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Project No.

Project Title

Project Role

Project Description Objective: Replace manual server


* The summary should include the provisioning efforts with automation tool
project objectives, your role, as well My Role: Draft project charter based on
as key deliverables/outcomes by initial assumptions, constraints, risks, create
Process Groups along with examples vendor service agreement, estimate
of how you led and directed this resource, time & cost, develop responsibility
project assignment matrix (RAM), execute use case
* Sample description in column B as per plan, collect work completion status,
(This could vary based on your role manage stakeholder's expectation, monitor
on that project). procurement as per plan, perform risk
* NOTE: No. of Hrs in every Process assessment, archive project records after
Group should match the writeup in the completion
description Achievement: Improve provisioning time &
efficiency of automation for IT team

Word Count (Ensure your description 541


is between 300 and 550 characters)

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

Handing off completed project deliverables to


operations and maintenance is considered as part
of the project closing process
Scope Management Time Management Cost Management

Requirements Mgmt plan Schedule Mgmt Plan includes Project Schedule is


describes methods to use for 1. Scheduling methodology, software to be used needed before you
identifying requirements, what to 2. Rules for how estimates should be stated e.g. hrs, can come up with a
do to analyze, prioritize, manage days, weeks. Should estimators identify both effort budget
& track them. What should be and duration to complete an activity?
included in Requirements 3. Establish schedule baseline for measuring in M&C
traceability matrix? 4. Identify performance measures to be used on
projects to identify variances early
5. Determination of what acceptable variance will be
on the project
6. Planning for how schedule variances will be
identified and managed
7. Identify schedule change control procedures
8. Reporting formats to be used

Collect Requirements Activity Attribute components evolve overtime. Accuracy of


Techniques: * Initial Stages: Activity Identifier(ID), WBS ID, activity Estimates
1. Review Historical Records for name/label * Rough Order of
similar projects * Component: Activity Codes, description, Magnitude (ROM):
2. Expert Interview : Can be predecessor activity, successor activity, logical Made during Project
individual or group interview to relationships, leads and lags, resource requirements, Initiating, Typical
elicit requirements from imposed dates, constraints, assumptions. range -25 to +75%
Stakeholder but could vary based
3. Focus Group: Specific set of on how much is
Stakeholders and SME's opinions known about project
and requirements for the product when creating the
or aspect of project. Conversation estimates
is directed by moderator * Budget Estimate:
4. Facilitated Workshops: These Made during project
bring together stakeholders with planning, ranges in
different perspective to talk about -10 to +25 % from
the product and ultimately define actual
requirements. E.g. Business SME * Definitive
with developers to improve Estimates: As project
Software development process. progresses, estimate
Stakeholders develop user stories becomes more
as part of the workshop with role, refined, +/- 10% or -5
goal and business benefit to +10% from actual
5. Brainstorming: Used to
generate and collect multiple
ideas related to project and
product requirements.
5.1: Nominal Group Technique:
Usually not done during
brainstorming, but a meeting
where participants rank the most
useful ideas generated during
brainstorming
5.2: Multi-Criteria Decision
Analysis: Another method to rank
ideas is through multi criteria
decision. Stakeholders quantify
Quality Management

Quality improvement initiatives


* Total Quality Management(TQM), Six Sigma, Lean Six Sigma
Process improvement models
* Malcolm Baldrige, Organizational Project Management Maturity
Model(OPM3), Capability Maturity Model Integration(CMMI)

