Arabic PMP One Day

PMP Exam Prep Camp
PMP Awareness
Molham Aldrobi Feb 2009
Introduction
Please open your handouts and write down your notes Language: English and Arabic Attendance Sheet Refreshments Facilities (parking lot, toilets, prayer room, break area, and restaurant)
PMP Exam Prep Camp
Intro (Cont)
Agenda Daily Schedule Trainer Profile Objectives of This Course Material How to Read the Handouts? Course Ground Rules
3
Agenda
Key Concepts The Standard for PM of a Project The PM Process Groups Integration Management Scope Management Time Management Cost Management Quality Management HR Management Communications Management Risk Management Procurement Management Code of Ethics The Exam Tips & Tricks and Simulation Exam
PMP Exam Prep Camp
Daily Schedule
Session 1: Break: Session 2: Break: Session 3: Break: Session 4:
5
13:30 15:00 15:00 15:15 15:15 16:15 16:15 16:45 16:45 18:15 18:15 18:45 18:45 20:45
Trainer Profile:
Name: Molham Aldrobi Background:
Bachelor in Computer Eng. / Msc in Computer Science (Artificial Intelligence) Certified PMP Lecturer: McGill University - Canada Managed many projects in North America, Far East, Middle East Managed hundred of Millions projects Trained Thousands of people
PMP Exam Prep Camp
Objectives of This Course

Trainees Objectives
Name Company Position Background Objectives Expectations
Objectives of This Training
Our Objective: You become aware of
Project Managment
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PMP Exam Prep Camp
How to Read the Handouts?
Contents at a glance Contents of each main title Contents of lengthy sub-titles Highlight at the start of each main title
Ground Rules
Attend 80% or more of the Course to get your certificate of attendance On time: Come on time and return back from breaks on time No mobiles, PDAs or laptops please! No smoking
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PMP Exam Prep Camp
Ground Rules (Cont)

No side discussions Your Participation is most important for the success of the course Questions: let me finish the subject first Instant feedback: proceed slower or faster
11
Contents at a Glance
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Key Concepts
What is a Project?
Project vs. Operational Work Projects and Strategic Planning
What is Project Management (PM)? PMBOK and PMBOK Guide The Triple Constraint Areas of Expertise Key Terms in PM The Project Life Cycle Organizational Influences
13
What is a project? What are the major characteristics of a project?
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PMP Exam Prep Camp
What is a Project?
Temporary
Has a clear start and end. End means
Objectives are met, will not be met or cannot be met Project is not needed any more
Unique: differs, even slightly, from other projects
15
What is a Project?
(Cont)
Progressively elaborated
Less details at the start More details are known with time Iterative
Should not be confused with scope creep
16
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Project vs. Operational Work

Differences
Operations
Ongoing and repetitive Its purpose is to sustain
Projects
Temporary and unique Its purpose is to fulfill its objectives and terminate
17
Project vs. Operational Work (Cont)
Similarities
Performed by people Resource constrained Planned, executed and controlled
18
PMP Exam Prep Camp
Why Projects
Projects are authorized due to

Market demand Organizational need Customer request Technology advancement Legal requirement
19
What is Project Management (PM)?
PM Includes
Identifying project requirements Establishing clear yet achievable objectives Balancing the triple constraint Adapting the specifications, plans, and approach to the different concerns of the all stakeholders
20
PMP Exam Prep Camp
PMBOK! PMBOK Guide!
21
The PMBOK
The Project Management Body of Knowledge (PMBOK) is all the knowledge about the project management profession A Guide to the PMBOK is a standard developed by PMI to identify that subset of the PMBOK that is generally recognized as good practices (PMBOK Guide 3)
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PMP Exam Prep Camp
The PMBOK
(cont)
PMBOK Guide addresses single projects only PM team responsible to customize the PMBOK Guide to fit their project
23
The Triple Constraint
st Co
Ti m
24
Quality Scope
PMP Exam Prep Camp
Areas of Expertise
A PM is a mile wide and an inch deep

PM Body of Knowledge PMBOK Guide
Interpersonal skills
Application Area Knowledge, Standards & Regulations
General Management Knowledge & Skills
Understanding the Project Environment
25
Processes Interactions
(Cont) (Fig 3-12, PMBOK 69)

Monitoring and Controlling Processes
Planning Processes
Project Process Groups Life Cycle Life Cycle
Initiating Processes
Closing Processes
Executing Processes
Phase
Phase
Phase
Phase

Planning Processes

Planning Processes

Planning Processes

Planning Processes
Closing Processes
Closing Processes
Closing Processes
Closing Processes
Executing Processes
Executing Processes
Executing Processes
Executing Processes
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PMP Exam Prep Camp
Key Terms in PM
27
Program Program A
Proj X
Extra Benefit
Proj Y
Proj Z
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PMP Exam Prep Camp
Portfolio Portfolio
Program A
Proj X
Strategic Objective
Extra Benefit
Proj Y
Proj N Operations
Proj Z
Proj M
Program B
Proj U
Extra Benefit
Proj W
Proj V
29
Subproject
Proj X Sub X1 Sub Xn
Sub X2
30
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Project Management Office (PMO)
An organizational unit (ex. department) Centralizes and brings together PM Other names
Project Office Program Management Office Program Office
31
PMO Functions
(Cont)
Make recommendations Provide PM support (training, software, standardized policies and procedures) Manage and responsible for achieving projects objectives Involved in the selection, management, and redeployment of project personnel
32
PMP Exam Prep Camp
OPM3
Organizational Project Management Maturity Model Developed by PMI for the overall organizational maturity in PM
33
Management by Projects
Differs from PM Management approach that should be adapted and supported by top management Example: publishing a newspaper or magazine
34
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Stakeholders
What do we mean by Stakeholders?
35
Stakeholders (Cont)
Anyone whose affected by or can affect project results

(Fig 2-5, PMBOK Guide 25)
Includes
Project Manager Customer/ user Performing Organization Sponsor Project Management Team Project Team PMO Others (Influencers)
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PMP Exam Prep Camp
The Relationship Between Stakeholders and the Project (Fig 2-5, PMBOK 25)
Project
Project Sponsor
Project Manager
Project Management Team Project Team
Project Stakeholders
37
Stakeholders
(Cont)
What should the PM do with Stakeholders?
38
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Stakeholders
(Cont)
The PM Should
Identify stakeholders Determine their requirements Determine and manage their expectations Communicate with them Manage their influences (negative and positive)
39
Project Management System
The set of tools, techniques, methodologies, resources, and procedures used to manage a project
40
PMP Exam Prep Camp
The Project Life Cycle
Characteristics of the Project Life Cycle Characteristics of Project Phases Project Life Cycle & Product Life Cycle
41
Characteristics of the Project Life Cycle
Sequential Defines project phases No one ideal project life cycle It could be general or detailed When moving from one phase to another
Technical handover Deliverables examination
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PMP Exam Prep Camp
(Cont)
For each phase, Project Life Cycle generally identifies

What technical work to be done When deliverables to be generated How deliverables are reviewed, verified, and validated Who is involved How to control and approve the phase
43
(Cont)
The level of uncertainty (and therefore risk) is highest at start Certainty gets progressively better with time
44
PMP Exam Prep Camp
(Cont)
High
End
Influence of Stakeholders
Low
Cost of Change Time (phase)
45
Characteristics of Project Phases
Deliverables
A deliverable is an assessable, quantifiable, verifiable work result such as feasibility study report, prototype, or design document Types of deliverables
PM Process deliverable Final product Component of the final product
46
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Characteristics of Project Phases
(Cont)
For larger projects, a phase can be divided into phases Each project phase includes all PM process groups
47
Organizational Influences
Introduction Organizational Systems Organizational Cultures and Styles Organizational Structure The Role of PMO in Organizational Structures
48
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Organizational Influences Intro.
A project is influenced by
The organization that initiated it How mature the organization is with respect to
Project Management System Culture and style Organizational Structure
PMO
49
Organizational Systems
Project-based organizations
Primarily derive their revenues from projects Adapted Management by Projects
Non-project-based organizations
Lack management systems that support project needs This makes PM more difficult May have organizational units that work as a project-based organization
50
PMP Exam Prep Camp
Organizational Cultures and Styles
Beliefs, shared values, norms, and expectations Policies and procedures View of authority relationships Work hours and work ethics
51
Organizational Structure
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Functional Organization
Project Coordination
(Fig 2-7, PMBOK 29)
(Gray boxes represent staff engaged in project activities.)

