Professional Documents
Culture Documents
Project Title
Project Role
Primary Industry
Job Title
Organization Name
Organization Address
Contact Name
Contact Relation
Contact Email
Contact Phone Number
Project Start (mm/yyyy)
Project Completion (mm/yyyy)
Month Duration (No. of months)
Total Hours(No.of months x 8 hrs. x 0
Avg.no of working days)
Initiation Activities
Planning Activities
Executing Process
Monitoring & Controlling
Closing Process
TOTAL 0
CUMULATIVE 0
2 3
Objective: Objective:
My Role: My Role:
Achievement: Achievement:
33 33
0 0
0 0
Sr. No Project Mgmt. Framework
1 Types of PMO
* Supportive: low level of control, provides policies, methodologies, templates,
lessons learned
* Controlling: moderate level control, provides support & guidance on how to
manage projects, use designated PM software, templates, ensures
compliance, but does not exert control
* Directive: High level control, provides PMs and responsible for result of
projects, all projects managed by this office
2 Organization Structure
* Functional: Common form of org, grouped by areas of specialization e.g.
accounting, marketing. Work in "silos", Team members complete project work
in addition to normal department work. Report to functional mgr, PM has little
to no authority
* Projectized: entire company is organized by projects, PM has control of
project. Team members have "no home" to go back after completing work
* Matrix: "Two bosses", communication goes from team members to both
bosses, team works on project work along with department work
* Strong Matrix: power rests with PM * Weak Matrix: power rests with
Functional Mgr * Balance Matrix: Power shared between Functional & PM
Project Mgmt. Process Integration Mgmt.
Monitoring & Controlling means measuring the * Whats included in a Project Charter?
performance of the project against the project * Process of Making Change
mgmt plan and approving change requests, * Project selection Methods
including recommended corrective actions,
preventive actions and defect repair
Team members roles and responsibilities exist in various Communication Model includes 3 main
formats like Hierarchical, matrix and text oriented. parts
* Hierarchical: Traditional org structures are used to show 1.sender 2. receiver 3. message.
positions and relationships in a graphical top-down format. The Factors like receiver's environment,
Org breakdown structure (OBS) is arranged according to an experience, language and culture affect
orgs existing departments, units or teams with the project the way the receiver decodes a message.
activity or work package listed under each department. A These factors are called 'noise'
resource breakdown structure(RBS) is a list of resources
related by category and resource type (e.g. people, material,
equipment) that is used to facilitate planning and controlling
project work. Each descending level represents an increasingly
detailed description of the resource until small enough to be
used in conjunction with WBS to allow the work to be planned,
monitored and controlled
* Matrix based charts: A responsibility assignment matrix
(RAM) is a grid that shows the project resources assigned to
each work package. A high level RAM can define what a
project team group or unit is responsible for within each
component of the WBS, while lower level RAMs are used
within the group to designate roles, responsibilities and levels
of authority for specific activities. The matrix format shows all
activities associated with one person accountable with one
person and all people associated with one activity. It also
ensures there is only 1 person accountable for any one task to
avoid confusion. E,g, of RAM is RACI - responsible,
accountable, consult, inform)
* Text-oriented: Team member responsibilities that require
detailed descriptions can be specified in text -oriented formats.
Usually these documents provide info such as responsibilities,
authority, competencies and qualifications. The documents are
known by various names including position descriptions and
role-responsibility-authority forms.
Risk Procurement Stakeholders
Risk Attitude of Organizations & Once a decision has been made to Stakeholders are identified
Stakeholders may be influenced by various procure goods or services from an during the initiating phase and
factors outside source, the project manager this list is reassessed
* Risk appetite: Degree of uncertainty an will facilitate creating a plan for how throughout the project.
entity is willing to take on in anticipation of the procurement process will proceed
a reward. General overall acceptable level (procurement management plan) and
of risk. will create a description of the work to
* Risk tolerance: Degree, amount or be done by the seller (procurement
volume of risk that an organization or statement of work).
individual will withstand. More specific,
refers to a measurable amt of acceptable The procurement manager will
risk. determine what type of contract &
* Risk threshold: Measures along the level procurement document should be
of uncertainty or the level of impact at used like (Request for Proposal) RFP,
which a stakeholder may have specific (Invitation for Bid) IFB and (Request
interest. Below that risk threshold the org for Quotation) RFQ.
will accept risk. Above that risk threshold
the
Riskorg will not tolerate
Categories providerisk.
a means for Contract should contain all the scope Stakeholder analysis
grouping potential causes of risk. These of work and all project management classification model
categories could be identified by an requirements such as attendance at * Power/interest grid
organization. A Risk Breakdown Structure meetings, reports, actions and * Power/influence grid
helps the project team to look at many communications deemed necessary * Influence/impact grid
sources from which project risk may arise to minimise problems and * Salience model: It describes
in a risk identification exercise: miscommunications with the sellers classes of stakeholders based
1. Technical: Requirements, Change in on their power, urgency and
technology, performance & reliability, legitimacy
Quality
2. Unforeseeable: Only a small portion of
risks are actually unforeseeable approx
10%.