7 Basic Quality Tools: (Used across all 3 quality processes but


more for assurance & control)
* Cause and effect/Fishbone/Ishikawa Diagram-(Planning):
Used for how the work of quality should be performed to
produce deliverables that meet requirement. (Control): Used to
find root cause
* Flowchart/Process Map-(Planning): Determine cost of quality
by mapping expected monetary value of pursuing paths of
conformance and nonconformance to quality, define and
communicate with team the processes that will be used on
project and show how the processes will be measured for
conformance and effectiveness.(Control): Help analyze quality
problems and develop solutions
* Checksheet/Tally Sheet- It is a type of checklist used to keep
track of data such as quality problems uncovered during
inspections. It is created in planning(create possible defect
scenarios) and used in control (check the frequency of
occurrence). Data collected here can be translated into other
formats like Pareto
* Pareto Diagram/Chart- It is a type of bar chart that arranges
the results from most frequent to least frequent to help identify
which root causes are resulting in the most problems. Pareto
principle states 80% of problems are due to 20% of root cause.
Addressing the root cause of most frequent problems makes
the greatest impact on quality.(Planning): Identify potential
problem that would be documented in the chart using
historical info from past projects.(Control): Measure data and
represent it on the diagram to help analyze the situation and
determine where to focus corrective action.
* Histogram- Displays data in the form of bars or columns.
Helps identify problems worth dealing with. It presents data in
no particular order and without the time reference.
* Control Chart- Setup in planning as part of the effort to define
quality on the project and used in control process to help
determine results of a process are within acceptable limits.
Most commonly used to help monitor production and other
processes results are within acceptable limits, ut can be used
HR Communications

If 2 Project team members are having a disagreement, the Communication Types:


people involved in the conflict should attempt to solve it * Formal Written: Complex problems,
themselves. Only in case they cannot resolve it, it should go to project mgmt plan, project charter,
the Project or Functional Manager. communicating over long distance
* Formal verbal: speeches, presentations
* Informal written: Emails, chats,
handwritten notes, text messages
* Informal verbal: Meetings,
conversations

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.

1 EEF (Enterprise Environmental Factors)

2 OPA (Organizational Process Assets)


3 Management Plans

4 Additional Management Plans

5 Project Management Plan

6 Scope Baseline
7 Schedule Baseline

8 Cost Baseline

9 WPD (Work Performance Data)

10 WPI (Work Performance Indicators)

11 WPR (Work Performance Reports)

12 Corrective Action

13 Preventive Action

14 Defect Repair

15 Crashing

16 Fast Tracking

17 Process for Making Change

18 Work Authorization System


19 Requirement Traceability Matrix

20 Project Scope Statement

21 WBS

22 Work Package

23 Control Account

24 WBS Dictionary

25 Define Activities

26 Rolling Wave Planning

27 Estimate Activity Resource

28 Resource Breakdown Structure


29 Scope Breakdown Process

30 Analogous Estimates

31 Develop Schedule

32 Schedule Network Analysis

33 Critical Path
34 Near Critical Path

35 Float

36 Modeling

37 Monte Carlo Analysis

38 Resource Levelling

Resource Smoothing

39 Life Cycle Costing

40 Cost Budget
41 Earned Value Measurement

42 Earned Value Management (EVM)

43 Planned Value(PV)

44 Earned Value(EV)
45 Actual Costs(AC)

46 Quality

47 Grade

48 Quality Management

49 Prevention over Inspection


50 Marginal Analysis

51 Quality Responsibility

52 Plan Quality Mgmt

53 Perform Quality Assurance

54 Perform Quality Control

55 Cost of Quality(COQ)

56 Upper and lower control limits

57 Sigma
58 1, 3 n 6 Sigma

59 PDPC

60 Plan HR Mgmt
Staffing Management Plan

61 Acquire Project Team

62 Personnel Assessment Tool

63 Team Performance Assessment

64 Project Performance Appraisals

65 Powers of PM

66 Plan Communication Mgmt

67 Performance Reporting

68 Risk Breakdown Structure


69 Risk Sources/Categories

70 Types of Risk

71 Risk Identification

72 Risk
73 Qualitative Risk Analysis

74 Risk Severity
75 Quantitative Risk Analysis

76 Expected Monetary Value(EMV)

77 Who is involved in selecting Risk Strategies?


78 Who should be informed or communicated
about Risk Response Strategies?
79 Watchlist
80 Workarounds

81 Contract Change Control System

82 Make or Buy Analysis

83 Target Price

84 Sharing Ratio
85 Ceiling Price

86 Point of total assumption(PTA)

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

94 David McCelland's Theory


95 Herzberg's Theory

96 William Ouchi - Theory Z


97

Halo Affect/Peter Principle


Description

Gov/industry/regulation standards, Infrastructure, Org culture (Company Baggage -


outside the control of project team)
Processes, Policies, Templates, Historical Info, Lessons Learnt
These plans are for every Knowledge Area that will help you define, plan, manage and
control every aspect of that Project

