV

For variances
interpretation: negative is
bad and positive is good.

For indices interpretation:

greater than one is good;
less than one is bad.
Quality Management / Quality Concepts
Quality Theorists:
Joseph Juran
Developed 80120 principle

Deming
Advocated the
Plan-Do-Check-Act cycle as the basis for quality
improvement.

Philip Crosby
Advocated Prevention
over Inspection. He believed that quality is
“Conformance to Requirements:‘

Cycle Of PLAN : Establish the objective and process

Continuous DO : Implement the plan
Improvement CHECK : Study the actual result
ACT : Corrective Actions on significant difference.
Quality Management / PDCA & Seven Basic Tools

Plan Do Check Act Check Seven

Problem Implement Process Solution Result
Identification Solution Analysis Development Evaluatio
Basic
n Quality
Flow Chart Tools
Cause &
Effect
in
Check Sheet Correlation
with PDCA
Pareto
Cycle Steps
Histogram

Scatter Plot

Control Chart

Plan /Analysis of what needs to be improved by change / Decision on what should be changed.

Do /Implementation of the changes, decided in the Plan step.

Check /Control and Measurement of processes and products in accordance to changes made in previous steps and in
accordance with policy & goals.

Act /Adoption or Reaction to the changes or running the PDCA-cycle through again.
Quality Management / PDCA Example

Plan
 Let’s say you are building a website. First put down a plan on what you want to do along with
rough sketches in a document. Think thoroughly on various aspects of web designing, like the
features you want to include, like adding a newsletter module, a contact form and so on. Make
sure that it is all in writing.

Do
 Whether you outsource it to a professional or do develop the website yourself is your choice. As I
said earlier, this is a very simple step. But, the do part must reproduce what the plan step states.

Check
 After the website is developed. Compare the plan with what you have on hand; there will be gaps
which you need to bridge in the next step. Apart from this, analyze for any improvements that
can be made like adding Ajax forms instead of a normal one. Document the gaps and the
improvements that you wish to make in the same document.

Act
 Like the do step, perform the delta and the improvements listed in the document.
Quality Management / Quality Concepts
Precision
To state that the results are precise
implies that the measurements are
consistent with very little variation.

Accuracy
To state that the results are
Example accurate means that they are
Last year I decided to get a game console for my son. correct. This may be in terms of
achieving the desired result or
When he first started playing the archery game, arrows were being able to be measured
flying everywhere and there was no consistency to my correctly.
results - I was neither precise nor accurate.

As he started to get the feel for the controller and the

movements, he was able to cluster arrows within a small area -
unfortunately on the upper right side of the target. He was
precise, but not accurate.

My wife, who is just slightly competitive and is also very

coordinated, managed to get all of his arrows directly on the
bulls-eye right from the start. She is both precise and accurate.
Quality Management / Plan Quality Management
Find existing
quality standards
for project and
product
management

Create project
specific standards

Determine what
work you will do
to meet the
standards
Quality Management / Plan Quality Management
Inputs
Project Scope Statement
Work Break Down Structure
WBS Dictionary
Schedule Baseline
Accepted Schedule
Performance Measures,
Tools & Technique including start and finish dates
-Cost of Quality
Prevention Cost (Build a Quality Product) – Cost of Conformance Cost Baseline
Training / Document Process / Equipment Accepted Time Interval being
used to measure cost
Appraisal Cost (Assess the Quality) – Cost of Conformance performance
Testing / Inspection Stakeholder Register
Internal Failure Cost (Failures found by the project) – Cost of NC Risk Register
Rework / Scrap
Requirement Documentation
External Failure Costs (Failures found by the customer) – Cost of
NC
Liability / Warranty Work / Lost Business
Quality Management / Plan Quality Manag-Seven Basic Tools

Cause & Effect Diagram

• A creative way to look at the causes of a
problem

• Helps stimulate thinking, organize

thoughts, and generate discussion

• Can be used to explore the factors that will

result in a desired future outcome
Quality Management / Plan Quality Manag-Seven Basic Tools
Control Charts • Control charts, also known as Shewhart charts (after Walter A.
Shewhart) or Process Behaviour charts, in statistical process
control are tools used to determine if a manufacturing or business
process is in a state of statistical control.

• Data is extracted of a certain size from the ongoing production

process.