3. External: Regulatory, Government,
market shifts, customer, weather
4. Internal/Organization: Project
dependencies, resources, time, cost
5. Project Management: Estimating,
Planning, Controlling, Communication
Sr No.
6 Scope Baseline
7 Schedule Baseline
8 Cost Baseline
12 Corrective Action
13 Preventive Action
14 Defect Repair
15 Crashing
16 Fast Tracking
21 WBS
22 Work Package
23 Control Account
24 WBS Dictionary
25 Define Activities
30 Analogous Estimates
31 Develop Schedule
33 Critical Path
34 Near Critical Path
35 Float
36 Modeling
38 Resource Levelling
Resource Smoothing
40 Cost Budget
41 Earned Value Measurement
43 Planned Value(PV)
44 Earned Value(EV)
45 Actual Costs(AC)
46 Quality
47 Grade
48 Quality Management
51 Quality Responsibility
55 Cost of Quality(COQ)
57 Sigma
58 1, 3 n 6 Sigma
59 PDPC
60 Plan HR Mgmt
Staffing Management Plan
65 Powers of PM
67 Performance Reporting
70 Types of Risk
71 Risk Identification
72 Risk
73 Qualitative Risk Analysis
74 Risk Severity
75 Quantitative Risk Analysis
83 Target Price
84 Sharing Ratio
85 Ceiling Price
87 Conduct Procurement
88 Decision Tree Diagram for Risk Probability
89 Tuckman Ladder - Stages of Team formation
and development
90 Conflict Resolution Techniques
91 Deming
92 McGregor's Theory of X & Y
93 Maslow's Hierarchy
It is a system for authorizing the start of work packages or activities. It manages when
and in what sequence work is done. Part of PMIS which is part of EEF
It helps link the requirements to the objectives and/or other requirements and
requirement attributes (identification no, source, status, who is assigned etc) to ensure
the strategic goals are accomplished
Includes Project Scope, Product Scope, Deliverables (for product & project), Acceptance
criteria, what is not part of project, assumptions & constraints
Is an Organizational tool where the project scope is broken down into manageable
deliverables. Work refers to not to an activity but to the work products or deliverables that
result from an activity or group activities
* WBS includes only deliverables required for the project
It is a document which informs team members when their work package is going to start.
It describes the schedule milestone, acceptance criteria, duration, interdependencies and
other info on the work package
This process involves taking work packages and decomposing them into activities that
are required to produce deliverables
These activities should be at a level small enough to estimate, schedule, monitor and
control
* Creating Work Packages in WBS = Scope Mgmt but Identifying of activities = Time
Mgmt
It is an iterative planning technique in which the work to be accomplished in the near term
is planned in detail while work in the future is planned at a higher level. Work can exist at
various levels of details based on where it is in the project life cycle.
It is a process of estimating the type and quantities of material, human resources,
equipment or supplies required to perform each activity which in turn allows more
accurate cost and duration estimates
Its a hierarchical representation of resources organized by their category and type
Scope Statement > WBS (deliverable) > Work Package(Lowest Level deliverable) >
Activities List > Estimate resources at every activity level > Estimate Cost for every
activity > Estimate duration for every activity.
Also called top down approach = gross value = RoM(Rough Order of Magnitude) =
ballpark = guesstimate
is a process of analyzing activity sequences, durations, resource requirements and
schedule constraints to create the project schedule model
By entering schedule activities, durations, resources, resource availability and logical
relationships into the scheduling tool, it generates a schedule model with planned dates
for completing project activities
Developing an acceptable project schedule is often an iterative process
Includes what if scenarios like is a particular factor changed on the project, would that
producer a shorter schedule
This technique uses computer software to simulate the outcome of a project, based on 3
point estimates of optimistic, pessimistic and most likely for each activity and the network
diagram. The simulation can tell you; probability of completing the project on any specific
day for any specific cost, the probability of any activity actually being on critical path and
overall project risk. It is more accurate than other methods because it simulates the
actual details of the project and calculates probability. it can help deal with path
convergence in network diagram where multiple paths converge into one or more
activities this adding more risk to the project
It is a technique for develop schedule. It reallocated resources from non critical activities
to critical activities. It can often cause the original critical path to increase.