53
Projectized Organization
(Fig 2-8, PMBOK 29)

54
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Weak Matrix Organization
(Fig 2-9, PMBOK 30)

55
Balanced Matrix Organization
(Fig 2-10, PMBOK 30)

56
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Strong Matrix Organization

57
Composite Organization
Project B Coordination
Project A Coordination
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Organizational Structure Influences on Projects

PMBOK 28)
Organizational Structure Project Characteristics
(Fig 2-6,
Matrix
Functional
Weak Matrix
Limited
Balanced Matrix
Low to Moderate Low to Moderate Mixed Full-time
Strong Matrix
Moderate to High Moderate to High Project Manager Full-time
Projectized
Project Managers Authority Resource Availability Who controls the project budget Project Managers Role Project Management Administrative Staff
59
Little or None Little or None Functional Manager Part-time
High to Almost Total High to Almost Total Project Manager Full-time
Limited Functional Manager Part-time
Part-time
Part-time
Part-time
Full-time
Full-time
Organizational Structure Comparison
(Cont)
In matrix organizations PM and functional manager share project responsibility Resources in Matrix organizations have two bosses! dual reporting PM responsible to have a successful project
60
PMP Exam Prep Camp
The Role of PMO in Organizational Structures
How does PMO affect the organization structure?
61
Functional Organization No PMO


62
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Projectized Organization with PMO

63
Weak Matrix Organization with PMO

64
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Balanced Matrix Organization with PMO

65
Strong Matrix Organization with PMO

66
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Composite Organization with PMO
Project B Coordination
Project A Coordination
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68
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The Standard for PM of a Project

Introduction PM Processes PM Process Groups Processes Interactions PM Process Mappings
69
Introduction
For a successful project, PM team must

Select proper processes Use a defined and clear approach to adopt the product specifications and plans Act in accordance with requirements to meet stakeholders needs, wants, and expectations Balance the competing demands of scope, time, cost, quality, resources, and risk to bring into being a quality product
70
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What does Project Management Process Groups mean?
71
PM Process Groups
Plan Do Check Act

Outputs (results) from one process are inputs to another
Planning Processes
Plan Do Act Check

Closing Processes
Executing Processes
72
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PM Process Groups (Cont)
What is the difference between Corrective Action And Preventive Action?
73
PM Process Groups (Cont) Corrective & Preventive Actions
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PMP Exam Prep Camp
PM Process Groups (Cont) Corrective & Preventive Actions Corrective Action
75
PM Process Groups (Cont) Corrective & Preventive Actions Preventive Action
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PMP Exam Prep Camp
PM Process Groups
(Cont)
All five groups are required for any project Not all processes are required Independent of application area Iterated throughout the project
77
Processes Interactions
Initiating Planning Process Process Group Group
(Cont) Monitoring & Controlling Process Group
Level of Process Interaction
Executing Process Group
Closing Process Group
Start
Time
Fig 3-11, PMBOK 68
78
Finish
PMP Exam Prep Camp
PM Process Mapping
Table 3-45 PMBOK Guide 70

5 Process Groups 9 Knowledge Areas 44 Processes
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Initiating
Planning
Executing
M&C
Closing
Initiating
Initiating: Grants the approval and authorization to assign the organizations resources to working on the project or phase. It happens at the start of the project or project phase
81
Initiating
Planning
Executing
M&C
Closing
Initiating
(Cont)
Project Boundaries
Monitoring and Controlling Processes Planning Processes
Project Deliverables
End Users
Project Initiator/ Sponsor
Project Inputs
Closing Processes
Executing Processes
Project Records
Process Assets
Project Boundaries (Fig 3-5, PMBOK 43)

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Initiating
Planning
Executing
M&C
Closing
Initiating
(Cont)
Starts a project or project phase Define project purpose Identify project objectives Initial scope description Define required resources Assign and authorize PM Document initial assumptions and constraints Divide large projects into phases
83
Initiating
Planning
Executing
M&C
Closing
Initiating
(Cont)
Develop Project Charter 3.2.1.1 (4.1)
Planning Planning Process Group Process Group
Develop Preliminary Project Scope Statement 3.2.1.2 (4.2)
Executing Executing Process Group Process Group
M&C M&C Process Group Process Group
Fig 3-6, PMBOK 44

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Initiating
Planning
Executing
M&C
Closing
Planning
Planning: Describes and purifies objectives, and plans all actions required to achieve the objectives and scope that the project was carried out to address
85
Initiating
Planning
Executing
M&C
Closing
Planning
(Cont)
Develops the PM plan Identifies, defines, and matures the project scope, cost and Schedule Iterative and progressively elaborated
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Initiating
Planning
Executing
M&C
Closing
Planning
(Cont)
PM plan is a live document Caution: plans are developed to be followed but they can and will change over the Program of the project execution Planning cannot continue forever
The Performing Organization procedures should identify when it should stop
87
Initiating
Planning
Executing
M&C
Closing
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Initiating
Planning
Executing
M&C
Closing
Executing
Executing: Puts together people, materials, tools, and other resources to undertake the PM plan for the project Processes to do the PM plan
89
Initiating
Planning
Executing
M&C
Closing
Executing
(Cont)
Coordinating people and other resources Integrating and performing project activities The Executing processes consumes the majority of the project budget
90
PMP Exam Prep Camp
Initiating Executing
(Cont)
Planning
Executing
M&C
Closing
Initiating Initiating Process Process Group Group
Perform Quality Assurance 3.2.3.2 (8.2) Acquire Project Team 3.2.3.3 (9.2) Information Distribution 3.2.3.5 (10.2)
M&C M&C Process Process Group Group
Direct & Manage Project Execution 3.2.3.1 (4.4)
Develop Project Team 3.2.3.4 (9.3)
Select Sellers 3.2.3.7 (12.4)
Planning Planning Process Process Group Group
Request Seller Responses 3.2.3.6 (12.3)
Closing Closing Process Process Group Group
Fig 3-8, PMBOK 55

91
Initiating M&C
Planning
Executing
M&C
Closing
Monitoring and controlling

Watch the progress on a regular basis. Measure variances from the PM Plan Recommend corrective or preventive actions when necessary Meet project objectives and ensure successful result
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Initiating M&C
(Cont)
Planning
Executing
M&C
Closing
Initiating Initiating Process Process Group Group
Scope Verification 3.2.4.3 (5.4)`
Monitor & Control Project Work 3.2.4.1 (4.5)
Scope Control 3.2.4.4 (5.5) Schedule Control 3.2.4.5 (6.6) Cost Control 3.2.4.6 (7.3)

Integrated Change Control 3.2.4.2 (4.6)
Perform Quality Control 3.2.4.7 (8.3) Manage Project Team 3.2.4.8 (9.4) Performance Reporting 3.2.4.9 (10.3) Manage Stakeholders 3.2.4.10 (10.4) Risk Monitoring and Control 3.2.4.11 (11.6) Contract Administration 3.2.4.12 (12.5)
Closing Closing Process Process Group Group
Executing Executing Process Process Group Group
Fig 3-9, PMBOK 60

93
Initiating Closing
Planning
Executing
M&C
Closing
Closing: Brings a formal acceptance of the project, service, or result and orderly end activities of a project phase or the project itself
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Initiating
Planning
Executing
M&C
Closing
Closing
(Cont)
When completed
Verifies that the defined processes are completed within all the Process Groups to close the project or a project phase, as appropriate Formally establishes that the project or project phase is finished (PMBOK Guide 66)
95
Initiating
Planning
Executing
M&C
Closing
Closing
(Cont)
Close Project 3.2.5.1 (4.7)
Executing Executing Process Process Group Group
Monitoring & Monitoring & Controlling Controlling Process Process Group Group
Contract Closure 3.2.5.2 (12.6)
Fig 3-10 PMBOK 66

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The PM Knowledge Areas Intro.
What does Project Management Knowledge Area mean?