• Line charts are plotted to see their closeness to target

Upper and Lower Control Limits specifications.
Control limits are often shown as two • If a trend emerges in those lines, or if samples fall outside
dashed lines on a control chart. These pre-specified limits, we declare the process to be out of
limits are the acceptable control and take action to find the cause of the problem
range of variation of a process's results.
Mean (Average)
Every process is expected to have some The mean is indicated by a line in the middle of the control chart. It
variation in its results (e.g., each door shows the middle of the range of acceptable variation.
manufactured will not be exactly the
same size). Specification Limits
While control limits represent the performing organization's standards
The acceptable range of measurements for quality, specification limits
between the upper and lower control represent the customer's expectations or contractual requirements for
limits is set by the project manager and performance and quality on the
stakeholders based on the organization's project.
quality standard.
Quality Management / Plan Quality Manag-Seven Basic Tools
Common Causes Special Causes
• Inappropriate procedures • Poor adjustment of
• Poor design equipment
• Poor maintenance of • Operator falls asleep
machines • Faulty controllers
• Lack of clearly defined • Machine malfunction
standard operating • Computer crash
procedures • Poor batch of raw
• Substandard raw materials material
• Measurement error • Broken part
• Quality control error • Abnormal traffic
• Vibration in industrial • Operator absent
processes
• Ambient temperature and
humidity
• Normal wear and tear
• Variability in settings
Out of Control
• Computer response time
The process is out of a state of statistical control under
either of two circumstances:
~ A data point falls outside of the upper or lower control Rule of Seven
limit. It refers to a group or series of non random data points that
~ May be within the upper and lower control limits, such total seven on one side of the mean. The rule of seven tells
as the rule of seven. you that, although none of these points are outside of the
control limits, they are not random and the process may be
Think of "out of control" as a lack of consistency and out of control.
predictability in the process or its results.
Quality Management / Plan Quality Manag-Seven Basic Tools
Flow Charts A flowchart shows how a process or
system flows from beginning to end
and how the elements interrelate.

In the Plan Quality process, this tool

can be used to "see" a process and find
potential quality problems. It is used in
the Perform Quality Control process to
analyse quality problems.

Imagine that work results are passed to

four departments for approval. Might
this lead to decreased quality?

What about an unfinished fragile

product in a manufacturing
environment?

Would the quality of the product be

reduced if it needed to be passed by
hand from person to person?
Quality Management / Plan Quality Manag-Seven Basic Tools
Histogram • A histogram is a bar graph of raw data that creates a picture of
the data distribution.

• A histogram shows basic information about the data set, such as

central location , width of spread , and shape.

• Use histograms to assess the system’s current situation and to

study results of improvement actions.
Standard Deviation
A measure of how far you are from the mean

3 or 6 Sigma
Sigma is another name for standard deviation. 3 or 6 sigma
represents the level of quality that a company has decided to try to
• Histograms provide three very
achieve.
important pieces of information
about distributions of data values: At 6 sigma, less than 1.5 out of 1 million doors produced will have a
• Shape problem.
• Central location
• Spread At 3 sigma, approximately 2,700 will have a problem.
• (How different the values At 6 sigma represents a higher quality standard than 3 sigma.
are from each other and
from the middle). 3 or 6 sigma are also used to calculate the upper and
lower control limits in a control chart, described earlier in this
chapter.
Quality Management / Plan Quality Manage-Seven Basic Tools
Run Charts Run charts are graphs of data over time and are one
of the most important tools for assessing the
effectiveness of change.

Run charts have a variety of benefits:

• They help improvement teams formulate aims
by depicting how well (or poorly) a process is
performing. and give direction as you work on
improvement and information about the value
of particular changes.

The purpose of the Pareto chart is to highlight the most

important among a (typically large) set of factors.

In quality control, it often represents the most common sources

of defects, the highest occurring type of defect, or the most
frequent reasons for customer complaints, and so on.

What Questions the Pareto Chart Answers

• What are the largest issues facing our team or business
• What 20 percent of sources are causing 80 percent of the problems
(80/20 Rule)
• Where should we focus our efforts to achieve the greatest
improvements
Quality Management / Plan Quality Manag-Seven Basic Tools
Scatter Diagram • Type of mathematical diagram
using Cartesian coordinates to
display values for two
variables.

• Data is displayed as a
collection of points, each
having the value on the
horizontal axis and on the
Positive correlation vertical axis.
Both variables move in the same direction. In other
words, as one variable increases, the other variable also • Suggests various kinds of
increases. As one variable decreases, the other variable
correlations :
also decreases. i.e., years of education and yearly salary
are positively correlated. • Positive (Rising)
• Negative (Falling)
Negative correlation • Null (Uncorrelated).
The variables move in opposite directions. As one variable
increases, the other variable decreases. As one variable
decreases, the other variable increases.
i.e., hours spent sleeping and hours spent awake are
negatively correlated.
Quality Management / Perform Quality Assurance
A group outside the project, such as a
quality assurance department,
usually handles this assessment on a
project.

This group uses the measurements

gathered as part of the Perform
Quality Control process to answer the
following two questions:
• Are we following the procedures
and processes as planned?
• Can we improve the way we are
doing the work?