Change Management Plan, Configuration Management Plan, Requirements


Management Plan & Process Improvement Plan
Knowledge Area Mgmt Plans + Additional Management Plans + Performance
Measurement Baselines (Scope+Schedule+ Cost)
Project Scope Statement + WBS + WBS Dictionary
Agreed Schedule including start and stop dates for each activity. Contingency reserves
are included within schedule baseline
It is an approved version of time phased project budget excluding management reserves.
Project cost estimates + Contingency reserves
Raw observations and measurements identified during activities being performed to carry
out project work (Collected during Project Execution)
E.g. Work completed, key performance indicators, technical performance measures, start
and finish dates of scheduled activities, no. of change requests, no. of defects, actual
costs, actual duration etc.
Performance Data collected from various controlling processes, analyzed in context and
integrated based on relationships (Collected during Project Controlling processes)
E.g. status of deliverables, implementation status of change requests, forecasted
estimates to complete

Physical or electronic representation of work performance information compiled in project


documents intended to generate decisions, actions, or awareness
E.g. status report, memos, justification, information notes, recommendations, updates
etc.
Intentional activity that realigns the performance of the project work with the Proj. Mgmt
Plan
Intentional activity that ensures the future performance of the project work is aligned with
the Proj. Mgmt Plan

Intentional activity to modify a nonconforming (noncomplying) product or product


component
Type of schedule compression which involves adding or adjusting resources or working
overtime to complete project work while maintaining original project scope. This usually
results in increased costs and risk.
Type of schedule compression, which involves taking critical path activities that were
originally planned in series and doing all or some of them in parallel instead. Often results
on rework, increased risks and requires more attention to communications
1.Evaluate the impact
2.Identify Options
3.Get Change requests approved internally
4.Get customers buy in
5.Update Change status in Change log
6.Adjust PM plan, project documents and baselines

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 the lowest level of a WBS


* Team breaks down work packages from WBS into activities. This activity list is created
as part of time mgmt process of Define Activities
* Each Work package should consist of nouns-things rather than actions
It is a tool that allows aggregation and analysis of work performance data (WPD)
regarding scope, schedule and costs
* It works at a higher level than work package, where each work package in the WBS
would be assigned to only one control account

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

It is a technique that generates project schedule model employing various analytical


techniques like critical path method, schedule compression, modeling, resource
optimization, critical chain method
It is the longest duration path through a network diagram. You can have 2, 3 or more
critical paths. More critical paths increase the risk.
this path is close in duration to the critical path with a possibility of it becoming a critical
path sometimes. The closer in length these 2 paths are the more risk the project has. In
that scenario you need to focus time and effort monitoring and controlling activities on
both the paths to avoid delays to project completion
in planning, critical path is zero total float. during execution, if an activity on critical is
completed earlier or later than planned, the critical path may then have positive or
negative float. Negative float on critical path requires corrective actions or changes to the
project.
In case float is negative, always try to compress schedule by either crashing or fast
tracking whichever has the least negative impact.

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

Quality must be planned in, not inspected in


It refers to looking for that point where the benefits or revenue to be receive from
improving quality equals the incremental cost to achieve that quality. It is that point when
improving quality does not add any more value.
Project Mgr has the ultimate responsibility for quality of the product of the project but
each team member must check their work by inspecting it themselves
Senior Mgmt has ultimate responsibility for quality in organization as a whole.
Performed during planning phase of project. Define quality, policies, standards,
processes and procedures for the product, project and project management efforts & how
to achieve them
Performed during executing process. Ensures team is following policies, standards and
processes as planned. Are these procedures and processes giving us the desired result