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques PMBOK 369
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The PM Knowledge Areas
Inputs to the first process and available for succeeding processes in their latest updated form
PM plan Organizational Process Assets Enterprise Environmental Factors
99
The PM Knowledge Areas
What is a Process?
A set of interconnected actions and activities carried out to attain a particular set of services, products, or results
Inputs T&T Outputs

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4. Project Integration Management
Processes and activities needed to

Identify Define Combine Unify Coordinate
101
Initiating
Planning
Executing
M&C
Closing
3.2.1.1 4.1
Develop Project Charter

Inputs .1 Contract (when applicable) .2 Project Statement Of Work (SOW) .3 Enterprise Environmental Factors .4 Organizational Process Assets
T&T .1 Project Selection Methods .2 PM Methodology .3 PM Information System (PMIS) .4 Expert Judgment
Integration
Outputs .1 Project Charter
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Initiating
Planning
Executing
M&C
Closing
3.2.1.2 4.2
Develop Preliminary Project Scope Statement Cont)
Inputs .1 Project Charter .2 Project Statement of Work .3 Enterprise Environmental Factors .4 Organizational Process Assets T&T .1 PM Methodology .2 PMIS .3 Expert judgment
Integration
Outputs .1 Preliminary Project Scope Statement
103
Initiating
Planning
Executing
M&C
Closing
3.2.1.2 4.2
Develop Preliminary Project Scope Statement: Outputs (Cont)
.1 Preliminary Project Scope Statement

Project and product objectives Product or service requirements and characteristics Product acceptance criteria Project boundaries Project requirements and deliverables Project constraints Project assumptions
Integration
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Initiating Develop PM Plan

(Cont)
Planning
Executing
M&C
Closing
3.2.2.1 4.3
Inputs .1 Preliminary project scope statement .2 PM processes (~PMBOK Guide!) .3 Enterprise Environmental Factors .4 Organizational Process Assets T&T .1 PM methodology .2 PMIS .3 Expert judgment
Integration
Outputs .1 PM Plan
105
Initiating Develop PM Plan: Outputs
Planning
Executing
M&C
Closing
3.2.2.1 4.3
(Cont)
Templates
Scope Mgt Plan Component Schedule Mgt Plan Component Cost Mgt Plan Component
PM Plan
Quality Mgt Plan Component
Staffing Mgt Plan Communication Mgt Plan
Component
Integration
Risk Mgt Plan Procurement Mgt Plan
Component
Components
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Initiating
Planning
Executing (Cont)
M&C
Closing
3.2.3.1 4.4
Direct and Manage Project Execution
Typical cycle of Requested Changes, Corrective or Preventive Action

Recommended requested changes Authorized review
Implemented requested changes Y Approved
Re-clarify request justification
Integration
N Project archive Y Justification accepted Requester review
107
Initiating
Planning
Executing (Cont)
M&C
Closing
3.2.3.1 4.4
Direct and Manage Project Execution
Typical defect repair cycle

Validated Deliverable Pass Deliverable QC Check Fail Repairable N
Y
Request Defect Repair
Integration
Scrap
Approved Y
Defect Repair
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Initiating
Planning
Executing
M&C
Closing
3.2.3.1 4.4
Direct and Manage Project Execution (Cont)
Inputs .1 PM Plan .2 Approved Corrective Actions .3 Approved Preventive Actions .4 Approved Change Requests .5 Approved Defect Repair .6 Validated Defect Repair .7 Administrative Closure Procedure Outputs .1 Deliverables .2 Requested Changes .3 Implemented Change Requests .4 Implemented Corrective Actions .5 Implemented Preventive Actions .6 Implemented Defect Repair .7 Work Performance Info.
109
T&T .1 PM Methodology .2 PMIS
Integration
Initiating
Planning
Executing
M&C
Closing
3.2.4.1 4.5
Monitor and Control Project Work
Monitor all project processes from initiating, planning, executing and closing Corrective or preventive actions are recommended to control and direct the project performance
Integration
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Initiating
Planning
Executing
M&C
Closing
3.2.4.1 4.5
Monitor and Control Project Work (Cont)
Monitoring is done throughout the project; it includes

Collecting Measuring Circulating performance information Assessing measurements and trends. Process improvements
Integration
111
Initiating
Planning
Executing
M&C
Closing
3.2.4.1 4.5
Monitor and Control Project Work (Cont)
Inputs .1 PM Plan .2 Work Performance Information .3 Rejected Change Requests T&T .1 PM Methodology .2 PMIS .3 Earned Value Technique .4 Expert Judgment
Integration
112
Outputs .1 Recommended Corrective Actions .2 Recommended Preventive Actions .3 Forecasts .4 Recommended Defect Repair .5 Requested Changes
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.2 4.6
Integrated Change Control
From start to end Required because projects hardly ever run exactly according to the PM Plan
Integration
113
Initiating
Planning
(Cont)
Executing
M&C
Closing
3.2.4.2 4.6
Integrated Change Control

Inputs .1 PM Plan .2 Requested Changes .3 Work Performance Information .4 Recommended Preventive Actions .5 Recommended Corrective Actions .6 Recommended Defect Repair .7 Deliverables Outputs .1 Approved Change Requests .2 Rejected Change Requests .3 PM Plan (Updates) .4 Project Scope Statement (Updates) .5 Approved Corrective Actions .6 Approved Preventive Actions .7 Approved Defect Repair .8 Validated Defect Repair .9 Deliverables
114
T&T .1 PM Methodology .2 PMIS .3 Expert Judgment
Integration
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.5.1 4.7
Close Project
Engages executing the project closure part of the PM plan Includes

Concluding on all activities completed across all PM Process Groups to
Formally close the project or project phase Transfer the finished or cancelled project as appropriate
Integration
115
Initiating
Planning
Executing
M&C
Closing
3.2.5.1 4.7
Close Project
(Cont)
Inputs .1 PM Plan .2 Contract Documentation .3 Enterprise Environmental Factors .4 Organizational Process Assets .5 Work Performance Information .6 Deliverables Outputs .1 Administrative Closure Procedure .2 Contract Closure Procedure .3 Final Product, Service, or Result .4 Organizational Process Assets (update)
T&T .1 PM Methodology .2 PMIS .3 Expert Judgment
Integration
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Initiating
Planning
Executing
M&C
Closing
3.2.2.2 5.1
Scope Planning
(Cont)
Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Charter .4 Preliminary Project Scope Statement .5 PM Plan
T&T .1 Expert judgment .2 Templates, Forms, Standards
Scope
Outputs .1 Scope Management Plan
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Initiating
Planning
Executing
M&C
Closing
3.2.2.2 5.1
Scope Planning: Outputs
(Cont)
.1 Scope Management Plan: How scope will be

Defined Detailed Verified Controlled
Scope
119
Initiating
Planning
Executing
M&C
Closing
3.2.2.3 5.2
Scope Definition
Developing an in depth project scope statement as the foundation for future scope activities. Expand the Preliminary Project Scope Statement
Scope
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Initiating
Planning
Executing
M&C
Closing
3.2.2.3 5.2
Scope Definition
(Cont)
Inputs .1 Organizational Process Assets .2 Project Charter .3 Preliminary Project Scope Statement .4 Project Scope Management Plan .5 Approved Change Requests
T&T .1 Product Analysis .2 Alternatives Identification .3 Expert judgment .4 Stakeholder Analysis
Scope
Outputs .1 Project Scope Statement .2 Requested Changes .3 Project Scope Management Plan (Updates)
121
Initiating Create WBS
Planning
Executing
M&C
Closing
3.2.2.4 5.3
Work Break Down Structure. Defining and organizing the total scope of the project using a ranking tree structure. Subdivides projects work into lesser, more controllable, manageable pieces Work Packages
The lowest rank of the WBS Can be scheduled, cost projected, monitored, and controlled
Scope
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Initiating Create WBS

(Cont)
Planning
Executing
M&C
Closing
3.2.2.4 5.3
Inputs .1 Organizational Process Assets .2 Project Scope Statement .3 Project Scope Management Plan .4 Approved Change Requests T&T .1 WBS templates .2 Decomposition
Scope
123
Outputs .1 Project Scope Statement (updates) .2 WBS .3 WBS Dictionary .4 Scope baseline .5 Project Scope Management Plan (updates) .6 Requested Changes
Initiating Create WBS: Outputs

(Cont)
Planning
Executing
M&C
Closing
3.2.2.4 5.3
Scope
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Initiating Scope Verification
Planning
Executing
M&C
Closing
3.2.4.3 5.4
Formal stakeholders acceptance of

The completed project scope Associated deliverables Work results
Incorporates reviewing deliverables to assure that it is done satisfactory Even if the project is terminated early, it should be established
Scope
125
Initiating
Planning
Executing
M&C
Closing
3.2.4.3 5.4
Scope Verification (Cont)
Differs from QC
Scope verification is concerned with acceptance of the deliverables QC is concerned with complying with the quality requirements
QC is usually done before scope verification

But can be done in parallel
Scope
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Initiating
Planning
Executing
M&C
Closing
3.2.4.3 5.4
Scope Verification (Cont)