Quality Management and Control Tools (TT)

• Affinity Diagram
• Process Decision Program Chart (PDPC)
• Interrelationship Digraphs
• Tree Diagram
• Prioritization Matrices
• Activity Network Diagram & Matrix Diagram
Quality Management / Perform Quality Assurance
Affinity Diagram
The affinity diagram is a business tool used to organize ideas and data.
Grouping of data into based on natural relationships

The tool is commonly used within project management and allows large
numbers of ideas stemming from brainstorming to be sorted into
groups, based on their natural relationships, for review and analysis

Process Decision Program Chart (PDPC)

The process decision program chart (PDPC) systematically
identifies what might go wrong in a plan under
development. Counter measures are developed to prevent
or offset those problems. By using PDPC, you can either
revise the plan to avoid the problems or be ready with the
best response when a problem occurs.

When to Use PDPC

Before implementing a plan, especially when the plan is
large and complex.
When the plan must be completed on schedule.
When the price of failure is high.
Quality Management / Perform Quality Assurance
Interrelationship Digraphs
The relations diagram shows cause–and–effect relationships.

When to Use a Relations Diagram

• When trying to understand links between ideas or cause–
and–effect relationships, such as when trying to identify an
area of greatest impact for improvement.
• When a complex issue is being analyzed for causes.
• When a complex solution is being implemented.

Tree Diagram
Also called Systematic Diagram, Tree Analysis, Analytical Tree,
Hierarchy Diagram

The tree diagram starts with one item that branches into two or
more, each of which branch into two or more, and so on. It looks
like a tree, with trunk and multiple branches.

When to Use a Tree Diagram

When developing actions to carry out a solution or other plan.
When analysing processes in detail.
When probing for the root cause of a problem.
Quality Management / Perform Quality Assurance
Prioritization Matrices
Prioritization Matrix helps you in narrowing down
the activities or projects by identifying a beneficial
order of getting the most important things done
first.

It works on assignments and projects whose relative

importance is not yet known. It is used in situations
where you have access to limited resources like
money, time, and people (employees).

Activity Network Diagram

Project activities that shows the sequential
relationships of activities using arrows and nodes.

An activity network diagram tool is used extensively

in project management and is necessary for the
identification of a project’s critical path (which is
used to determine the expected completion time of
the project).
Quality Management / Perform Quality Assurance
Matrix Diagram
This tool shows the relationship between items. At each
intersection a relationship is either absent or present. It then
gives information about the relationship, such as its strength, the
roles played by various individuals or measurements. Six
differently shaped matrices are possible: L, T, Y, X, C, R and roof-
shaped, depending on how many groups must be compared.
Quality Management / Control Quality
The Quality Baseline, processes and
Metrics are applied to Deliverables to
validate them.

It involves the following:

• Approved Change Requests gets

validated in this process

• Quality Control process involves

measuring specific project results or
Product performance

• This process also confirms if the

measurements are within the
stipulated performance limits

• Root cause analysis of quality

problems/non-compliance

Perform Quality Control is the process of ensuring a certain level of • Identification of Corrective and
quality in a deliverable, whether it be a product or service. Control Preventive Action to bring future
means measure, and that is the major function of the Perform project performance in accordance
Quality Control process. It measures products or services to to project requirements
determine whether they meet the quality standards.
Quality Management / Control Quality
Input TT
Quality Management Plan, describes how quality • Seven Basic Quality Tools
control will be performed
• Statistical Sampling
Quality Metric describes a project attribute and how • Samples are selected and tested as defined
it will be measured. Some examples; Function Points, in Quality Management Plan
Mean Time Between Failures and Mean Time to
Repair • Inspection

Quality Checklist, structured list that help to verify • Approved Change Request Review
that work of the project and its deliverables fulfills a • All approved change requests should be
set of requirements reviewed to verify that they were
implemented as approved
Work Performance Data
• Planned Vs Actual Technical Performance Output
• Planned Vs Actual Schedule Performance • Quality Control Measurements
• Planned Vs Actual Cost Performance
• Validated Changes
Approved Change Requests • Any repaired or changed items are
inspected and will be accepted or
Deliverables rejected.
Human Resource Management / Plan HR Management
Includes the
Processes that
Organize,
Manage, and
Lead the project
team.

The process of
identifying and
documenting
Project Roles,
Responsibilities,
and Required
Skills, Reporting
Relationships,
and a Staffing
Management
Plan.
Communication Management / Plan Comm Manag.

Plan Communication Management is the process of developing an appropriate approach and

plan for project communications based on stakeholder’s information needs and requirements,
and available organizational assets.

The key benefit of this process is that it identifies and documents the approach to communicate
most effectively and efficiently with stakeholders.
Communication Management / Plan Communication
Manag. Sender, Receiver, and Messages are the
element of communication

Sender encodes the message.

Encoding: Encoding is a method of
putting the information into a format the
receiver will understand. Language,
Pictures, and Symbols are used to encode
the message. Encoding formats the
message for transmitting.

Transmitting is the way the information

gets from Sender to the receiver. Spoken
words, written documentation, memos,
email, and voicemail are all transmitting
Decoding is what the receiver does with the information methods.
when they get it. They convert it into an understandable
format. Usually this means they read the memos, listen to the speaker, read the book and so on.

