Professional Documents
Culture Documents
PM precast
Marks
Initation 13%
Planning 24%
Executing 30%
Monitoring & Controling 25%
Closing 8%
TOTAL 100%
PMP Certification
Preparation Schedule
Planning
2 Download PM Prepcast
ED
4 Complete Contact Hours
IR
U
5 Apply for PMP certification/testing
EQ
R
6 Buy Rita Mulcahy's PMP Exam Prep 8th Ed.
T
O
N
7 PMP Testing Approval
Studying
10 Join PMP user groups 2/21/2017 3/11/2017 X Using PMHub google groups the most. Also using PMZilla.com, partly done
Testing
19 PMP Certification Exam Test 4/20/2017 4/21/2017 4 hour, 200 question test - Take the day of
KA Process Group Process
I
n
Develop Project
t Planning
Management Plan
e
g
r
a
t
i Direct and Manage
Execute
o Project Work
n
M
a
Monitoring and Monitor and Control
n
Controlling Project Work
a
g
e
m
e Monitoring and Perform Integrated
n Controlling Change Control
t
S
c
o
p
e Planning Define Scope
M
a
S
c
o
p
e Planning Define Scope
M
a
n
a Planning Create WBS
g
e
n
t
Monitoring and
Validate Scope
Controlling
Monitoring and
Control Scope
Controlling
Plan Schedule
Planning
Management
Estimate activities
T Planning
resources
i
n
e
M
a
n
a
g Estimate activities
Planning
e durations
m
e
n
t
a
n
a
g Estimate activities
Planning
e durations
m
e
n
t
C
o Planning Estimate Costs
s
t
M
a
n
a
g
e
m
e
n Planning Define Budget
t
Monitoring &
Control Costs
Controlling
Monitoring &
Control Costs
Controlling
Q
u Plan Quality
Planning
a Management
l
i
t
y
M Perform Quality
Executing
a Assurance
n
a
g
e
m
e Monitoirng and
Control Quality
n Controlling
t
H
u
m
a
n Executing Acquire Project Team
R
e
s
o
u
r
c
Executing Develop Project Team
e
s
C
o
m
m
u Plan Comunications
n Planning
Management
i
c
a
t
i
o
n Manage
s Excecuting
Communications
M
a
n
a
g Monitoring &
e Control Comunications
Controlling
m
e
n
t
Planning Plan Risk Management
R
i
s
k Perform Qualitative Risk
Planning
Analysis
M
a
n
a
g
e
m
e
n Perform Quantitative
t Planning
Analysis
a
g
e
m
e
n Perform Quantitative
t Planning
Analysis
Monitoring &
Control Risks
Controlling
Plan Procurement
Planning
Management
P
r
o
c Executing Conduct Procurements
u
r
e
m
e
n
t
M
a Monitoring and
Control Procurements
n Controlling
a
g
e
m
e
n
t
a
g
e
m
e
n
t
Plan Stakeholder
S Planning
Management
t
a
k
e
h
o
l
d Manage Stakeholders
Executing
e Engagement
r
s
M
a
n
a
g
e Monitoring and Control Stakeholder
m controlling Engagement
e
n
t
Description
Project SoW
Project Selection Methods
Business Case
OPA
Agreements
Project Charter
OPA
EEF
Change Requests
PM Plan
OPA
Accepted Deliverables
PM Plan
Project Charter
Stakeholders register
Stakeholders Management Plan
Verified deliverables
WPD
PM Plan
Requirements Traceability Matrix
Requirements Documentation
PM Plan
Project Charter
OPA
EEF
Schedule Management Plan
Scope Baseline
Activity List
Resource Calendars
Activity Cost Estimates
Risk Register
Activity Attributes
Schedule Management Plan
Activity list
Activity Attributes
Activity Resource Requirements
Project Scope Statement
Resource Breakdown Structure
Risk Register
Resource Calendars
Schedule Management Plan
Activity list
Project Schedule Network Diagrams
Resource Calendars
Activity duration estimates
Activity Resource Requirements
Risk Register
Project Scope Statement
Resource Breakdown Structure
Project Staf Assignments
Activity Attributes
PM Plan
Project schedule
WPD
Schedule Data
Project Calendar
PM Plan
Project Charter
Scope Baseline
Project Schedule
Risk Register
PMP Plan
Project Communications
Issue Log
Project Management Plan
WPD
Scope Baseline
Risk Register
Procurement Documents
Project Charter
Procurement Documents
Stakeholders register
PM Plan
OPA
Change Log
WPD
Tools
Expert Knowledge
Facilitation Techniques
Expert Knowledge
Facilitation Techniques
Expert Knowledge
Meetings
PMIS
Expert Knowledge
Analytical Techniques
Meetings
PMIS
Expert Knowledge
Change control tools
Meetings
Expert Knowledge
Meetings
Analytical Techniques
Expert Judgement
Meetings
Facilitation Workshops
Interviews
Observations
Context Diagrams
Prototypes
Benchmarking
Document Analysis
Group Decision-Making Techniques
Group Creativity Techniques
Questionaries and Surveys
Expert knowdlege
Product Analysis
Alternatives Generation