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

A technique of Develop Project team process, focusing on team performance. Team


performance assessment is done by PM in order to evaluate and improve the
effectiveness of the team as a whole
A technique of Manage Project Team process. In this effort the project manager collects
information from team members supervisors (or coworkers in case of 360-degree review)
and adjust the projecct accordingly. The focus is on the individual.
Formal, Reward, Penalty, Expert, Referent (This is a power from other people
liking/respecting/wanting to be like you. Power of charisma and fame)
BEST Forms are Expert & Reward
WORST Form is Penalty
EARNED Form is Expert
It considers how to store, maintain, distribute and retrive information and what will
happen to all the project info once the project is closed. It looks at how to minimize the
effectiveness and efficiency of communications on the project including what should be
communicated, to whom when with what method and how frequenctly
Big part of managing communications focuses on performance reporting. This involves
pulling together the information from WPR collected from M & C process and
communicating it to the appropriate stakeholders in a way that will make sense to them

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

This is a list of noncritical risks which have to be revisited periodically


Workaround refers to determining how to handle a risk that has occured but was not
included in risk register. They are determined during Plan Risk Response but could be
used in control risks process if risk has occured after the project execution has begun.
When a major problem/event occurs that was not included in risk register or not identfied
the first thing to do is to "Create a Workaround", but if a previously unidentified risk is
discovered, the next thing would be to Qualify the risk

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.

It is a process of obtaining seller responses, selecting a seller and awarding a contract


square = decision, circle = chance, sleeping triangle = end of branch
Forming, Storming, Norming, Performing, Adjourning

1. Collaborating/Problem Solving - Win Win 2. Compromise/Reconcile - Lose Lose 3.


Smoothing/Accomodating - Agree on common grounds 4. Withdraw/Avoid - Postone a
problem 5. Forcing/Direct - Win Lose

Plan Do Check Act Cycle


X = People need to be watched every minute
Y = People are willing to work without supervision and want to be achieve
People not most motivated by security or money, instead highest motivation is to
contribute and use their skills. "Self Actualization"
Pyramid lower level to top categories are Physiological, Safety , Social, Esteem,
Self actualization

1. Achievement 2. Affiliation 3. Power


Hygiene Factor & Motivating Agents
* Poor hygiene may destroy motivation but improving them will not improve
motivation. E.g. Working condition, Salary, Personal Life, Relationships at work,
security, status
* Motivating Agents include the work itself E.g. Resposibility, Self actulaization,
Professional Growth, Recognition

Provide life time job guarantee to improve performance and motivation

In a hierarchy every employee tends to rise to his/her level of incompetence. E.g.


Just coz someone is a great programmer, does not make then an equally great lead
Process Group
Knowledge Area
Initiating - 13% Planning - 24%
Integration Mangement Develop Project Charter Develop Project Management Plan

Scope Management * Plan Scope Management


* Collect Requirements
* Define Scope
* Create WBS
Time Management * Plan Schedule Management
* Define Activities
* Sequence Activities
* Estimate Activities Resource
* Estimate Activities Duration
* Develop Schedule

Cost Management * Plan Cost Management


* Estimate Cost
* Determine Budget
Quality Management * Plan Quality Management
Human Resources Management * Plan Human Resources Management

Communications Management * Plan Communications Management


Risk Management * Plan Risk Management
* Identify Risks
* Perform Qualitative Risk
* Perform Quantitative Risk
* Plan Risk Responce
Procurement Management * Plan Procurement Management
Stakeholder Management * Identify Stakeholders * Plan Stakeholders Management
Total By Process Group 2 24
Process Groups
Executing - 31% Monitoring & Control - 25% Closing - 7%
Direct and Manage Project Work * Monitor & Control Project Work * Close Project/Phase
* Perform Integrated Change Control

* Validate Scope
* Control Scope

* Control Schedule

* Control Cost

* Perform Quality Assurance * Quality Control


* Acquire Project Team
* Develop Project Team
* Manage Project Team
* Manage Communications * Control Communications
* Control Risks