Acknowledging involves the receiver informing the sender they have received the message.

Feedback implies the message was not only received and decoded, but the message from the Sender was
understood.
Communication Management / Plan Commu Manag.

• The communications channels formula is N * (N-1)

/ 2.

• It is a way to numerically show the importance of

proper communications management on a
project.

• The communications channel formula is a way to

express this "challenge" numerically.

• It is not only us (The Project Manager) who has to

communicate. The formula takes into account that
on a 5 people team it is not just me who is
communicating with 4 others:
• But it's everyone talking to everyone. The
number of people who are constantly
communicating with each other is much
larger than that.
Communication Management / Plan Commu Manag.
Communication Management / Plan Commun Manag.
Communication Management / Plan Communi Manag.

o What information will be communicated

o To include the level of detail and format

o How the information will be communicated

o In meetings, email, telephone, web portal, etc.

o When information will be distributed

o The frequency of project communications both
formal and informal

o Who is responsible for communicating project information

o Communication requirements for all project stakeholders

o What resources the project allocates for communication

o How any sensitive or confidential information is communicated and who must authorize this

o How changes in communication or the communication process are managed

o The flow of project communications, any constraints, internal or external, which affect project
communications / An escalation process for resolving any communication-based conflicts or issues
Communication Management / Manage Communications
The key benefit of this process is
that it enables and efficient and
effective communication
flow between project
stakeholders.

It goes beyond the distribution of

relevant information
and seeks to ensure that the
information being
communicated to project
stakeholder has been
appropriately generated

Output: Project Communications

This process involves the activities that are required for information to be created, distributed,
Received, acknowledged, and understood.
Communications Management / Control Communications
Process of Monitoring
and Controlling
communications
throughout the
project to ensure the
information needs of
the stakeholders are
met.

Control
communication may
also trigger an
iteration of Plan
Communication
Management and/or
Manage
Communication
Process.
Specific communication elements, such as Issues or KPI may trigger and
immediate revision.

The impact and repercussions of project communication should be carefully

evaluated and controlled to ensure that the right message is delivered to the
right audience at the right time.
Communications Management / Control Communications
Inputs TT
Project Management Plan elements, such as Engage experts in meetings to help
Communication Management Plan and Stakeholder determine whether the process is working
Management Plan, Actual Results, Work Performance effectively
Data, and Organizational Process Assets (OPAs).
And if not, how to improve it.
Associated Work Performance Data, such as
• When information was distributed Sometimes it’s a matter of changing how
• Whom information was delivered to information is presented.
• Additional information requests
• Feedback on the information, timeliness, or medium You can use information management
systems to improve the usability and
Project communications includes readability of information by putting data
• Status Reports in charts, tables, and graphic formats
• Performance Reports (such as a dashboard or story board).
• Forecasts
• Presentations If effective communication is an issue, you
• Updated Project Documents can check whether any of the following
• Lessons Learned common communication blockers are the
• Correspondence culprit.
• Minutes,
Communications Management / Control Communications
TT Output
If effective communication is an issue, you Work Performance Information: Information about
can check whether any of the following the effectiveness of the communications process, such
common communication blockers are the as the timeliness of reports, the effectiveness of
culprit. presentations, and so forth.
• Using the wrong communication media
• Making erroneous assumptions about Change Requests: Corrective or preventive action
your audience needed to bring performance into alignment with the
• A receiver in an area with a lot of plan, or to meet changing stakeholder information
background activity requirements.
• Withholding information
• Ignoring cultural differences Project Management Plan Updates: The
• Having preconceptions about the communications management plan is the most likely
audience document you will update, although the stakeholder
• Displaying emotions and reactive management plan may also require updates as well.
behaviour
• Employing selective listening Project Documents Updates: Performance reports,
• Engaging in power games forecasts, and issue logs are the most likely documents
that will need updating.

Organizational Process Assets Updates: All project

documentation, including lessons learned, outcomes
of issue resolution, and corrective actions.
Risk Management
Project risk should form part of project control and should be proactively
managed by the project manager and the use of risk management so
that they can be either prevented or decreased;.
The purpose of Risk Management PMBOK Risk
is to increase the probability and
impact of positive events, and
management includes:
decrease the probability and • Planning for risk
impact of negative events on the management
project. • Identifying risks
• Qualitative analysis
Threats and Opportunities • Quantitative analysis
A risk event is something identified in advance that • Planning responses
mayor may not happen. If it does happen, it can
have positive or negative impacts on the project. Risk Factors
Project managers often just focus on threats-what When looking at risk, one should determine the following:
can go wrong and negatively impact the project. Do • The probability that a risk event will occur (how likely)
not forget that there can also be positive impacts- • The range of possible outcomes (impact or amount at
stake)
good risks, called opportunities! • Expected timing for it to occur in the project life cycle
(when)
• The anticipated frequency of risk events from that source
(how often)
Risk Management
Risk Averse
 Someone who does not want to take risks is said to be risk averse.