Facilitation Workshops
Decomposition
Inspection
Variance Analysis
Expert Knowledge
Meetings
Analytical Thecniques
Decomposition
Rolling Wave Planning
Expert Knowledge
Precedence Diagramming Method
Graphical Evaluation & Review Technique
Dependency Determination
Expert Knowledge
pM Software
Pusblished Estimating Data
Alternative anlaysis
Bottom-Up estimating
Analogous Estimating
Three-Point Estimating
One Point Estimating
Expert Knowledge
Parametric Estimating
Heuristic Estimating
Group Decision Making Tachniques
Reserve Analysis
Schedule Network Analysis
Critical Path Method (CPM)
Critical Chain Method
Resource Optimization Techniques
Modeling techniques
Leads and Lags
Schedule Compresion
Performance reviews
Resource Optimization Techniques
Modeling techniques
Project Management Software
Leads and Lags
Scheduling tool
Schedule Compresion
Expert Knowledge
Analytical Techniques
Meetings
Analogous Estimating
Expert Knowledge
Parametric Estimating
Bottom-Up Estimating
Three-Point Estimates
Reserve Analysis
Cost of Quality
Resource Cost Rate
Group Decision Making Techniques
Vendor Bid Analysis
Cost Aggregation
Reserve Analysis
Funding Limit Reconciliation
Expert Knowledge
Networking
Organizational Theory
Expert Knowledge
Meetings
Pre-Assignment
Negotiation
Acquisition
Virtual Teams
Halo Efect
Types of Teams (esta es nota)
Multi-Criteria Decision Analysis
Interpersonal skills
Training
Team-Building Activities
Ground Rules
Colocation
Recognition and Rewards (Thories of Motivation)
Personnel Assessment Tools
Communication Methods
Communication Technology
Communication models
communication methods
information management systems
Performance Reporting
information management systems
Expert Knowledge
Meetings
Anaylitical Techniques
Expert judgment
Meetings
Checklist Analysis
Diagramming techniques
SWOT Analysis
Assumption Analysis
Documentation Reviews
Expert judgment
Information Gathering Techniqes
Expert judgment
notas
Risk re-assessment
Risk Audits
Variance and Trend Analysis
Reserve Analysis
Technical performance measurements
Meetings
Bidder Conference
Proposal Evalaution Techniques
Independend Estimates
Advertising
Expert Judgement
Analytical Techniques
Screening System
Procurement Negotiations
Stakeholders analysis
Expert Judgment
Meetings
Analytical techniques
Management Skills
Meetings
Expert Judgment
Output
Project Charter
Deliverables
Change Requests
Implemented approved changes
PM Plan updates
Project Documents
WPD
Change Requests
WPR
PM Plan updates
Project Document Updates
Approved Change Requests
PM Plan updates
Change Log
OPA updates
Scope Managment Plan
Requirements Documentation
Requirements Traceability Matrix
Accepted Deliverables
WPI Validate scope .. Buscas aceptacion form
OPA updates
PM Docs
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
PM Plan updates
Project Documents Updates
WPI
Schedule Forecasts
Change Requests
OPA Updates
Project Documents Updates
PM Plan updates
Cost Baseline
Project Funding Requirements
Change Requests
PM Plan Udpates
OPA
Quality Improvement
Quality Control Measurements
Validated changes
Verified deliverables
WPI
Change Requests
PM Plan Udpates
OPA
Project Documents Udtaes
EEF updates
Change Requests
PM Plan
Project Documents
EEF
OPA
Project Communications
PM Plan Updates
Project Documents Updates
OPA
WPI
Change Requests
PM Plan Updates
OPA
Risk Register
WatchList
Change Requests
PM Plan Updates
Change Requests
Project Document Updates
WPI
OPA
PM Plan Updates
Change Request
Selected Sellers
Agreements
Resource Calendars
Change Requests
Project Management Plan Updates
Project Documents Updates
OPA updates
WPI
Change Requests
PM plan updates
Project Doc. Updates
Closed Procurements
OPA Updates
Stakeholders register
Issue Log
Change Request
Communications
Pm Plan updates
OPA
WPI
Change Request
Project Documents updates
OPA
Pm Plan updates
e the original plan plus all additional changes
te scope no es un proceso que solamente lo haces una vez al final del proyecto,
onstantemente para validar que el proyecto va estando en linea con el punto
l cliente. Otro punto, validate scope vs close project = en Close Project buscas
ceptacin final del cliente pero de TODO el proyecto como tal. Aqui en validate