*Conduct Procurement * Control Procurement * Close Procurement


* Manage Stakeholders * Control Stakeholders
8 11 2
Total by Knowledge Areas
6

3
4

3
6

4
4
47
Sr. No Term Accrony Formula
1 Present Value m
PV PV = FV/(1+r)^n

2 Net Present Value NPV NPV = PV of total income/revenue - PV of total


Cost
3 Internal Rate of Return IRR %

4 Payback Period

5 Benefit Cost Ratio

6 Opportunity Cost
7 Sunk Cost

8 Expected Activity Duration (Triangular EAD EAD = (P+M+O)/3


Distribution/Simple Average) Triangular

9 Expected Activity Duration (Beta EAD Beta EAD = (P+4M+O)/6


Distribution/Weighted Average)
10 Beta Activity (Standard Deviation) SD SD = (P-O)/6
11 Range of Estimate Range = Beta EAD +/- SD

12 Float Float = LS - ES or Float = LF - EF

13 Cost Variance CV CV = EV - AC

14 Schedule Variance SV SV = EV - PV

Earned Value EV EV = PV x % completed for an activity


EV = BAC x % completed for overall project
15 Cost Perfromance Index CPI CPI = EV/AC

16 Schedule Performance Index SPI SPI = EV/PV

17 Estimate at Completion EAC * EAC = AC + Bottom-up ETC, or


* EAC = BAC/CPIc, or
* EAC = AC + (BAC - EV), or
* EAC = AC + [(BAC - EV)/(CPIc x SPIc)]
18 To-Complete Performance Index TCPI TCPI = (BAC - EV) / (BAC - AC)

19 Estimate to Completion ETC ETC = EAC - AC or restimate

20 Variance at Completion VAC VAC = BAC - EAC

21 Number of Communication Channel No. of channel = N(N-1)/2

22 Estimated Monetary Value EMV EMV = P x I

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

Project with Higher IRR should always be selected.


Out of various projects, the one giving highest return is
selected

Time taken by an org. to recover its investment in a Develop


project before it starts accumulating profit Project Integration Mgmt
Charter
Ratio > 1 = Benefit > Cost
Ratio <1 = Cost > Benefit
Ratio =1 Both Cost & Benefit are same
* Benefit includes Revenue not the profits
* Higher value more Benefit

It is the value of project that was not selected


It is the expended cost which should not be considered
for deciding the future of a project
P= Pessimistic, M= Most Likely, O= Optimistic

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

EV = Earned Value, AC = Actual Cost


* Negative CV is over budget
* Positive CV is under budget
* EV = As of today, what is the estimated value of work
actually accomplished
* AC = As of today, what is the actual cost incurred for
the work accomplished

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

Planning Develop Project


Management Plan

Executing Direct & Manage


Project Work

Integration Monitoring & Monitor & Control


Control Project Work

Perform Integrated
Change Control

Closing Closing Project/Phase

Planning Plan Scope


Management

Scope
Collect Requirements

Scope

Define Scope

Create WBS

Control Validate Scope

Control Scope

Planning Plan Schedule


Management

Define Activities
Sequence Activities

Estimate Activities
Resources

Estimate Activities
Duration

Time

Develop Schedule

Monitoring & Control Schedule


Control

Planning Plan Cost


Management
Estimate Costs

Develop Budget

Cost

Monitoring & Control Costs


Control

Planning Plan Quality


Management

Quality
Executing Perform Quality
Assurance

Quality

Monitoring & Control Quality


Control

Planning Plan HR Mgmt

Executing Acquire Project Team

Develop Project Team


HR

Manage Project Team

Plan Plan Communications


Management

Execute Manage
Communications
Communication

Control Control
Communications

Plan Plan Risk Mgmt


Identify Risk

Risk

Perform qualitative
risk analysis

Perform quantitative
risk analysis

Plan Risk Responce


Control Control Risks

Plan Plan Procurement


Mgmt

Execute Conduct Procurement

Procurement

Control Control Procurement

Close Close Procurement

Initiate Identify Stakeholders

Stakeholder
Plan Plan Stakeholder
Management

Stakeholder Execute Manage Stakeholders

Control Control Stakeholders


Input Output
* Project SOW * Project Charter
* Business Case
* Agreement
* EEF
*OPA
* Project Charter * Project Management Plan
* Outputs from other processes
* EEF
* OPA
* Project Management Plan * Deliverables
* Approved Change Requests * Work Performance Data
* EEF * Change Requests
* OPA * Project Mgmt Plan Update
* Project Documents Update
* Project Management Plan * Change Requests
* Schedule forecasts * Work Performance Reports
* Cost forecasts * Project Mgmt Plan Update
* Validated Changes * Project documents updates
* Work Performance Information
* EEF
* OPA