Inputs .1 Project Scope Statement .2 WBS Dictionary .3 Project Scope Management Plan .4 Deliverables T&T .1 Inspection
Scope
127
Outputs .1 Accepted Deliverables .2 Requested Changes .3 Recommended Corrective Actions
Initiating
Planning
Executing
M&C
Closing
3.2.4.4 5.5
Scope Control
Assures all requested changes are processed through the Integrated Change Control Integrated with other control processes
Scope
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Initiating
Planning
Executing
M&C
Closing
3.2.4.4 5.5
Scope Control (Cont)
Scope
Outputs .1 Project Scope Statement (Updates) .2 WBS (Updates) .3 WBS Dictionary (Updates) .4 Scope Baseline (Updates) .5 Requested Changes .6 Recommended Corrective Action .7 Organizational Process Assets (Updates) .8 PM Plan (Updates)
T&T .1 Change Control System .2 Variance Analysis .3 Replanning .4 Configuration Management System
129
Initiating
Planning
Executing
M&C
Closing
3.2.4.4 5.5
Scope Control (Cont)

Inputs .1 Project Scope Statement .2 WBS .3 WBS Dictionary .4 Project Scope Management Plan .5 Performance Reports .6 Approved Change Requests .7 Work Performance Information
T&T .1 Change Control System .2 Variance Analysis .3 Replanning .4 Configuration Management System
Scope
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131
Initiating
Planning
Executing
M&C
Closing
3.2.2.5 6.1
Activity Definition
Decomposing Work Packages into smaller components (Schedule Activities) to provide basis for estimation Schedule Activities are not part of the WBS
Often carried out by the project team members in charge of the work package
Time
132
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Initiating
Planning
Executing
M&C
Closing
3.2.2.5 6.1
Activity Definition (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 WBS .5 WBS Dictionary .6 PM Plan
T&T .1 Decomposition .2 Templates .3 Rolling Wave Planning .4 Expert judgment .5 Planning Component
Time
133
Outputs .1 Activity List .2 Activity Attributes .3 Milestones List .4 Requested Changes
Initiating Activity Sequencing
Planning
Executing
M&C
Closing
3.2.2.6 6.2
Recognizing and documenting the sound associations among schedule activities Shows leads and lags
Time
134
PMP Exam Prep Camp
Initiating Activity Sequencing (Cont) Inputs .1 Project Scope Statement .2 Activity List .3 Activities Attributes .4 Milestone List .5 Approved Change Requests
Planning
Executing
M&C
Closing
3.2.2.6 6.2
T&T .1 Precedence Diagramming Method (PDM) .2 Arrow Diagramming Method (ADM) .3 Schedule Network Templates .4 Dependency Determination .5 Applying Leads and Lags
Time
Outputs .1 Project Schedule Network Diagram .2 Activity list (updates) .3 Activity attributes (updates) .4 Requested changes
135
Initiating
Planning
Executing
M&C
Closing
3.2.2.6 6.2
Activity Sequencing: T&T (Cont)

B
1
C
4
H F
5
G
Begin
End
I K
L 12 Activities 2 Dummies
Time
136
PMP Exam Prep Camp
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Planning
Executing
M&C
Closing
3.2.2.6 6.2
Activity Sequencing: T&T (Cont)
.5 Applying Leads and Lags

Activity B leads activity A by (t2-t1) A B Activity D lags activity C by (t4-t3)
Activity
Time
t1
137
t2
t3
t4
time
Initiating
Planning
Executing
M&C
Closing
3.2.2.7 6.3
Activity Resource Estimating
Estimate resource requirements

Type: Human resources, equipment, or material Quantity Time
Closely coordinated and matched with Cost Estimating process
Time
138
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.7 6.3
Activity Resource Estimating (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Activity List .4 Activity Attributes .5 Resource Availability .6 PM Plan
T&T .1 Expert Judgment .2 Alternative Analyses .3 Published Estimating Data .4 PM Software .5 Bottom-up Estimating
Time
139
Outputs 1.Activity Resource Requirements 2.Activity Attributes (updates) 3.Resource Breakdown Structure 4.Resource Calendar (updates) 5.Requested Changes
Initiating
Planning
Executing
M&C
Closing
3.2.2.8 6.4
Activity Duration Estimating (Cont)
Can the project duration be calculated out of this process?
Time
140
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.8 6.4
Activity Duration Estimating (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 Activity list .5 Activity Attributes .6 Activity Resource Requirements .7 Resource Calendar .8 PM Plan Risk Register Activity Cost Estimates Outputs .1 Activity Duration Estimates .2 Activity Attributes (updates)
T&T .1 Expert Judgment .2 Analogous Estimating .3 Parametric Estimating .4 Three-Point Estimates .5 Reserve Analysis
Time
141
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development
Iterative process Determines planned start and finish dates for each activity The Schedule Management Plan
Output of the Develop PM Plan process Sets the layout, format and establishes criteria for developing and managing, and controlling the project schedule
Time
142
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development (Cont)

T&T .1 Schedule Network Analysis .2 Critical Path Method .3 Schedule Compression .4 What-If Scenario Analysis .5 Resource Leveling .6 Critical Chain Method .7 PM Software .8 Applying Calendars .9 Adjusting Leads and Lags .10 Schedule Model
Time
143
Outputs .1 Project Schedule .2 Schedule Model Data .3 Schedule Baseline .4 Resource requirements (updates) .5 Activity Attributes (updates) .6 Project Calendar (updates) .7 Requested Changes .8 PM Plan (updates) Schedule Management Plan (updates)
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development (Cont)

Inputs .1 Organizational Process Assets .2 Project Scope Statement .3 Activity List .4 Activity Attributes .5 Project Schedule Network Diagrams .6 Activity Resource Requirements .7 Resource Calendars .8 Activity Duration Estimates .9 PM Plan Risk Register
Time
T&T .1 Schedule Network Analysis .2 Critical Path Method .3 Schedule Compression .4 What-If Scenario Analysis .5 Resource Leveling .6 Critical Chain Method .7 PM Software .8 Applying Calendars .9 Adjusting Leads and Lags .10 Schedule Model
144
PMP Exam Prep Camp
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Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development: T&T (Cont)

.1 Schedule Network Analysis
Methods to produce the project schedule Ex. Critical Path Method, Critical Chain Method, What-If analysis, Resource Leveling
Time
145
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5

.2 Critical Path Method (CPM) (Cont)
Regardless of resource limitations, calculate
Early start and finish dates (forward pass) Late start and finish dates (backward pass)
Free Float is the amount of time for an activity to be delayed without delaying the early start of any immediate successor activity Schedule flexibility (Total Float) is calculated by the positive difference between early and late dates for each path
Time
146
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5

Critical Path (CP) has Total Float = zero (i.e. the longest path) Computes the earliest finish date More than one CP can exist on a network diagram
Time
147
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5

Progressive elaboration may cause CP to change during the project life PM should pay close attention to paths that are close to CP Critical Activities are those that are on the CP
Time
148
PMP Exam Prep Camp
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Planning
Executing
M&C
Closing
3.2.2.9 6.5
.2 Critical Path Method (CPM)

Tutorial
(Cont)
Activity
A B C D E F End
149
Preceding Activity
Begin A B, E Begin D D C, F
Estimate
3 2 4 2 5 5 0
Time
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development: T&T CPM Tutorial Constructing the network (Cont) 3 A 2 B 4 C Begin 2 Legend:
Blue: Duration Black: ES & EF Orange: LS & LF Red: Critical Path Green: Float
5 E
A Begin A B, E Begin D D C, F
End
3 2 4 2 5 5 0
5 F
B C D E F End
Time
150
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development: T&T CPM Tutorial: Forward Pass (Cont) 3 2 0 A 3 3 B 5 4 7 C Begin 0 2 Legend:
11 11 End
5 2 E 2 5 2 F 7 7
0 D
A B C D E F End
3 2 4 2 5 5 0
Time
151
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development: T&T CPM Tutorial: Backward Pass (Cont) 3 0 A 2 Begin 3 5 3 B 5 5 2 E 2 2 5 2 2 F 6 7 11 7 7

A B C D E F End 152 Begin A B, E Begin D D C, F
2 5 4 7 7 C 7 11 11 11 End
0 2
Legend:
0 D 0
3 2 4 2 5 5 0
Time
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5
Schedule Development: T&T CPM Tutorial: Critical Path (Cont) Use either 2 3 2 2 2 Float = LS-ES 0 3 3 Float = LF-EF A B 2 5 5 Begin 0 0 Legend:
2 5 0 7 5 0 7 7 7 C 7 4
Critical Path where float = 0 0 11 11 11 End
0 2 E 2 4 2 2 F 6
0 2
0 D 0
3 2 4 2 5 5 0
4 7 11
B C D E F End
Time
153
Initiating
Planning
Executing
M&C
Closing
3.2.2.9 6.5

.3 Schedule Compression: shortens schedule without changing scope
Crashing
Obtain the greatest amount of compression for the least cost increment Does not always generate a feasible substitute May lead to an increased cost
Fast Tracking: sequential phases or activities are performed in parallel