amos aceptacin de c/u de los entregables
ity Revisas que el entregable cumpla con las especificaicones de calidad
ges are deliverables-based, while activites are focused on the work needed to execute the WP
Scope Management
Time Management
Cost Management
1
9
10
11
12
13
Quality Management
Human Resources Managememnt
Forming
Storming
Norming
Performing
Adjouring
Contingency theory
Herzberg's Motivation-Hygiene
Theory
Expectancy Theory
Methods of Conflict Ma
Collaborations/Problem Solve
(also refered to confrontation)
Forcing/Direct
Smoothing/Accommodate
Widhrawal/Avoid
Compromising/Reconcile
Constru
Initiators
information Seeker
Information Givers
Encouragers
Clarifiers
Harmonizers
Summarizers
Gate Keepers
Destru
Agressors
Blockers
Withdrawers
Recognition Seekers
Dominators
Devil's advocates
Sources of Conflict
Communications Managememt
Communications Channels
Channels = n x (n-1) / 2
4 x (4-1) / 2 = 6
5 x (5-1) / 2 = 10
Official Channels of
Communications
Active listening
Efective listening
Feedback
Nonverbal
Paralingual
Communication blockers
Comm
Informal Written
Formal Written
Informal Verbal
Formal Verbal
Communication Methods
Interactive
Push
pull
Risk Management
Risk
Uncertanity
Risk averse
Workaround
Contigency Reserve
Procurement Management
Contract Types
Fixed Price Contracts (esta es
una categora de alto nivel, abajo
se describen los tipos de
contratos fijos)
C
Type of Contract
Fixed Price
PTA
Code of Ethics and Professional Conduct
4 values
Responsability
Respect
Fairness
Honesty
Aspirational Items
Mandatory Items
all of the PLANS of the KE are the proactive aspect of the Project
Scope Creep
Gold Platting
Schedule Model
Padding
Project Float
ES
EF
LS
LF
Duration
Float
Three Point Estimate (esto es el ttulo o nombre, las formulas son las
de abajo)
Beta Distribution
Triangular Distribution (simple average)
Estndar deviation
Life-Cycle Costing
Order of magnitud
Conceptual Estimate
Preliminary Estimate
Budget Estimate
Definitive Estimate
Control Estimate
Fixed Cost
Variable cost
Direct cost
Indirect cost
Sunk cost
Cost Risk
Abbrev
BAC
PV (or BCWS)
EV (or BCWP)
AC (ACWP)
CV
SV
CPI
CPI
SPI
EAC
ETC
VAC
TCPIc
Quality
TQM
Continous Improvement
JIT
Statistical Independence
Mutually Exclusive
Standard Deviation
Sigma
Six Sigma
sigma
Prevention
Inspection
Attribute Sampling
Variable Sampling
Special Causes
Common Causes
Tolerances
Control Limits
Marginal Analysis
nagememnt
first step, team members understand the project and their roles.
Team members tend to be independent and not as open in this phase
the team begins to do the work, but there is typically a good bit of
conflict and difficulty
its where the behaviour normalizes and members begin to work as a
team. The team learns to trust each other. The PM shows more
leadership
its where the team is working at an efficient level that exceed what
individuals could accomplish alone. They are interdependent and
work through issues smoothly and efectively. The role of the PM is
more overseeing and delegating
Its where the project is closed and the team is released. Individuals
tend to fear change, this stage can be difficult on everyone
Human needs are grouped into 5 basic categories. The theory states
that the need from the bottom must be satisfied before the upper
needs will surface. Needs (from Top to Bottom):
In stressfull times a task oriented leader will be more effective, and in calm times, a relationship-o
The presence of certain factors does not make some satisfied, but
their abscence will make someone unsatisfied (similar to maslow's
theory of hirearchy of needs)-. Hygene factors must be present but
they don't motivate , motivation factors motivate, but they will not
work without the hygiene factors in place
people will behave based on what they expect as a result of their behavior. In other words, people
PM is hoping the problem to go away. Conflicts are never resolved.. Its avoiding the problem postpo
better prepared or to be resolved by others.
Both parties give up something. This is a lose-lose situation since no party gets everything. Search
parties in order to temporarily or partially resolve the conflict.