A technique that adjusts the activities of a schedule model such that the requirements for
resources on the project do not exceed certain predefined number. Project's critical path
is not changed and the completion date may not be delayed. Activities may only be
delayed within their free and total float.
Concept involves looking at costs over the entire lifecycle of the product not just the cost
of the project to create the product. This would include maintenance costs.
Cost Baseline + Management reserves
Used in performance reviews to measure project performance against the scope,
schedule and cost baselines. EV techniques uses a combination of these 3 baselines
known as performance baseline to indicate whether there are any potential deviations
from the scope, schedule and cost baseline. These measurements may also result in
change requests to the project.
EVM develops and monitors 3 key dimensions for each work package and control
account Planned Value(PV), Earned Value(EV) and Actual Cost (AC)
Authorized budget planned for work to be accomplished for an activity or WBS
component not including the management reserves. This budget is allocated by phase
over the life of the project but at a given moment, PV defines the physical work that
should have been accomplished. The total PV for the project is also known as budget at
completion (BAC). E.g. What is the estimated value of work planned to be done as of
today?
It is the budget associated with authorized work that has been completed. EV measured
cannot be greater than the authorized PV budget for a component. Often used to
calculate % complete of a project. Project Managers monitor EV, both incrementally to
determine current status and cumulatively to determine the long term performance
trends. E.g. What is the estimated value of the work actually accomplished as of today?
It is the realized cost incurred for the work performed on an activity during a specific time
period. It is the total cost incurred in accomplishing the work that the EV measured. AC
will have no upper limit; whatever is spent to achieve the EV will be measured. E.g. What
is the actual cost incurred for the work accomplished as of today?
It is the degree to which the project fulfills requirements (e.g. Less features in a product
with no defects). Quality level that fails to meet quality requirement is always a problem.
Deliverables with the same functional use but different technical characteristic (e.g.
multiple features with same end product). A low grade of quality may not be a problem.
Includes the process of plan quality mgmt, perform quality assurance and control quality
Performed during monitoring & control process of project. Examines actual deliverables
are meeting standards. Evaluate root cause of quality problems and identify the need for
quality improvement (corrective, preventive actions or defect repairs)
It involves looking at what the costs of conformance and nonconformance to quality will
be on the project and create an appropriate balance. Cost of conformance should be
lower than cost of nonconformance
These are often shown as 2 dashed lines on a control chart. These are acceptable range
of variation of a process or measurement result. It indicates what is stable versus
unstable in the process. Control limit can be used for controlling various other factors like
work package delay etc.
Standard Deviation. It's taken on both sides of the mean.
1 sigma = 68.27% of occurrences between two control limits, 3 sigma = 99.73% and 6
sigma = 99.9999998%
Process Decision Program Charts. Used to understand a goal in relation to the steps for
getting to the goal. It is useful as a method for contingency planning because it aids
teams in anticipating intermediate steps that could derail achievement of the goal.
PMBOK Pg.246
Definition of roles, responsibilities, reporting structure and resource breakdown structures
should be part of the HR Mgmt plan. Large projects require a plan for when and how
team members will be added, managed and released from project. Components of HR
mgmt plans are
1. Roles and responsibilities
2. Project organization charts
3. Staffing management plan
It includes Staff acquisition, resource calendars, staff release plan, training needs,
recongnition and rewards, compliance, safety
Should be read as Acquire Final Project Team.
Teams can be acquired by Preassignment, Negotiation, Virtual Team, Multi Criteria
Decsision Analysis, Halo Effect
It gives the PM and project team insights into areas of strength and weakness. These
tools help PM assess the team preferences, aspirations, how they process and organize
information, how they tend to make decisions and how they prefer to interact with people
It is an org chart that can help you identify and document risk categories
Apart from the various categories of risk, 5 more constraints can also be a source of
risk(cost, time, scope, quality, resources)
1. Business - Risk of Gain or Loss 2. Pure(insurable) - Only a risk of loss (fire, theft,
personal injury etc.)