Risk Tolerances and Thresholds.

 Risk tolerance is the degree or level of risk that is acceptable to a
person or an organization.

 A risk threshold is the specific point at which risk becomes

unacceptable (e.g., "We can accept the risk of a delay, as long as
the potential delay will be no longer than two weeks:').

 Risk tolerances and thresholds vary depending on the individual or

organization and the risk area.
 For example, an organization may have more tolerance for cost-
related risks than for risks that affect customer satisfaction or
their reputation in the marketplace. Risk areas can include any
project constraints (scope, time, cost, quality, etc.), as well as
reputation, customer satisfaction, and other intangibles.
Risk Management / Plan Risk Management
• How much time should
be spent on risk
management.

• Who will be involved.

• How the team will go

about Performing Risk
Management.

Risk Management Plan

• Methodology
• Roles & Responsibilities
• Budgeting
• Timing
Risk Categories: • Categories
External: Regulatory, Environmental, Government, Market Shifts • Definition of Probability
Internal: Time, Cost, or Scopes; inexperience; poor planning and Impact
Technical: Changes in Technology • Stakeholder Tolerance
Unforeseeable: Only a small portion of risks are actually unforeseeable • Reporting Format
Risk Management / Plan Risk Management
Risks caused by or generated by:
C
• The customer
A • Lack of project management effort
T • Lack of knowledge of project management by the project manager and stakeholders
E • The customer's customers
G • Resistance to change / Cultural differences
O
R
Y Where do risks come from? Type of Risks:
• Schedule "The hardware may arrive earlier than Business: Risk of Gain/Loss
planned, allowing work package XYZ to start Pure: Fire, Theft, Injury etc.
three days earlier:‘

• Cost "Because the hardware may arrive later than planned, we may need to extend our lease on the
staging area at a cost of $20,000:‘

• Quality "The concrete may dry before winter weather sets in, allowing us to start successor work
packages earlier than planned:‘

• Scope "We might not have correctly defined the scope for the computer installation. If that proves
true, we will have to add work packages at a cost of $20,000:'
Risk Management / Identify Risks
In this process, risks for the
project are identified.

This effort should involve all

stakeholders and might even involve
literature reviews, research, and
talking to nons takeholders.

Sometimes the core team will begin

the process and then other team
members will become involved,
making Identify Risks an iterative
process.
Risk Management / Identify Risks
Documentation Reviews
What is and what is not part of the documentation,
including the charter, contracts, and planning
documentation, can help identify risks.

Those involved in risk identification might look at

this documentation, as well as lessons learned,
articles, and other documents, to help uncover
risks.

Information Gathering Techniques Brainstorming

is usually done in a meeting where one idea helps
generate another.

Delphi technique is used to achieve consensus

SWOT among experts who participate
This analysis looks at the project to identify its strengths and anonymously.
weaknesses and thereby identify risks (opportunities and
threats). Interviewing consists of the team or project
manager interviewing project participants,
Checklist Analysis stakeholders, or experts to identify risks on the
This technique looks at the checklist of risk categories that we project or a specific element of work.
discussed in the Plan Risk Management section of this chapter.
The checklist is used to help identify specific risks within each Root Cause Analysis, identified risks are
category. reorganized by their root causes to help identify
more risks.
Risk Management / Identify Risks
Assumptions Analysis
Analyzing what assumptions have been made
on the project and whether they are valid may
lead to the identification of more risks.

Diagramming Techniques
Some of the tools described in the Quality
Management chapter can also be used to
analyze the root causes of issues. These include
cause and effect diagrams and flowcharts.
When used as part of risk identification, they
help identify additional risks for the project.
Risk Register
List of risks
Risk Register List of potential responses
The risk register is where most of the risk
Root causes of risks
information is kept. Think of it as one document
Updated risk categories You
for the whole risk management process that will
be constantly updated with information as Identify Risks
and the later risk management processes are completed.
The risk register becomes part of the project documents and
is included in historical records that will be used for future projects.
Risk Management / Perform Qualitative Risk Analysis
Qualitative Risk Analysis is
a subjective analysis of the
risks identified.

To perform this analysis,

the following are
determined:

The probability of each risk

occurring, using a standard
scale such as Low, Medium,
High or 1 to 10

The impact (amount at

stake, or consequences,
positive or negative) of each
risk occurring, using a
standard scale such as Low,
Medium, High or 1 to 10
Risk Management / Perform Qualitative Risk Analysis
Following tools are used to
perform Qualitative Risk
Analysis

Probability and Impact Matrix

Based on subjective
evaluation, the rating of
anyone risk can vary
depending on the bias of the
person doing the rating and
how risk averse they are.