50% of project conflicts come from 3 sources: HR, Priorities and Schedules. Conflict comes often be
In order: Schedules, Project priorities, resources, technical conflict and admin procedures
agememt
Communications Channels
Where n is the number of people on the project
4 people create 6 communication channels
5 people create 10 communications channels
edWays of communicating
in verbal and nonverbal(efective communication)
ways. Below are some terms related to different
Requires that the receiver takes active steps to ensure that the
sender was understood
It refers to the verbal and nonverbal cues a speaker must monitor to
see whether the listener fully comprehends the message. Nodding
requires the listener's full thought and attention. It means to monitor
and smiling are examples of positive feedback, while nodding and
nonverbal and pysical communication and to provide feedback
blank stare indicate the message has to be re-coded for better
indicating whether the message has been clearly understood
communication. Asking questions or repeating the speakers words
are also ways to give feedback.. When repearting what the sender
says, he has feedback
Body language such as facial expressions, posture, hand motions,
etc. Most communications are non-verbal. It carries a significant
portion of the message sent. It represents a major part of all
communication
Its vocal but not verbal. Tone of Voice, volume or pitch. A high pitch
squal does not employ words, but it does communicate
Its anything that interfiers with the senders encoding the message or
the receiver decoding. It can include anything that disrups the
communications channel. EG: email app is down, Noisy surroundings,
Distances, improper encoding of messages, Making negative
statements, Hostility, language, culture
Communication Types
Email messages, memorandums, post its, notas
Communication Methods
A meeting where people can ask questions
a bulk email blast
a website where a video presentation or white paper can be
downloaded
A risk may afect the project for good or for bad. Although risk
usually has negative connotations, it may well have an upside.
Positive and negative risks are commonly referred to as opportunities
and threats
Lack of knowledge about an event that reduces confidence in
conclusions drown from the data. Cost, time, QA can be uncertain.
Investigation of uncertanities help identify risk
Someone who doesn't want to take risks
When an unknown risk has occured it requires the development of a
WA
ed monetary value
Risk Cost x The Probability + Initial cost
EMV = P x I
You use EMV and add all the negative risks and substract all positive
risk. That gives the total round amount of reserve
Contract Types
There is generally a single fee, although payment terms may be
specified so that the cost is not necessarlily a lump sum payable at
the end.. Its very popular when the scope is thoroughly
defined and completly known. Price is fixed, with no
provisions for cost or performance overruns. The risk is
shifted to the seller. Sellers under fixed-price
contracts are legally obligated to complete such contracts, with
possible financial damages if they do not. Fixed-price contracts may
also incorporate financial incentives for
achieving or exceeding selected project objectives, such as schedule
delivery dates, cost and technical performance, or anything that can
be quantified and subsequently measured
Cost Plus Fixed Fee (CPFF) - The seller passes the cost back to the
buyer and receives an additional fixed fee upon completition of the
Simpliest
project. Thetype of Fixed
buyer paysPrice Contracts.
the seller Its unilateral
the actual (signed
costs plus by one
a negotiated
party).
fee thatIts
is used
fixed for simple
before thecommodity
work begins.procurements. Purchase orders
The seller is reimbursed for
become
all contracts
allowable costs when they are accepted
for performing (eg:work,
the contract equipment is shipped
and receives a
by the seller)
fixed-fee payment calculated as a percentage of the initial estimated
project costs. The fee does not vary with actual costs; thus the seller
does not have an incentive to increase or inflate costs. This type of
contract limits the fees of projects with limited scope definition. A fee
is paid only for completed work and does not change due to seller
performance. Fee amounts do not change unless the project scope
changes
Cost Contract - The seller receives no fee (profit). Appropiate for non
profit organizations
Seller
Buyer
Buyer
Definition
Take ownership for the decisions we make or fail to make, the actions
we take or fail to take, and the consequences of that result
show a high regard for ourselves, others, culture and the rescources
entrusted to us. An environment of respect engenders trust,
confidence, and performance excellence by fostering mutual
cooperationan environment where diverse perspectives and views
are encouraged and valued.
Make decisions and act impartially and objectively. Our conduct must
be free from competing self interest, prejudice and favoritism.
Goal
Firm and must be followed
Baseline - The final approved version of certain pieces of the PM plan
refers to uncontrolled changes or continuous growth in a projects scope. This can occur
when the scope of a project is not properly defined, documented, or controlled. It is
generally considered harmful. Typically, the scope increase consists of either new products
or new features of already approved product designs, without corresponding increases in
resources, schedule, or budget. As a result, the project team risks drifting away from its
original purpose and scope into unplanned additions. As the scope of a project grows,
more tasks must be completed within the budget and schedule originally designed for a
smaller set of tasks. Accordingly, scope creep can result in a project team overrunning its
original budget and schedule. If budget, resources, and schedule are increased along with
the scope, the change is usually considered an acceptable addition to the project, and the
term scope creep is not used.
Scope creep is a risk in most projects. uncontrolled changes lead to scope creep
Gold plating means adding features that are not included in the product's scope. The
impact of the unauthorized addition of the feature can be or bad. It's correct that gold-
plating is done by the project team with an intention to enhance the quality of the
product, but whether the product quality actually enhances or gets reduced by this gold-
plating will never be determined before the product gets to the customer. Remember
quality is a measure of the extent to which a product conforms to the customer's
requirements, and since you are incorporating the unauthorized change or enhancement,
whether this change or enhancement will be acceptable to the customer is subject to
his/her inspection. Goldplating is something which is done without any "changes" to the
baseline.