High Level Risks are output of Project Charter (Initiating) but major risk identification
effort occurs during planning
Is a combination of Opportunity & Threat
It is a subjective analysis of an identified risk performed by analyzing probability &
impact(potential effect on project objective such as schedule, cost, quality or
performance including threats and opportunities) of a risk using standard scale such a
(Low, Medium, High or 1 to 10)
It is calculated based on risk probability, impact and urgency
It is a process of numerically analyzing the effects of identified risks on overall project
objectives (schedule, cost, quality etc)
Calculation of expected monetary value if performed during quantitative risk analysis and
revised during risk response planning when calculating contingency reserves. EMV = P
(Probability) x I (Impact)
team, other stakeholders and experts
Management, Stakeholders and sponsor
It is a system for how changes will be handled. It is included in the contract so everyone
is prepared for the amount of work it will take to make changes in addition to completing
the work described in the change
One of the main reasons to buy is to decrease risk to the project's constrainsts. It is
better to make if ;
* You have an ideal plant or workforce
* You want to retain control
* The work involves proprietary information or procedures
Often used to compare the end result/final price to what was expected/target price. It is a
measure of sucess. Target price = target cost + target fee
Buyer/Seller ratio. This describes how the cost saving or cost overruns will be shared.
Highest price the buyer will pay. Its a way for the buyer to encourage the seller to control
costs
Only useful for Fixed price incentive fee contracts and refers to the amount above which
the seller bears all the loss of a cost overrun. Costs going over PTA are ususally due to
mismanagement. Seller will sometimes monitor their actual costts agaainst PTA to make
sure they are still receiving profit for completing the project.
* Validate Scope
* Control Scope
* Control Schedule
* Control Cost
3
4
3
6
4
4
47
Sr. No Term Accrony Formula
1 Present Value m
PV PV = FV/(1+r)^n
4 Payback Period
6 Opportunity Cost
7 Sunk Cost
13 Cost Variance CV CV = EV - AC
14 Schedule Variance SV SV = EV - PV
23 Amount of contengency reserve for risk Contengency reserver = (T) EMV - (O) EMV
24 Point of Total Assumption PTA PTA = {[(Ceiling price - Target price)/ Buyers
share ratio] + Target Cost}
Explanation Process Knowledge Area
FV= Future Value
r = rate of interest
n= no. of years
Project with Higher NPV should always be selected
Estimate
Activity Time Management
Duration
Greater the range created by standard deviation
greater the risk
LS = Late Start, ES = Early Start, LF = Late Finish, EF Develop Time Management
= Early Finish Schedule
* Float for Critical Path is always 0
* Negative Float means the activity is behind schedule
* Positive Float mean the activity is ahead of schedule
PV = Planned Value
* Negative PV is behind schedule
* Positive PV is ahead of schedule
* PV = As of today, what is the estimated value of work
planned
Control
Cost Management
Cost
* Greater than 1 is good Control
Cost Management
* Less than 1 is bad Cost
* Greater than 1 is good
* Less than 1 is bad
* Fist formula is used when original estimate was
fundamentally flawed
* BAC = Budget at completion; how much did we
budget for the total project effort, c= cumulative
* This divides the work remaining to be done by the
money remaining to do it
* Greater than 1 is bad
* Less than 1 is good
* How much more the project will cost
* Or reestimate the remaining work from bottom up
* How much over or under budget will we be at the end
of project
* Where N is the no of people involved in Plan Communications
communication Communi Management
cations
Managem
ent
* Where P = Probability of Risk in percentage Perform
* I is the Impact of Risk usually in cost Quantitati
* Profit/Opportunities EMV is positive ve
* Loss/Threat EMV is negative Analysis
* Overall EMV of Project = EMV Profit + EMV Threat
Risk Management
Where T is the total EMV of all threats and O is the Plan Risk
total EMV of all opportunities Respons
e
Knowledge Area Process Group Process
Initiating Develop Project
Charter
Perform Integrated
Change Control
Scope
Collect Requirements
Scope
Define Scope
Create WBS
Control Scope
Define Activities
Sequence Activities
Estimate Activities
Resources
Estimate Activities
Duration
Time
Develop Schedule
Develop Budget
Cost
Quality
Executing Perform Quality
Assurance
Quality
Execute Manage
Communications
Communication
Control Control
Communications
Risk
Perform qualitative
risk analysis
Perform quantitative
risk analysis
Procurement
Stakeholder
Plan Plan Stakeholder
Management
EVM Formulas
1
2
3
4
5
6
7
8
Process Groups
Monitoring & Control - 25% Closing -7% Total
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