Therefore, organizations
frequently have a standard
rating system to promote a
Risk Data Quality Assessment common understanding .
Assessment of the accuracy and reliability of the data and determine
whether more research is needed to understand the risk before a qualitative assessment can be done.
A risk data quality assessment may include determining the following for each risk:
• Extent of the understanding of the risk
• Data available about the risk
• Quality of the data / Reliability and integrity of the data
Risk Management / Perform Qualitative Risk Analysis
Risk Categorization
Examines the questions of,
"What will we find if we
regroup the risks by
categories? By work
packages?"

To group the risks by cause to

know which Work Packages,
Processes, People, or other
potential causes have the most
risk associated with them.

Risk Urgency Assessment

Urgent risks move up, right
into risk response planning
Risk Register Updates while the rest continue through
• Risk ranking for the project compared to other projects quantitative risk analysis.
• List of prioritized risks and their probability and impact ratings
• Risks grouped by categories
• List of risks for additional analysis and response.
• List of risks requiring additional analysis in the near term / Watch List
Risk Management / Perform Quantitative Risk Analysis
Involves numerically analyzing
the probability and impact (the
amount at stake or the
consequences) of risks
moved forward from
qualitative risk analysis.

The purpose of quantitative

risk analysis is to:
• Determine which risk events
warrant a response.
• Determine overall project
risk (risk exposure).
• Determine cost and schedule
reserves.
• Identify risks requiring the
Data Gathering and Representation Technique (TT) most attention.
Data Gathering and Representation Techniques • Create realistic and
Interviewing
achievable cost, schedule, or
Probability Distribution
Quantitative Risk Analysis and Modelling Techniques
scope targets.
Sensitivity Analysis
Expected Monitory Value Analysis
Modelling and Simulation
Risk Management / Perform Quantitative Risk Analysis
Probability Distributions
These are usually presented on table or graph and represent
mathematically the probability of a risk events occurring. These probability
distributions aid decision-making by considering the real probability of it
happening and using this determine the best way to approach each risk.

Data Gathering And Representation Techniques.

This covers the tool and techniques of carrying out a structured interview to
determine be probability and impact of risks from Subject Matter Experts.
These experts must have the knowledge skills and experience sufficient to
form a realistic view of such probability and impacts.

Sensitivity Analysis.
This involves analysing the project to determine how sensitive is to particular risks by analysing the
impact and severity of each risk.

Expected Monetary Value Analysis.

In broad terms, determining the expected monetary value is to multiply the likelihood by the cost
impact to obtain an expected value for each risk, these are then added up to obtain the expected
military value for the project. A typical way of calculating EMV is using decision trees;
Risk Management / Perform Quantitative Risk Analysis
Quantitative risk analysis – Decision tree analysis.
These are in the form of a flow diagram where each node, represented by a
rectangle, contains a description of the risk aspect and its cost. These
rectangles are linked together via arrows each arrow leading to another
box representing the percentage probability. These totals are calculated by
multiplying the risk costs by the probability and adding that value to the
initial cost.
Modelling and simulation.
The most common form of this is Monte Carlo analysis which is normally
calculated by computer by analysing many scenarios for the project
schedule and calculating the impact of particular the risk events and is
helpful in identifying risks and the effect they have on the project schedule.
Tornado diagrams.
You use a sensitivity analysis to see which
variables have most impact on a project
objective. You can develop what-if models or
simulations to see the impact of a risk on either
the budget or the schedule. Many times, the
outcomes are graphed in a tornado diagram.
The longer the bar, the more sensitive the project objective is to the risk.
Risks are presented in descending order, with the largest impact on the top and allows the
team to focus on those risks.
Risk Management / Perform Quantitative Risk Analysis
Risk Management / Plan Risk Response
What are we going to do
about each top risk? You
find ways to reduce or
eliminate threats, and
you find ways to make
opportunities more likely
or increase their impact.

• Do something to eliminate the threats before they happen.

• Do something to make sure the opportunities happen.
• Decrease the probability and/or impact of threats.
• Increase the probability and/or impact of opportunities.

For the remaining (residual) threats that cannot be eliminated:

• Do something if the risk happens (contingency plans).
• Do something if contingency plans are not effective
(fallback plans).
Risk Management / Plan Risk Response
The choices of response strategies for THREATS include:
• Avoid
Eliminate the threat by eliminating the cause (e.g., remove
the work package or person).

• Mitigate
Reduce the probability or the impact of a threat, thereby
making it a smaller risk and removing it from the list of top
risks on the project.
The choices of response strategies
for OPPORTUNITIES include: • Transfer (Deflect, Allocate)
• Exploit Make another party responsible for the risk by purchasing
The reverse of avoid, add work insurance, performance bonds, warranties, or guarantees or
or change the project to make sure the by outsourcing the work.
opportunity occurs.