The schedule model consists of all the data that it is used to calculate de schedule, such
as, activities, dependencies, leads and lags, etc. The schedule is the output of the
schedule model
Colchn -- Extra time or cost added to an estimate. should avoid because is not realistic.
Team members arbitraty determine how much pad they want. Avoid The PM has the the
ability to reliable calculate what additional time and cost (reserves) are needed without
padding
Amout of time activity can be delayed without afecting the project finish date. If activity is
on the CP then it has 0 float..
how long an activity can be delayed without afecting the ES of the next one
Amount of time a project can be delayed without delaying the externally imposed project
completition date required by a customer or management, or the date previously comitted
by the PM
Que es lo mas temprano que una actividad puede empezar.. No hay formula es calcular el
tiempo transcurrido y el ES es el comienzo de la actividad (tambien conocido como
forward pass)
Que tan tarde puede empezar una actividad sin afectar las fechas finales. Also known as
backward passing
Que tan tarde puede terminar sin afectar las fechas finales
Cuanto tiempo dura una actividad
LS-ES or LF-EF
It looks at the TCO from puchase or creation, through operations and finally to disposal.
E.G: generic computer servers (cheap) will be more expensive to mantain in the long run.
EG: produce a product with a reduced level of quality and save 9K; but when the the
product goes live the fees for maintance are 20K. So lifecycle costing is looking at the
whole life of the product, not just the project costs
Finding less costly way to do the same work. E.g. outsourcing. Getting more out the
project in every possible way.. The key is that the scope of work is not reduced. It answers
the questions "How can we decrease the project costs while mantaining the same scope?".
estimating is a wide range -50% to 100%.. It is done during project initiating, when very
little is known about the project
estimating is range -30% to 50%
estimating is range -20% to 30%
Made during project planning. Range is -10 to 25%
As the project progresses the estime will be more refined. estimating is -15% to 20%
estimating is narrow -10% to +15%
They stay the same through the life of the project. EG: a piece of heavy equipment. A
fixed cost is a non-recurring cost that will not change as the project progresses
Costs that vary. EG: Labor hours, fuel
Billed directly to the project. EG: Materials used or training. Team Travel
These are shared among other projects. EG: Fringe Benefits, Managers salary (his salary is
overhead), taxas, janitorial services
Costs that are unrecoverable
Risk that project cost could go higher than planned
Term
Budgeted at Completition..
Schedule Variance
Cumulative CPI
Variance at Completition
Sigma is another name for Standard Deviation and indicates how much variance from the
mean has been established as permissible in a process. It is represented by 3 or 6 sigma.
EG: at 6 sigma 1.5 out of 1 million doors will have defects. At 3 sigma approx 2500 doors
out of 1.5 million will have defects. the more sixmas the more strict the Quality is
1 = 68.27%
2 = 95.45%
3 = 99.73%
6 = 99.99985%
Keeping defects from ocurring out of the process
Catching errors (keeping errors out of the hands of the customer)
Either a work result conforms to quality or not.. Pass or fail
Measures how well something conforms to quality. (Degree of conformance)
The point where benefits or revenue to be received from improving quality equals the
incremental cost to achieve that quality
Getting to know. Team members arrive. All is wonderful, happy, committed, things are great
We get to know each other very well. Individual caracteristics surface and conflict may
arise (siempre llega tarde, habla enojado, etc)
working out the diferences. We fix it by conflict resolution
Our team is functional, knows how to work each others. This is were we are efective
People leave so we need to get the rest of the team to the perforfming stage
Theory Y- it assumes people are naturally motivated to do good work. Managers perform
very little motiviation and the team is trusted. EG: Telecomuning org.
very little motiviation and the team is trusted. EG: Telecomuning org.
Hygiene factors: Paycheck, personal life, security, status, good relationships, working
conditions (chairs, desks, etc)
Achievement - team members with high need of achievement (nAch) have a need to stand
out. They like recognition. They prefer to work alone. High risk porjects are not appealing
since their effort may be damaged by the risk of the project. Also low risk projects don't
appeal since effort will not be recognized. They need projects that are challenging but
reachable
Power - Team members with the need of power (nPow) generally desire social power or
personal power. social power is better because they get along with other members. These
guys are leaders and want to manage others
Affiliation - Team members want to belong to a team (nAff). They work best when
cooperating with others.
their behavior. In other words, people will work in relation to the expected reward of the work
since no party gets everything. Searching for solutions that bring some degree of satisfaction to all
t.
ctive
unication.
o the project.
erested in his own
n by presenting selfish goals
opinions forcefully and without considering others. He will talk more than the rest
and Schedules. Conflict comes often between the PM and Functional Managers
nflict and admin procedures
Used infrequently, but essential for prominent documents that go into the project record.