More resources will often be required Can cause rework and increased risk
Time
154
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.5 6.6
Schedule Control
Deciding on the current status of the project schedule Influencing the factors that make schedule changes Verifying that the project schedule has changed Managing and controlling the actual changes as they occur
Time
155
Initiating
Planning
Executing
M&C
Closing
3.2.4.5 6.6
Schedule Control (Cont)
Time
Outputs .1 Schedule Model Data (Updates) .2 Schedule Baseline (Updates) .3 Performance Measurements .4 Requested Changes .5 Recommended Corrective Action .6 Organizational Process Assets (Updates) .7 Activity List (updates) .8 Activity Attributes (updates) .9 PM Plan (Updates)
156
T&T .1 Progress Reporting .2 Schedule Change Control System .3 Performance Measurement .4 PM Software .5 Variance Analysis .6 Schedule Comparison Bar Charts
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.5 6.6
Schedule Control (Cont)

Inputs .1 Schedule Management Plan .2 Schedule Baseline .3 Performance Reports .4 Approved Change Requests T&T .1 Progress Reporting .2 Schedule Change Control System .3 Performance Measurement .4 PM Software .5 Variance Analysis .6 Schedule Comparison Bar Charts
Time
157
158
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.10 7.1
Cost Estimating
Develop an estimate of resource costs to complete every activity The estimator should consider the likely causes of variation of the cost estimates, as well as risks Includes identifying, recognizing, and considering various cost alternatives
Cost
159
Initiating
Planning
Executing
M&C
Closing
3.2.2.10 7.1
Cost Estimating (Cont)

T&T .1 Analogous Estimating .2 Determine Resource Cost Rates .3 Bottom-up Estimating .4 Parametric Estimating .5 PM Software .6 Vendor Bid Analysis .7 Reserve Analysis .8 Cost of Quality Outputs .1 Activity Cost Estimates .2 Activity Cost Estimate Supporting Detail .3 Requested Changes .4 Cost Management Plan (Updates)
160
Cost
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.10 7.1
Cost Estimating (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 WBS .5 WBS Dictionary .6 PM Plan Schedule Mgt Plan Staffing Mgt Plan Risk Register
Cost
T&T .1 Analogous Estimating .2 Determine Resource Cost Rates .3 Bottom-up Estimating .4 Parametric Estimating .5 PM Software .6 Vendor Bid Analysis .7 Reserve Analysis .8 Cost of Quality
161
Initiating
Planning
Executing
M&C
Closing
3.2.2.11 7.2
Cost Budgeting
Totaling the estimated costs of all project activities or work packages Establishes a cost baseline which is used to measure project performance
Cost
162
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.11 7.2
Cost Budgeting (Cont)

Inputs .1 Project Scope Statement .2 WBS .3 WBS Dictionary .4 Activity Cost Estimates .5 Activity Cost Estimate Supporting Detail .6 Project Schedule .7 Resource Calendars .8 Contract .9 Cost Management Plan Outputs .1 Cost Baseline .2 Project Funding Requirements .3 Cost Management Plan (updates) .4 Requested Changes
163
T&T .1 Cost Aggregation .2 Reserve Analysis .3 Parametric Estimating .4 Funding Limit Reconciliation
Cost
Initiating
Planning
Executing
M&C
Closing
3.2.2.11 7.2
Cost Budgeting: T&T (Cont)

Cost Budget = Cost Baseline + Mgt Contingency Project X (includes all Control Accounts) Control Account A (includes all its Work Packages) Work Package N (includes all its activities)
Cost Baseline = Project Cost + Contingency Reserve
Cost
Total Cost of Project = Total Cost of all Control Accounts = Total Cost of all Work Packages = Total Cost of all Activities
164
Higher Amounts
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3
Cost Control
Component of Integrated Change Control Looks for causes of positive and negative variances
Cost
165
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3
Cost Control (Cont)

T&T .1 Cost Change Control System .2 Performance Measurement Analysis .3 Forecasting .4 Project Performance Reviews .5 PM Software .6 Variance Management
Cost
166
Outputs .1 Cost Estimates (Updates) .2 Cost Baseline (Updates) .3 Performance Measurements .4 Forecasted Completion .5 Requested Changes .6 Recommended Corrective Action .7 Organizational Process Assets (Updates) .8 PM Plan (Updates)
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3
Cost Control (Cont)
Inputs .1 Cost Baseline .2 Project Funding Requirements .3 Performance Reports .4 Work Performance Information .5 Approved Change Requests .6 PM Plan
Cost
T&T .1 Cost Change Control System .2 Performance Measurement Analysis .3 Forecasting .4 Project Performance Reviews .5 PM Software .6 Variance Management
167
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3
Cost Control: T&T (Cont)
.2 Performance measurement Analysis (Cont)

The Earned Value Technique (EVT): Tutorial (Cont)
Time Est. 1 2 1 2 6 Cost Est. 1,000 500 800 3,000 5,300 Dependency --A B C --Actual Time 1 2.5 0.5 --4 Actual Cost 1,000 1,000 200 0 2,200
Activity A B C D Project
% Comp. 100% 100% 50% 0% ---
Cost
168
PMP Exam Prep Camp
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Planning
Executing
M&C
Closing
3.2.4.6 7.3

Activity A Time Est. 1 2 1 2 6 Cost Est. 1,000 500 800 3,000 5,300 Dependency --A B C --% Comp. 100% 100% 50% 0% --Actual Time 1 2.5 0.5 --4 Actual Cost 1,000 1,000 200 0 2,200
Activity
Data Date
B C D Project
D C B A
Cost
Time 1
169
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3

Activity A Time Est. 1 2 1 2 6 Cost Est. 1,000 500 800 3,000 5,300 Dependency --A B C --% Comp. 100% 100% 50% 0% --Actual Time 1 2.5 0.5 --4 Actual Cost 1,000 1,000 200 0 2,200
Activity
Data Date
B C D Project
D C B A 100% Time 1
170
50% 100%
Cost
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3

Calculated based on a pre-defined formula
Actual Cost Estimate Cost
EV = PV x % complete EV-AC EV-PV
EV/AC EV/PV
Activity
A B C D Project
171
PV
1,000 500 800 --2,300
AC
1,000 1,000 200 --2,200
EV
1,000 500 400 --1,900
CV
0 -500 200 ---300
SV
0 0 -400 ---400
CPI
1 0.5 2 --0.86
SPI
1 1 0.5 --0.83
Cost
Initiating
Planning
Executing
M&C
Closing
3.2.4.6 7.3
Cumulative Values
CV SV
Actual Costs (AC)
Budget at Completion (BAC) Planned Value (PV)
Earned Value (EV) Data Date Time
Cost
172
PMP Exam Prep Camp
173
Project Quality Management
Includes all the activities of the performing organization that determine quality
Policies Objectives, and Responsibilities the project will satisfy the needs for which it was undertaken
Quality
174
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.12 8.1
Quality Planning
Involves
Identifying which quality standards are relevant to the project Determining how to satisfy them
Quality is
Planned, designed and built-in Not inspected in
Quality
175
Initiating
Planning
Executing
M&C
Closing
3.2.2.12 8.1
Quality Planning (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 PM Plan
Quality
Outputs .1 Quality Management Plan .2 Quality Metrics .3 Quality Checklists .4 Process Improvement Plan .5 Quality Baseline .6 PM Plan (Updates)
176
T&T .1 Cost-benefit Analysis .2 Benchmarking .3 Design of Experiments .4 Cost of Quality (COQ) .5 Additional Quality Planning Tools
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.12 8.1
Perform Quality Assurance
(Cont)
QA also provides an umbrella for Continuous Quality Improvement

Reduces waste and non-value-added activities Allows processes to operate at increased level of efficiency and effectiveness
Quality
177
Initiating
Planning
Executing
M&C
Closing
3.2.3.2 8.2
Perform Quality Assurance (Cont)

Inputs .1 Quality Management Plan .2 Quality Metrics .3 Process Improvement Plan .4 Work Performance Information .5 Approved Change Requests .6 QC Measurements .7 Implemented Change Requests .8 Implemented Corrective Actions .9 Implemented Defect Repair .10 Implemented Preventive Actions
T&T .1 Quality Planning T&T .2 Quality Audits .3 Process Analysis .4 QC T&T
Quality
Outputs .1 Requested Changes .2 Recommended Corrective Actions .3 Org. Process Assets (updates) .4 PM Plan (updates)
178
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
Perform Quality Control (Cont)