• Enhance A Response Strategy for both

The reverse of mitigate, increase the likelihood THREATS and OPPORTUNITIES is:
(probability) and/or positive impacts of the risk event. Accept Do nothing and say, "If it
happens, it happens:’
• Share
Allocate ownership of the opportunity to a third party
Risk Management / Control Risks
• Look for the occurrence of Risk Triggers
• Events that trigger the contingency response
• An event or situation that indicates that a risk is
about to occur
• ONCE THE RISK OCCURS, THE PROJECT TEAM
NEEDS TO IMPLEMENTS A RISK RESPONSE

• Monitor Residual Risks

• Identify New Risks and then plan for them

• Evaluate effectiveness of Risk Management Plan

This process improves
efficiency of the Risk • Develop New Risk Response
Approach throughout the
project life cycle to • Communicate with stakeholder about risks
continuously optimize
risk response • Revisit the watch list to see if additional risk response
need to be determined

• Update Risk Management and Response Plan

Risk Management / Control Risks
Inputs
• Risk Management Plan, it
provides guidance for risk
monitoring and controlling

• Risk Register

• Work Performance Data

• Performance results, which
are possibly impacted by
risks;
• Deliverable Status
• Schedule Progress
• Cost incurred

• Work Performance Report

• Take information from Work
Tools & Techniques Output Performance Data and
• Risk Re assessment • Schedule, Cost, Quality, Variance Analysis, Earned
• Risk Audit Procurement, HR, Scope Value Data are generated.
• Variance / Trend Analysis Baseline etc.
• Corrective / Preventive
Actions
Procurement Management / Plan Proc Management
Answers the questions of
• What goods and services do we
need to buy for this project,
• How will we purchase them,
• Who are potential sellers to use?

Also involves putting together the

procurement documents that will be
sent to prospective sellers describing
• The buyer's need
• How to respond
• Criteria the buyer will use to select a
seller

The Plan Procurements process includes the following activities:

Performing Make-or-Buy Analysis
Creating a Procurement Management Plan / Procurement Statement of Work
Selecting a contract type for each procurement
Creating the procurement documents
Determining the source selection criteria
Procurement Management / Plan Proc Management
Make-or-Buy Analysis (TT)
The company needs to make a decision
about whether to do the project work
themselves or outsource some or all of
the work.

Output
The Procurement Management Plan
A plan to manage those procurements.
The Procurement Management Plan
describes
• How the procurement process will be
planned
• Executed,
• Controlled

Procurement Statement of Work

Determine the scope of work to be done.
Which Contract Types This can be achieved by breaking down
The three broad categories of contracts are: the project scope baseline into the work
• Fixed price (FP) – FPP, FPIF, FPAF, FPEPA the project team will do and the work
• Time and material (T&M) that will be purchased from a
• Cost reimbursable (CR) – CPF, CPIF, CPAF seller(s).
Procurement Management / Plan Proc Management
Output
Procurement Documents
Procurement Documents are used to
solicit proposal from prospective
sellers, Terms such as Bid, Tender, or
Quotation

Common Terms are in use for different

types of procurement documents and
may include RFI, IFB, RFP

Make Or Buy Decisions

Procurement Management / Plan Proc Management
Procurement Management / Plan Proc Management

Actual Cost + Target Fee + ((Target Cost - Actual Cost) * Share Ratio)

If Actual Cost : $40,000

Seller receives : $40,000 + $5,000 + (10,000 * 30%) = $48,000
If Actual Cost : $70,000
Seller receives : $70,000 + $5,000 + (-20,000 * 30%) = $65,000 ?

Target Cost : $50,000

Fee : $5,000
Ceiling Price : $65,000
Share Ratio : 70/30 (Buyer/Seller)
Procurement Management / Plan Proc Management

Target Cost: $50,000 / Fee:$5,000 / Share Ratio:70/30 (Buyer/Seller)

Actual Cost + Fee + ((Target Cost - Actual Cost) * Share Ratio)
If Actual Cost: $40,000 (Seller receives: $40,000 + $5,000 + (10,000 * 30%) = $ 48,000)
If Actual Cost: $70,000 (Seller receives: $70,000 + $5,000 + (- 20,000 * 30%) = $69,000)
Procurement Management / Conduct Procurements
This process involves getting the
procurement documents that were
created in the Plan Procurements
process to the sellers, answering the
sellers’ questions, having them prepare
responses, and reviewing the
responses to select a seller.

Before you can send procurement

documents to prospective sellers, you
of course need to know who
those sellers are. A buyer may use
techniques such as advertising or
Internet searches to find possible
sellers, or send the procurement
documents to a select list of
prequalified sellers.
Procurement Management / Conduct Procurements
Advertising
To attract sellers, an advertisement may be placed in newspapers, in
magazines, on the Internet, or in other types of media.

Qualified Seller List (Prequalified Seller List)

The process of finding prospective sellers can take months. Another
option, especially if a buyer purchases the same type of service often, is to
find, investigate, and check the credentials of prospective sellers in
advance. This will speed up the purchase and help make sure the sellers'
qualifications are well researched before they are awarded procurements.
This information may be part of organizational process assets, or the
project team can develop it. If such a list is in place, the procurement
documents for specific projects are then sent only to the pre qualified
sellers.