The project plan is a formal written document (project charter, etc). This allows your words
to be documented and they will get to everyone in the same form. When there are
complex problems, you want everyone to receive the same info
Used to communicate information quickly and efficently
Since all cost must be reimbursed to the seller, the buyer bears the risk of cost overruns
The buyer bears most of the risk here, but the incentive fee for the seller motivates that
seller to keep costs down
The buyer pays the seller for all time and materials the seller applies to the project. The
buyer bears the most risk of cost overruns
The subcontractor assumes responsability for all aditional costs after a cap. Its important
because it helps identify the cost point in the contract where the seller has the most
motivation to bring things to completition. Costs above PTA are assummed to be due to
mismanagement or the seller not estimating correctly. Sellers will monitor their work
against PTA to make sure they are still receiving profit
Mandatory
it focuses primarily on laws, regulations, policies and ethics. The right thing to do is to
follow the law or a corporate policy
We negotiate in good faith and do not abuse others. The respect we extend to others
includes interpersonal respect and the respect of others' property, including intellectual
property. We do not exercise the power of our expertise or position to influence the
decisions or actions of others in order
to benefit personally at their expense
We do not engage in or condone behavior that is designed to deceive others, including but
not limited to, making misleading or false statements, stating half-truths, providing
information out of context or withholding information that, if known, would render our
statements as misleading or incomplete. Tell the truth and nothing but the truth
Work Performance Data
PMIS
LS= Es+FLoat
LF=LS+Duration-1
Duration=LF-LS+1
Duration=EF-ES+1
Description
How much was originally planned for the project to
cost
are great
dont motivate, but their abscence will make someone unsatisfied
Motivate
ng understanding) and
in T&M I controll wheter the work is acceptable, I
have full controll but I also have the full risk,
becouse if the estimates are wrong, if the team
doesnt have the skill Im still paying by hour
Project Management Information System. An information system consisting of the tools and techni
integrate, and disseminate the outputs of project management processes. It is used to support all
from initiating through closing, and can include both manual and automated systems. EG: (e.g., an
such as a scheduling software tool, a configuration management system, an information collection
system, or web interfaces to other online automated systems)
Contingency Reserve
Management Reserve
Formula
N/A EG: 20miles of sidewalk x
$15K equates a BAC of $300K
EV-AC
EV-PV
EV AC
EV AC
EV PV
AC + Bottom-up ETC
Calculates actual costs to date plus a new estimate for the
remaining work. Used when the original estimate was
flawed. Original estimating assumptions no longer valid
AC + (BAC - EV)
Used when current variances are considered atypical of
the future. It is essentialy AC pus the remaining value of
work to perform. Its used when the current variance are
thought to be atypical of the future. Current Variances are
atypical similar variances will not occur in the future
BAC - EAC
(BAC-EV) (BAC-AC)
Control chart. Las lineas punteadas pequeas son warning
limits
someone unsatisfied
mented, and they will get to everyone in the same form. Comlex
same info. People from diferent cultures/countries you want formal
nce data includes information about the completion status of
ect performance
EV=SPI*PV
PV=EV/SPI
Forms of Power
PMs are often tasked with the responsability of the project without formal authority form the org. It
forms of power to influence and manage the team
Reward Power
Expert Power
Legitimate
Referent
Punishment /Penalty
Liability = Responsabilidad
agement plan;
actionAn intentional activity that ensures the future performance of the project work
least for the exam/generally incorrect one. Power derived by my position in the company
tion in the company
A project is a temporary endeavor undertaken to create a unique product, service, or result. The
nature
Projectofmanagement
projects indicates that
is the a project of
application has a definite beginning
knowledge, and
skills, tools, andend
techniques to project ac
project requirements
Program management is the application of knowledge, skills, tools, and techniques to a progra
meet the allocation,
resource program requirements
and that the and to obtain benefits
management and control
of the portfolio not available
is consistent by managing
with and aligned topro
strategies
Portfolio management aligns with organizational strategies by selecting
the work, and providing the needed resources
Program management
and implements plans harmonizes its projects
to achieve a specific and program
scope components
that is driven and controls
by the objectives interdepe
of the progra
subjected to and, ultimately, to organizational strategies
OPM
A provides
project an strategicoffice
management framework
(PMO) that
is aguides Portfolio,structure
management programthat
andstandardizes
project management to
the project
processes and facilitates the sharing of resources, methodologies, tools, and techniques
Management by Objective is a systematic and organized approach that allows management t
Creation of a cogent lessons learned documentation is an important part of the closure proce
Rolling wave planning is the process of planning for a project in waves (phases) as the project pro
Rolling Wave Planning We can see more clearly what is in close proximity, but looking further
advance with a fair amount of clarity. Rolling Wave Planning is a multi-step, intermittent process
highlighted for the rest of the project.