T&T .1 Cause and Effect Diagram .2 Control Charts .3 Flowcharting .4 Histogram .5 Pareto Chart .6 Run Chart .7 Scatter Diagram .8 Statistical Sampling .9 Inspection .10 Defect Repair Review
Quality
179
Outputs .1 QC Measurements .2 Validated Defect Repair .3 Quality Baseline (updates) .4 Recommended Corrective Actions .5 Recommended Preventive Actions .6 Requested Changes .7 Recommended Defect Repair .8 Org. Process Assets (updates) .9 Validated Deliverables .10 PM Plan (updates)
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
Perform Quality Control (Cont)

Inputs .1 Quality Management Plan .2 Quality Metrics .3 Quality Checklists .4 Organizational Process Assets .5 Work Performance Information .6 Approved Change Requests .7 Deliverables
Quality
T&T .1 Cause and Effect Diagram .2 Control Charts .3 Flowcharting .4 Histogram .5 Pareto Chart .6 Run Chart .7 Scatter Diagram .8 Statistical Sampling .9 Inspection .10 Defect Repair Review
180
PMP Exam Prep Camp
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Planning
Executing
M&C
Closing
3.2.4.7 8.3
Perform Quality Control: T&T (Cont)
.1 Cause and Effect Diagram

Time Machine Method Material Major Defect
Energy
Measurement
Personnel
Environment
Quality
Potential Causes
Fig 8-6, PMBOK 192
181
Effect
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
.2 Control Charts (Fig 8-7, PMBOK 193)

Used for both project and product life cycle processes Can be used to monitor any type of output variable To determine whether or not a process is stable or has predictable performance
Quality
182
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
.2 Control Charts (Fig 8-7, PMBOK 193)

May serve as a data gathering tool to show when a process is subject to special cause variation, which creates an out-of-control condition Also illustrate how a process behaves over time
Quality
183
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3

Upper Control Limit
Lower Control Limit
Quality
Example of a Control Chart of Project Schedule Performance (Fig 8-7, PMBOK 193)
184
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
.5 Pareto Chart (Cont)

Used to identify and evaluate nonconformities PM team should take action to fix the problems causing the greatest number of defects (80/20 rule)
Quality
185
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3

40 Number of Defective Cases Percentage Defective Cases
Cumulative Percentage
100 80 75
30
20
50
10
Frequency by Cause
25
Quality
Pareto Diagram (Chart) (Fig 8-9, PMBOK 195)

186
r rope Imp tion ble ressure ota Noise Wob P R
Axle ing lk Cau
e Cas les er b Oth Wob
Car Problems
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.7 8.3
Perform QC: Supplementary Info.

Probability
The likelihood that something will occur Usually expressed in a fraction or percentage (Range from 0 to 1)
Normal Distribution
The most common probability distribution chart A bill curve shape
Quality
187
188
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.13 9.1
HR Planning
Define how to manage staff for the project. Determines project

Roles
Human Resources
Responsibilities Reporting relationships
189
Initiating
Planning
Executing
M&C
Closing
3.2.2.13 9.1
HR Planning (Cont)
Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 PM Plan Activity Resource Requirements
Human Resources
T&T .1 Organization Charts and Position Descriptions .2 Networking .3 Organizational Theory Outputs .1 Roles and Responsibilities .2 Project Organization Charts .3 Staffing Management Plan
190
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.3 9.2
Acquire Project Team
Get hold of the HR required to complete the project PM team may or may not have power over team members chosen for the project
Human Resources
191
Initiating
Planning
Executing
M&C
Closing
3.2.3.3 9.2
Acquire Project Team (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Roles and Responsibilities .4 Project Organization Charts .5 Staffing Management Plan
Human Resources
T&T .1 Preassignment .2 Negotiation .3 Acquisition .4 Virtual Teams
Outputs .1 Project Staff Assignments .2 Resource Availability .3 Staffing Management Plan (updates)
192
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.4 9.3
Develop Project Team
Improve project performance by enhancing team members

Competencies Relations Interactions
Human Resources
Objectives
Enhance skills of team members increase their capability to complete project activities Enhance feelings among team members increase productivity through superior team work
193
Initiating
Planning
Executing
M&C
Closing
3.2.3.4 9.3
Develop Project Team (Cont)

Inputs .1 Project Staff Assignments .2 Staffing Management Plan .3 Resource Availability
T&T .1 General Management Skills .2 Training .3 Team-building Activities .4 Ground Rules .5 Co-location .6 Recognition and Rewards
Human Resources
Outputs .1 Team Performance Assessment

194
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.4 9.3
Develop Project Team: Supplementary Info
Motivation Theories: Maslows Hierarchy of Needs
Human Resources
195
Initiating
Planning
Executing
M&C
Closing
3.2.3.4 9.3
Develop Project Team: Supplementary Info
Leadership styles
Directing: do this (good at the start of a project) Facilitating: coordinating the input of others Coaching: teaching others Supporting: provide assistance Above three are good during project execution Autocratic: take decisions without input Consultative (Democratic): welcomes others ideas Consensus: problem-solving in a group with decision-making based on group agreement
Human Resources
196
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.8 9.4
Manage Project Team
The PM
Observes behavior Manages conflict Resolves issues Appraises team member performance
Human Resources
197
Initiating
Planning
Executing
M&C
Closing
3.2.4.8 9.4
Manage Project Team (Cont)

Inputs .1 Organizational Process Assets .2 Project Staff Assignments .3 Roles and Responsibilities .4 Project Organizational Charts .5 Staffing Mgt Plan .6 Team Performance Assessment .7 Work Performance Info. .8 Performance Reports Outputs .1 Requested Changes .2 Recomm. Corrective Actions .3 Recomm. Preventive Actions .4 Org. Process Assets (updates) .5 PM Plan (updates)
198
Human Resources
T&T .1 Observation and Conversation .2 Project Perf. Appraisals .3 Conflict Management .4 Issues Log
PMP Exam Prep Camp
199
Initiating
Planning
Executing
M&C
Closing
3.2.2.14 10.1
Communications Planning
How the information and communications requirements of the stakeholders will be met A vital factor for project success Progressively elaborated process PM spends 90% of his time communicating. PM = Documentation + Justification + Communication + Integration + Change Management
Communications
200
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.14 10.1
Communications Planning (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 PM Plan Constraints Assumptions
Communications
T&T .1 Communications Requirements Analysis .2 Communications Technology
Outputs .1 Communications Management Plan
201
Initiating
Planning
Executing
M&C
Closing
3.2.2.14 10.1
Communications Planning: T&T (Cont)
.1 Communications Requirements Analysis

The total communications requirements of the project stakeholders
Who needs What information When they will need it How it will be given to them And by whom
Communications
202
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.14 10.1
Communications Planning: T&T (Cont)
.1 Communications Requirements Analysis (Cont)

Communication Channels = N(N-1)/2
N = No. of stakeholders
Communications
A 2 1
3 5
203
Initiating
Planning
Executing
M&C
Closing
3.2.3.5 10.2
Information Distribution (Cont)

Inputs .1 Communications Management Plan
T&T .1 Communications Skills .2 Information Gathering and Retrieval Systems .3 Information Distribution Methods .4 Lessons Learned Process
Communications
Outputs .1 Organizational Process Assets (update) .2 Requested Changes
204
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.5 10.2
Information Distribution: T&T (Cont)
.1 Communications Skills
Formal or informal Written or oral Internal or external Vertical or horizontal
Communications
205
Initiating
Planning
Executing
M&C
Closing
3.2.3.5 10.2
Information Distribution: T&T (Cont)
.4 Lessons Learned Process

Documents project
Successes Failures
Communications
206
Recommendations to enhance future projects performance.
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.9 10.3
Performance Reporting
Involves
The gathering of all baseline data Communicating performance information to stakeholders on the projects progress
Communications
Comprises how resources are being used to realize project objectives Reports may be according
To the communications management plan On an exception basis
207
Initiating
Planning
Executing
M&C
Closing
3.2.4.9 10.3
Performance Reporting (Cont)

Inputs .1 Work Performance Information .2 Performance Measurements .3 Forecasted Completion .4 QC Measurements .5 PM Plan Performance Measurement Baseline .6 Approved Change Requests .7 Deliverables
Communications
T&T .1 Information Presentation Tools .2 Performance Information Gathering and Compilation .3 Status Review Meetings .4 Time Reporting Systems .5 Cost Reporting Systems
208
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.9 10.3
Performance Reporting (Cont)
Communications
Outputs .1 Performance Reports .2 Forecasts .3 Requested Changes .4 Recommended Preventive Actions .5 Organizational Process Assets (updates)
T&T .1 Information Presentation Tools .2 Performance Information Gathering and Compilation .3 Status Review Meetings .4 Time Reporting Systems .5 Cost Reporting Systems
209
Initiating
Planning
Executing
M&C
Closing
3.2.4.10 10.4
Manage Stakeholders (Cont)