* Change Requests * Approved Change Requests


* Project Management Plan * Change Log
* Work Performance Reports * Project Mgmt Plan updates
* EEF * Project documents updates
* OPA
* Accepted Deliverables * Final Product, Service or result
* Project Management Plan * OPA updates
* OPA
* Project Management Plan * Scope Management Plan
* Project Charter * Requirements Management Plan
* EEF
* OPA
* Scope Management Plan * Requirement document
* Requirements Management Plan * Requirement traceability Matrix
* Project Charter
* Stakeholder Management Plan
* Stakeholder Register

* Scope Mgmt Plan * Project Scope Statement


* Requirement document * Project documents Update
* Project Charter
* OPA
* Scope Management Plan * Scope baseline
* Requirement document * Project document Update
* Project Scope statement
* EEF
* OPA
* Work Performance Data * Work Performance Information
* Project Mgmt Plan * Project Document Updates
* Requirements document * Accepted deliverables
* Requirement traceability Matrix * Change Requests
* Verified Deliverables
* Project Mgmt Plan * WPI
* Requirements document * Change Requests
* Requirement traceability Matrix * Proj Mgmt Plan updates
* WPD * Proj doc update
* OPA * OPA update
* Project Management Plan * Schedule Mgmt Plan
* OPA
* EEF
* Project Charter
* Schedule Mgmt Plan * Activity List
* Scope baseline * Activity attributes
* EEF * Milestone List
* OPA
* Schedule Mgmt Plan * Project schedule network diagrams
* Activity List * Project documents update
* Activity attributes
* Milestone list
* Project scope statement
* EEF
* OPA

* Schedule Mgmt Plan * Activity Resource requirements


* Activity list * Resource Breakdown structure
* Activity attributes * Project documents update
* Resource calendars
* Risk register
* Activity Cost Estimates
* EEF
* OPA

* Schedule Mgmt Plan * Activity duration estimates


* Activity list * Project documents updates
* Activity attributes
* Activity resource requirements
* Resource calendars
* Project scope statement
* Risk register
* Resource Breakdown Structure
* EEF
* OPA

* Schedule Mgmt Plan * Schedule baseline


* Activity list * Project schedules
* Activity attributes * Schedule data
* Activity resource requirements * Project calendars
* Project Schedule network diag * Project management plan updates
* Resource calendars * Project documents updates
* Activity duration estimates
* Project scope statement
* Risk register
* Resource Breakdown Structure
* Project Staff assignments
* EEF
* OPA

* Project Mgmt Plan * WPI


* Project Schedule * Schedule forecasts
* WPD * Change requests
* Project calendars * Project management plan updates
* Schedule data * Project documents updates
* OPA * OPA updates

* Project Mgmt Plan * Cost management plan


* Project Charter
* EEF
* OPA
* Cost Mgmt Plan * Activity Cost Estimates
* HR Mgmt Plan * Project documents updates
* Scope baseline * Basis of estimates
* Project Schedule
* Risk register
* EEF
* OPA

* Cost Mgmt Plan * Cost baseline


* Activity Cost Estimates * Project funding requirements
* Project Schedule * Project documents updates
* Risk register
* Scope baseline
* Basis of estimates
* Resource calendars
* Agreements
* OPA

* Project Mgmt Plan * WPI


* WPD * Cost forecasts
* Project funding requirements * Change requests
* OPA * Project Mgmt Plan updates
* Project documents updates
* OPA updates