Progressive Elaboration is what happens in rolling wave planning process. Progressive Elabora
provide that missing, more elaborated detail for the work packages as they now appear on the h
EFF
Skills
Geographical locations
Duration estimating databases and other reference data
Productivity metrics
Communication channels,
Scheduling tool to be used in developing the schedule model.
Market Conditions
Exchange Rates
Published seller price list
PMIS
Project records - Project records can include correspondence, memos, meeting minutes, and othe
should, to the extent possible and appropriate, be maintained in an organized manner. Project te
notebook or register, which could be physical or electronic.
Project Documents - Documentation resulting from the project's activities, for example, project m
calendars, risk registers, change management documentation, planned risk response actions, an
As a part of project closure activity, the first thing a project manager should do is review all prior
work is completed and the project has met its objectives. Then u seek customer approval
Product scope: The features and functions that characterize a product, service, or result. Proje
deliver a product, service, or result with the specified features and functions. Completion of proj
Project Scope Statement and its associated Work Breakdown Structure (WBS ) , WBS dictionary a
measured against product features or requirements.
The project scope statement documents the entire scope, including project and product
scope
you should have created a project estimate based on realistic work package estimates that do no
can look to cut quality, decrease risk, cut scope, or use cheaper resources (and at the same time
schedule).
OPA: It is important to first read and understand your organizational policies on doing business in
The performance measurement baseline is made up of the scope, time, and cost baseline
The control limits are set based on the company's quality standard and indicate the acceptable r
The upper and lower control limits are above and below the mean, but are within the specificatio
Quality attributes are the measurements that determine if the product is acceptable. They are ba
A data point that requires you to determine the cause of the problem is a special cause.
Specification limits are how the customer measures quality. The control limits are more constrain
Your quality specifications should exceed your customer's need. Otherwise you probably would n
It is the role of the sponsor to define the initial project and protect it from changes.
The resource histogram shows the number of resources used in each time period. In its pure form
sources of conflict: 1) schedules, 2) project priorities, 3) resources, and 4) technical opinions.
The first thing to do is to detemine whether the required training would benefit the organization
project-specific training for team members would come from the project budget.
recommended corrective or preventive actions can come from the team or stakeholders in additi
A corner office is a "perk" whereas health benefits are a fringe benefit.
Projects often need their own reward systems to afect performance. Project managers should cre
It is the sponsor's role to prevent unnecessary changes and to set priorities among projects.
It is not wise for a project manager to suggest a compromise when the issue is a technical one.
The status report is too detailed for a quick look. The forecast report only looks into the future. Th
Probabilistic analysis of the project occurs in Perform Quantitative Risk Analysis, and risk triggers
The only other factor to help determine risk reserves that would come after risk response strateg
Determining the risk rating of the project is done during Perform Qualitative Risk Analysis (high,
A workaround is a response to a previously unidentified risk. Management reserves are set aside
reserve is designed to cover specific risk events previously identified and measured in the risk m
The sentence "such payments are EXPECTED in the other country" does not mean such paymen
Terms and conditions should reflect the findings of a risk analysis. This means the project manag
The requirement to provide PMP-certified project managers is a screening system. A system to m
The normal response to a force majeure is to give an extension of time
The procurement manager generally has the authority to approve change orders
The requirements traceability matrix and stakeholder register are project documents, not parts o
RPN To calculate the Risk Priority number (RPN) for the risks, probability, impact, and timeframe
impact, and timeframe. The timeframe allows the project to readily assess prioritization. Prioritizi
Total quality management (TQM) consists of organization-wide eforts to install and make per
Kaizen. A popular Japanese technique which advocates continuous small improvements
TQM means organized Kaizen activities involving everyone in a company managers and worker
A project sponsor is the one who designates the project manager in the project charter and also a
PTA solo aplica para Fixed Prices Contracts.. Cuando hable de CR tienes que calcular el price que
A communication constraint is usually derived from specific legislation or regulation, organization
Secondary risks are those which are caused by the treatment or response to the risk, whereas re
A secondary risk can be defined as a risk created by the response to another risk. In other words
The PM might use the WBS to prevent scope creep
It is important for the project manager to involve his project team to work out solutions to critica
A Process Capability Baseline (PCB) specifies what results to expect when processes are followed
design of experiments is a statistical approach to determine the incfluence of variables on results
In the event of project termination, the project manager should do scope validation to determine
The project manager should only consider documented change requests.