Inputs .1 Communications Management Plan .2 Organizational Process Assets
Communications
T&T .1 Communications Methods .2 Issues Logs Outputs .1 Resolved Issues .2 Approved Change Requests .3 Approved Corrective Actions .4 Organizational Process Assets (updates) .5 PM Plan (updates)
210
PMP Exam Prep Camp
211
Initiating
Planning
Executing
M&C
Closing
3.2.2.15 11.1
Risk Management Planning (Cont)
Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 PM Plan
T&T .1 Planning Meetings and Analysis
Outputs .1 Risk Management Plan
Risk
212
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.15 11.1
Risk Management Planning: Outputs (Cont)
Risk
RBS - Risk Categories

213
Initiating
Planning
Executing
M&C
Closing
3.2.2.16 11.2
Risk Identification (Cont)

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 Risk Management Plan .5 PM Plan
T&T .1 Documentation Reviews .2 Information Gathering Techniques .3 Checklist Analysis .4 Assumptions Analysis .5 Diagramming Techniques
Outputs .1 Risk Register
Risk
214
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.17 11.3
Qualitative Risk Analysis
Prioritize the identified risks for further action

Quantitative risk analysis Risk response planning
Evaluation of risk priority using

Probability of occurrence Impact on project objectives if it takes place Time frame: when it is anticipated to happen Risk tolerance of project constraints
Risk
215
Initiating
Planning
Executing
M&C
Closing
3.2.2.17 11.3
Qualitative Risk Analysis (Cont)
Fast and cost-effective Should be revisited throughout the project life cycle Facilitates advancing performance of projects by focusing on high priority risks
Risk
216
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.17 11.3
Qualitative Risk Analysis (Cont)

Inputs .1 Organizational Process Assets .2 Project Scope Statement .3 Risk Management Plan .4 Risk Register T&T .1 Risk Probability and Impact Assessment .2 Probability and Impact Matrix .3 Risk Data Quality Assessment .4 Risk Categorization .5 Risk Urgency Assessment Outputs .1 Risk Register (Updates)
Risk
217
Initiating
Planning
Executing
M&C
Closing
3.2.2.17 11.3
Qualitative Risk Analysis: T&T (Cont)
.1 Risk Probability and Impact Assessment

Probability: the likelihood that a risk will occur Impact: likely effect on project objectives if the risk happens (positive or negative) Expert judgment is needed Move risks with low score to watchlist for future monitoring
Risk
218
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.17 11.3
Qualitative Risk Analysis: T&T (Cont)
.2 Probability and Impact Matrix

Probability and Impact Matrix
Probability
Threats
0.08 0.04 0.02 0.01 0.10 0.16 0.08 0.04 0.02 0.20 0.32 0.16 0.08 0.04 0.40 0.64 0.32 0.16 0.08 0.80 0.64 0.32 0.16 0.08 0.80
Opportunities
0.32 0.16 0.08 0.04 0.40 0.16 0.08 0.04 0.02 0.20 0.08 0.04 0.02 0.01 0.10
0.80 0.40 0.20 0.10

Impact
Risk
219
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4
Quantitative Risk Analysis
Performed on high score risks

Short listed by Qualitative Risk Analysis
Examines the outcome of those risks Assigns a numerical rating to each
Risk
220
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4
Quantitative Risk Analysis (Cont)

Inputs .1 Organizational Process Assets .2 Project Scope Statement .3 Risk Management Plan .4 Risk Register .5 PM Plan Schedule Mgt Plan Cost Management Plan
T&T .1 Data Gathering and Representation Technique .2 Quantitative Risk Analysis and Modeling Techniques
Outputs .1 Risk Register (Updates)
Risk
221
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4
Quantitative Risk Analysis: T&T (Cont)

Decision Definition Decision to be made Decision Node Input: Cost of Each Option Output: Decision Made (TRUE, FALSE) Chance Node Input: Scenario Probability Output: Expected Monetary Value (EMV)
Net Path Value Computed: (Payoffs minus Costs along Path)
Strong Demand Build New Plant -$120M
65% $200M $80M
Weak Demand Strong Demand
35% $90M 65% $120M
-$30M
Build or Upgrade? Upgrade Existing Plant
$70M
Risk
-$50M Weak Demand 35% $60M $10M
222
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4

Strong Demand Build New Plant
$52M
65% $200M
$80M
-$120M
EMV of the Chance Node $41.5M Weak -$10.5M Demand Strong Demand $45.5M
35% $90M 65% $120M
-$30M
Build or Upgrade? Upgrade Existing Plant
$70M
Risk
-$50M
EMV of the Chance Node $49M Weak Demand $3.5M 35% $60M $10M
223
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4

Strong Demand Build New Plant False -$120M
$52M 65% $200M
$80M
Build or Upgrade?
EMV of the Chance Node $41.5M Weak -$10.5M 35% Demand $90M Strong Demand $45.5M65%
-$30M
EMV of the Decision $49M Upgrade Existing Plant True -$50M
$120M
$70M
Risk
EMV of the Chance Node $49M Weak Demand $3.5M 35% $60M $10M
224
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.18 11.4
Quantitative Risk Analysis: Outputs (Cont)

100%
Mean = $46.67M
75%
Probability
50%
25%
12%
0% $41M $38.75M $50M $47.50M
Risk
$30.00M
$56.25M
$65.00M
Fig 11-13, PMBOK 259

225
Cost
Initiating
Planning
Executing
M&C
Closing
3.2.2.19 11.5
Risk Response Planning (Cont)
Planned and Intended responses must be

Appropriate with risk significance Cost effective in meeting the challenge Timely and realistic within the project framework Agreed upon by all concerned parties Owned by a responsible person
Risk
226
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.19 11.5
Risk Response Planning (Cont)

Inputs .1 Risk Management Plan .2 Risk Register
Outputs .1 Risk Register (Updates) .2 PM Plan (Updates) .3 Risk-related Contractual Agreements
T&T .1 Strategies for Negative Risks (Threats) .2 Strategies for Positive Risks (Opportunities) .3 Strategies for Both Threats and Opportunities .4 Contingent Response Strategy
Risk
227
Initiating
Planning
Executing
M&C
Closing
3.2.2.19 11.5
Risk Response Planning: T&T (Cont)
.1 Strategies for Negative Risks (Threats)

Avoid: Modify the PM plan to eradicate the threat Transfer: Reallocate negative impact and ownership of the response to a third party (Ex. Insurance) Mitigate: Trim down probability and/or impact of a risk to a satisfactory threshold
Risk
228
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.19 11.5
.2 Strategies for Positive Risks (Opportunities)

Exploit: Get rid of uncertainties to make certain the opportunity is realize Share: Allocate ownership to a third party who is most capable to capture the opportunity (Ex. Joint venture) Enhance: increase probability and/or positive impact of the positive risk
Risk
229
Initiating
Planning
Executing
M&C
Closing
3.2.2.19 11.5
.3 Strategies for both threats and opportunities

Acceptance: because it is not possible to get rid of all risks from a project
Passive (no action) Active (ex. contingency reserve)
Risk
230
PMP Exam Prep Camp
Initiating Risk Monitoring & Control
Planning
Executing
M&C
Closing
3.2.4.11 11.6
(Cont)
Inputs .1 Risk Management Plan .2 Risk Register .3 Approved Change Requests .4 Work Performance Information .5 Performance Reports
Risk
Outputs .1 Risk Register (Updates) .2 Requested Changes .3 Recommended Corrective Actions .4 Recomm. Preventive Actions .5 Organizational Process Assets (updates) .6 PM Plan (Updates)
T&T .1 Risk Reassessment .2 Risk Audits .3 Variance and Trend Analysis .4 Technical Perf. Measurement .5 Reserve Analysis .6 Status Meetings
231
232
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.20 12.1
Plan Purchases and Acquisitions
Identifies
Which project requirements can best be met by buying or obtaining them from outside the project organization Which needs can be accomplished by the project team
Procurement
233
Initiating
Planning
Executing
(Cont)
M&C
Closing
3.2.2.20 12.1
Involves consideration of
Whether How What How much When to acquire
Procurement
All Procurement KA processes are implemented for each item
234
PMP Exam Prep Camp
Initiating
Planning
Executing
(Cont)
M&C
Closing
3.2.2.20 12.1