* Project Mgmt Plan * Quality Mgmt Plan


* Stakeholder register * Process improvement plan
* Risk register * Quality metrics
* Requirement document * Quality checklists
* EEF * Project documents updates
* OPA
* Quality Mgmt Plan * Change Requests
* Process improvement plan * Project Mgmt plan update
* Quality metrics * Project document updates
* Quality control measurements * OPA updates
* Project documents
* Project Mgmt Plan * Quality Control Measurements
* Quality metrics * Validated changes
* Quality checklists * Verified deliverables
* Work performance data * WPI
* Approved change requests * Change requests
* Deliverables * Proj Mgmt Plan updates
* Project documents * Project documents updates
* OPA * OPA updates

* Project Mgmt Plan * HR Mgmt Plan


* Activity resource requirements
* EEF
* OPA
* HR Mgmt Plan * Project Staff Assignment
* EEF * Resource calendar
*OPA * Project management plan updates
* HR Mgmt Plan * Team performance assessment
* Project Staff Assignments * EEF updates
* Resource calendars
* HR Mgmt Plan * Change Requests
* Project Staff Assignment * Project Management Plan update
* Team performance assessment * Project documents update
* Issue Log * EEF updates
* WPR * OPA updates
* OPA

* Project Management Plan * Communications management plan


* Stakeholder register * Project document update
* EEF
* OPA
* Communications mgmt plan * Project communications
* WPR * Project mgmt plan update
* EEF * Project docs update
* OPA * OPA updates
* Project Mgmt Plan * WPI
* Project communications * Change Requests
* Issue Log * Project Management Plan update
* WPD * Project docs update
* OPA * OPA updates
* Project Mgmt Plan * Risk Management Plan
* Project Charter
* Stakeholder register
* EEF
* OPA
* Risk mgmt plan * Risk Register
* cost mgmt plan
* schedule mgmt plan
* quality mgmt plan
* hr mgmt plan
* scope baseline
* activity cost estimate
* activity duration estimates
* stakeholder register
* procurement docs
* project docs
* EEF
* OPA

* Risk register * project documents updates


* scope baseline
* risk mgmt plan
* EEF
* OPA
* Risk register * project documents updates
* Risk mgmt plan
* cost mgmt plan
* schedule mgmt plan
* EEF
* OPA

* Risk mgmt plan * Project management plan updates


* Risk register * project documents updates
* Project mgmt plan * WPI
* Risk Register * Change Requests
* WPD * Proj Mgmt Plan updates
* WPR * Proj doc update
* OPA update
* Project Mgmt plan * Procurement Management Plan
* Risk register * Procurement STatement of Work
* Requirement document * Procurement documents
* Activity resource requirement * Source selection criteria
* Project schedule * Make or Buy decision
* Activity cost estimates * Change requests
* Stakeholder register * Project docs updates
* EEF
* OPA

* Procurement Mgmt Plan * Selected seller


* Procurement documents * Agreements
* Source selection criteria * Resource Calendar
* Seller proposals * Change requetsts
* Project documents * Project mgmt plan update
* Make or Buy decision * Project documents update
* Procurement statement of work
* OPA

* Project Mgmt Plan * WPI


* Procurement documents * Change requests
* Agreements * Project mgmt plan update
* Approved Changes * Project docs update
* WPR * OPA
* WPD

* Project Mgmt Plan * CLose procurements


* Procurement docs * OPA updates
* Project Charter * Stakeholder Register
* Procurement Documents
* EEF
* OPA
* Project Management Plan * Stakeholder Management Plan
* Stakeholder Register * Project documents update
* EEF
* OPA
* Stakeholder Management Plan * Issue Log
* Communications Mgmt Plan * Change Requests
* OPA * Project Mgmt Plan updates
* Change Log * Project Documents updates
* OPA Updates
* Issue Log * WPI
* Project Mgmt Plan * Change Requests
* WPD * Proejct Mgmt Plan updates
* Project documents * OPA updates
Process Groups
Knowledge Area
Initiating- 13% Planning - 24% Executing - 31%
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resources Management
Communications Management
Risk Management
Procurement Management
Stakeholder Management
Total 2 24 8

EVM Formulas

1
2
3
4
5

6
7
8
Process Groups
Monitoring & Control - 25% Closing -7% Total

11 2 0

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