Bidder Conferences (Contractor Conferences, Vendor Conferences, Pre-

Bid Conferences)

Seller Proposal (or Price Quote or Bid)

This is a seller's response to the procurement documents. A proposal is
usually the response to
Procurement Management / Conduct Procurements
Proposal Reviews
After receiving the proposals, the buyer (represented by an evaluation
committee) uses the source selection criteria identified in the Plan
Procurements process to assess the potential sellers' ability and
willingness to provide the requested products or services. The criteria are
measurable and therefore provide a basis to quantitatively evaluate
proposals and minimize the influence of personal prejudices.

To select a seller:
• The buyer may simply select a seller and ask them to sign a standard
contract.
• The buyer may ask a seller to make a presentation and then, if all goes
well, move on to negotiations.
• The buyer may narrow down ("short-list") the list of sellers to a few.
• The buyer may ask the short-listed sellers to make presentations, and
then ask the selected seller(s) to go on to negotiations.
• The buyer can negotiate with more than one seller.
• The buyer can use some combination of presentations and
negotiations.
Independent Estimates
The buyer may compare the seller's proposed cost with an estimate created in-house or with outside
assistance. This allows the buyer to discover significant differences between what the buyer and
seller intend in the procurement statement of work.
Procurement Management / Conduct Procurements
Negotiation
Obtain a fair and reasonable price.
Develop a good relationship with the seller.

Negotiation Tactics
Attacks "If your organization cannot manage the details of its own
operations, perhaps it should get out of the business!“

Personal Insults "If you do not understand what you are doing, perhaps
you should find another job!“

Good Guy/Bad Guy One person is helpful to the other side, while
another is difficult to deal with.

Deadline "We have a flight leaving at 5 p.m. today and must finish
negotiations before that time:‘

Lying Lying may be obvious or hidden.

Limited Authority "I can't agree to shorten the schedule by six months.
I have only been authorized to offer three months:' Limited authority
statements mayor may not be true.
Procurement Management / Conduct Procurements
Negotiation Tactics
Missing Man "Only my boss can agree to that request, and he isn't here.
Why don't we agree to only do __ ? I can agree to that:'

Fair and Reasonable "Let's be fair and reasonable. Accept this offer as it
stands:'

Delay "Let's revisit this issue the next time we get together:' This may also
take the form of never actually getting down to negotiating until the last
day of a planned visit.

Extreme Demands "We planned to give you a computer manufactured in

1988 to meet the requirement to deliver 'a computer' in the contract:'

Withdrawal This can either be an emotional withdrawal or a physical

withdrawal and can show a lessening of interest.

Fait accompli This is a done deal. "These government terms and

conditions must be in all our contracts:'
Procurement Management / Control Procurements
• This is the most time consuming of the procurement
processes as far as the project management team is
concerned

• It covers monitoring the seller’s performance against

the terms specified in the contract

• Are the goods or services

being delivered on time?
Controlling Procurement
• Is the quality as specified
in the contract?
Managing Relationships with Sellers
• Are the conditions of the
contract being met? Taking
Monitoring Controlling
Corrective
• Is the relationship being Contract
Actions As
Changes
properly managed? Performance
Needed
Procurement Management / Control Procurements

• Review Invoices

• Completed Integrated Change Control and

Manage Changes

• Authorize Payments to the seller

• Resolve Disputes

• Hold procurement review meetings

• Report Performance

• Monitor Cost, Schedule and Technical Performance

& Risks

• Control Quality according to the plan

• Performance Inspection and Audits

Stakeholder Management / Identify Stakeholders
Stakeholder Management / Identify Stakeholders
Stakeholder Management / Identify Stakeholders
Stakeholder Management / Plan Stakeholder Management
Plan stakeholder
Management is the
process of developing
appropriate
management strategies
to effectively engage
stakeholders throughout
the project life cycle,
based on their Needs,
Interest, and Potential
Impact on the project
success.

The Key benefit of this

plan is that it provides a
clear, actionable plan to
interact with project
Analytical Techniques (TT) stakeholders to support
The current engagement level of all stakeholders need to be compared to the project’s interest.
Planned engagement level required for successful project completion.
The engagement level of the stakeholder can be classified as; Unaware, Resistant, Neutral, Supporting &
Leading.
Stakeholder Management / Manage Stakeholder Engagemt
The larger your project, the more
time you will spend managing
stakeholders and their engagement
level, and the more critical this
process is to the success of your
project.

To maintain satisfied stakeholders, you

want to do three things:

Engage stakeholders.
Talk to your stakeholders throughout
the project to ensure a common
understanding.

Actively manage stakeholder expectations.

Address stakeholder concerns before they escalate.
Clarify and resolve issues in a timely manner.
Manage Stakeholder Engagement.
Communicating and working with stakeholders to meet their needs/expectations, addressing issues as
they occur, and fostering appropriate engagement in project activities throughout the project lifecycle.