Inputs .1 Enterprise Environmental Factors .2 Organizational Process Assets .3 Project Scope Statement .4 WBS .5 WBS Dictionary .6 PM Plan
T&T .1 Make-or-Buy Analysis .2 Expert Judgment .3 Contract Types
Procurement
Outputs .1 Procurement Management Plan .2 Contract Statement of Work .3 Make-or-Buy Decisions .4 Requested Changes
235
Initiating
Planning
Executing
M&C
Closing
3.2.2.21 12.2
Plan Contracting
Prepare the required documents ready to support the next two procurement processes
Procurement
236
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.2.21 12.2
Plan Contracting (Cont)
Inputs .1 Procurement Management Plan .2 Contract Statement of Work .3 Make-or-Buy Decisions .4 PM Plan
T&T .1 Standard Forms .2 Expert Judgment
Procurement
237
Outputs .1 Procurement Documents .2 Evaluation Criteria .3 Contract Statement of Work (updates)
Initiating
Planning
Executing
M&C
Closing
3.2.3.6 12.3
Request Seller Responses (Cont)

Inputs .1 Organizational Process Assets .2 Procurement Management Plan .3 Procurement Documents T&T .1 Bidder Conferences .2 Advertising .3 Develop Qualified Sellers List
Procurement
238
Outputs .1 Qualified Sellers List .2 Procurement Document Package .3 Proposals
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.7 12.4
Select Sellers
Select the sellers based on evaluation criteria A weighting system. Evaluation factors
Price or cost (off-the-shelf products) Technical (approach) Commercial (price) Some sections of the proposal are evaluated individually
Procurement
239
Initiating
Planning
Executing
M&C
Closing
3.2.3.7 12.4
Select Sellers (Cont)
The procurement process can be repeated more than one time

i.e. high level then detailed evaluation for a short list
To mitigate risks, several sources could be obligatory for critical products, services, or results
Procurement
240
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.7 12.4

T&T .1 Weighting System .2 Independent Estimates .3 Screening System .4 Contract Negotiation .5 Seller Rating System .6 Expert Judgment .7 Proposal Evaluation Techniques
Procurement
241
Outputs .1 Selected Sellers .2 Contract .3 Contract Management Plan .4 Resource Availability .5 Procurement Management Plan (updates) .6 Requested Changes
Initiating
Planning
Executing
M&C
Closing
3.2.3.7 12.4

Inputs .1 Organizational Process Assets .2 Procurement Mgt Plan .3 Evaluation Criteria .4 Procurement Doc. Package .5 Proposals .6 Qualified Sellers List .7 PM Plan Risk Register Risk-related contractual agreements
Procurement
T&T .1 Weighting System .2 Independent Estimates .3 Screening System .4 Contract Negotiation .5 Seller Rating System .6 Expert Judgment .7 Proposal Evaluation Techniques
242
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.3.7 12.4
Select Sellers: T&T (Cont)
.1 Weighting System: (Cont)

Weight Category Item Seller I Grade Points Consultant Seller II Grade Points Seller III Grade Points
2 Methodology Technical Offer 4 Guarantee 3 Bilingual 3 Financial Offer 2 Technical PM Capabilities 2 Personality 1 Bilingual 4 3 Commitment Total Percentage
243
2 1 1 3 1 3 5 4 3
Being on time Follow up
11 4 4 3 9 13 2 6 5 25 16 9 58 48%
4 5 5 5 4 5 4 5 4
43 8 20 15 15 22 8 10 4 32 20 12 112 93%
4 3 4 4 3 4 3 3 3
32 8 12 12 12 17 6 8 3 21 12 9 82 68%
Procurement
Initiating
Planning
Executing
M&C
Closing
3.2.4.12 12.5
Contract Administration (Cont)
Contract administration includes

Proper PM processes are applied Outputs from these processes are integrated into the management of the project taken as a whole Such integration will take place at multiple levels when there are multiple sellers and multiple products, services, or results involved
Procurement
Self reading: PMBOK Guide 290 & 291
244
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.4.12 12.5

Inputs .1 Contract .2 Contract Management Plan .3 Selected Sellers .4 Performance Reports .5 Approved Change Requests .6 Work Performance Information
Procurement
T&T .1 Contract Change Control System .2 Buyer-conducted Performance Review .3 Inspections and Audits .4 Performance Reporting .5 Payment System .6 Claims Administration .7 Records Management System .8 Information Technology
245
Initiating
Planning
Executing
M&C
Closing
3.2.4.12 12.5

T&T .1 Contract Change Control System .2 Buyer-conducted Performance Review .3 Inspections and Audits .4 Performance Reporting .5 Payment System .6 Claims Administration .7 Records Management System .8 Information Technology
Procurement
246
Outputs .1 Contract Documentation .2 Requested Changes .3 Recommended Corrective Actions .4 Organizational Process Assets (updates) .5 PM Plan (updates) Procurement Management Plan Contract Management Plan
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.5.2 12.6
Contract Closure
Supports and complements the Close Project process Engages

Confirmation that all work and deliverables were satisfactory and hence acceptable Administrative activities, such as bringing records up to date to present final results and archiving such information for future use
Procurement
Deals with each contract applicable to the project or a project phase

247
Initiating
Planning
Executing
M&C
Closing
3.2.5.2 12.6
Contract Closure (Cont)
Unsettled claims may be subject to legal action but after contract closure Early termination is an extraordinary case of contact closure and can be caused by
One of the parties or Mutual agreement of both
Procurement
The rights, authorities, and responsibilities of the parties in case of an early termination are enclosed in a termination clause of the contract
248
PMP Exam Prep Camp
Initiating
Planning
Executing
M&C
Closing
3.2.5.2 12.6
Contract Closure (Cont)

Inputs .1 Procurement Management Plan .2 Contract Management Plan .3 Contract Documentation .4 Contract Closure Procedure T&T .1 Procurement Audits .2 Records Management System
Procurement
Outputs .1 Closed Contracts .2 Organizational Process Assets (update)
249
The Credential Key Concepts The Standard for PM of a Project The PM Knowledge Areas Initiating Planning Executing Monitoring & Controlling Closing Code of Ethics The Exam Tips & Tricks and Simulation Exam
250
PMP Exam Prep Camp
Code of ethics
Vision and applicability Responsibility Respect Fairness Honesty
251
Vision and applicability
Commitment to do what is right and honorable Describes the expectations of ourselves and our fellow practitioners Purpose: to instill confidence in the PM profession
252
PMP Exam Prep Camp
Vision and applicability (Cont)
Applying this code can advance the profession It will help make wise decisions in difficult situations The hope: it will serve as a catalyst for others to study, deliberate and write about ethics
253
Applicable to
All PMI members Non-members but:
Hold PMI certification Apply for a PMI certification Volunteer with PMI
254
PMP Exam Prep Camp
Structure
Four main values Comments are not mandatory Glossary
255
Main values
Responsibility Respect Fairness Honesty
256

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PMP Exam Prep Camp

Molham Aldrobi Feb 2009

PMP Exam Prep Camp

PMP Exam Prep Camp

PMP Exam Prep Camp

Objectives of This Course

Objectives of This Training

Our Objective: You become aware of

PMP Exam Prep Camp

How to Read the Handouts?

PMP Exam Prep Camp

Ground Rules (Cont)

PMP Exam Prep Camp

What is a project? What are the major characteristics of a project?

PMP Exam Prep Camp

Unique: differs, even slightly, from other projects

Should not be confused with scope creep

PMP Exam Prep Camp

Project vs. Operational Work

Project vs. Operational Work (Cont)

PMP Exam Prep Camp

Projects are authorized due to

What is Project Management (PM)?

PMP Exam Prep Camp

PMBOK! PMBOK Guide!

PMP Exam Prep Camp

The Triple Constraint

PMP Exam Prep Camp

A PM is a mile wide and an inch deep

Application Area Knowledge, Standards & Regulations

General Management Knowledge & Skills

Understanding the Project Environment

(Cont) (Fig 3-12, PMBOK 69)

Project Process Groups Life Cycle Life Cycle

Monitoring and Controlling Processes

Monitoring and Controlling Processes

Monitoring and Controlling Processes

Monitoring and Controlling Processes

PMP Exam Prep Camp

PMP Exam Prep Camp

Proj X Sub X1 Sub Xn

PMP Exam Prep Camp

Project Management Office (PMO)

PMP Exam Prep Camp

PMP Exam Prep Camp

What do we mean by Stakeholders?

Anyone whose affected by or can affect project results

PMP Exam Prep Camp

Project Management Team Project Team

What should the PM do with Stakeholders?

PMP Exam Prep Camp

Project Management System

PMP Exam Prep Camp

The Project Life Cycle

Characteristics of the Project Life Cycle

PMP Exam Prep Camp

Characteristics of the Project Life Cycle

For each phase, Project Life Cycle generally identifies

Characteristics of the Project Life Cycle

PMP Exam Prep Camp

Characteristics of the Project Life Cycle

Cost of Change Time (phase)