in a marix org resources are obtained from a pool controlled and monitored by a functional mana
A schedule compression technique is useful not only during project planning to see if the desired
Withdrawal happens when someone gives up and walks away from the problem, usually because
a defect is any deliverable that does not meet its requirements. (including documents! Like PMPl
The project management team is a subset of the project team and is responsible for the project mana
be shared by the entire team or administered solely by the project manager. The entire project team i
The project manager should try to manage information, so that only appropriate and relevant informa
In some cultures where offering gifts is a custom, rejecting or returning the gifts may be considered ru
Opportunity cost is the cost of passing up the next best option. The opportunity cost of choosing proje
The project manager need not be a technical expert qualified to determine the accuracy of technical s
Net Present Value (NPV) = (Present value of all cash inflows) - (Present value of all cash outflows)
time is already taken into account in NPV calculations. (higher the better no impoarta el tiempo)
The receiver is responsible for making sure that the information is received in its entirety and underst
Theory X: This assumes that the workers are inherently lazy and require supervision.
Theory Y: The average worker finds physical and mental effort on the job satisfying and likes his work
A Sponsor is the person or group who provides resources and support for the project and is accounta
Customers do not always provide financial resources for the project.
compromising= some degree of satisfaction
a value-adding change - The fourth reason for changing the scope of your project is a value-ad
unique product, service, or result. The temporary
inning
ls, and
tools, andend
techniques to project activities to meet the
kills, tools, and techniques to a program in order to
control
lio not available
is consistent by managing
with and aligned toprojects individually
organizational
by selecting the right programs or projects, prioritizing
m components
driven and controls
by the objectives interdependencies
of the in order
program or portfolio it is to realize specified benefits
programthat
tructure andstandardizes
project management to deliver organizational
the project-related governance strategy
logies, tools, and techniques
approach that allows management to focus on achievable goals and to attain the best possible results from
an important part of the closure process and it should not be bypassed. Although lessons learned are a must,
ct in waves (phases) as the project progresses and things become more clearer.
n close proximity, but looking further ahead our vision becomes less clear. Depending upon the project - its l
is a multi-step, intermittent process like waves - because we cannot provide the details very far out in our p
planning process. Progressive Elaboration means that over time we elaborate the work packages in greater d
ackages as they now appear on the horizon.
OPA
Project calendars,
Lessons learned.
Historical duration information,
scheduling methodology
Financial Control Procedures
hedule model. Financial DB's
Existing policies regarding Cost Estimating and budgeting
Cost budgeting tools
Existing formal and informal cost budgeting-related polici
The performing organizations quality policy,
as endorsed by senior management, sets the organization
on implementing its quality
management approach;
Hiring procedures
Bonus Structures
Corporate Apparel
ng availability, competency
rate
Issue and defect reporting procedures and communicatio
Security Requirements
that afect outsourcing Allowed communication media
Specific technologies available
e, memos, meeting minutes, and other documents describing the project. This information
ed in an organized manner. Project team members can also maintain records in a project
ect's activities, for example, project management plan, scope, cost, schedule and project
on, planned risk response actions, and risk impact.
manager should do is review all prior information from the previous phase closure to ensure all
hen u seek customer approval
ze a product, service, or result. Project scope: The work that needs to be accomplished to
es and functions. Completion of project scope is measured against Project Management Plan ,
n Structure (WBS ) , WBS dictionary and scope baseline. Completion of product scope is
ic work package estimates that do not include padding Then, if costs must be decreased, you
aper resources (and at the same time closely monitor the impact of changes on the project
izational policies on doing business in a foreign land. Many organizations also have in house departments th
scope, time, and cost baseline
andard and indicate the acceptable range.
mean, but are within the specification limits
he product is acceptable. They are based on the characteristics of the product for which they were designed
e problem is a special cause.
The control limits are more constraining than the specification limits. Control limits are how you measure yo
eed. Otherwise you probably would not do the work.
st report only looks into the future. The progress report summarizes project status, and would be the most he
tative Risk Analysis, and risk triggers are identified in Plan Risk Responses
ould come after risk response strategies is the analysis of secondary risks.
rform Qualitative Risk Analysis (high, medium, low; los rates estn en la matriz de probabilidades
s, probability, impact, and timeframe are used. The formula for risk is Probability * Impact * Timeframe (P*I*T
readily assess prioritization. Prioritizing the risks relative to one another assists the team in deciding how to
n-wide eforts to install and make permanent a climate in which an organization continuously improves its ab
ntinuous small improvements involving everyone from top management to the lowest level in the organiz
n a company managers and workers in a totally systemic and integrated efort toward improving perform
nager in the project charter and also authorizes a project manager to use project resources for the project. Th
e CR tienes que calcular el price que le pagas al seller pero sin usar el PTA por eso ustas el 20% del 80/20
legislation or regulation, organizational policies, or a project constraint which limits the project's options dur
nt or response to the risk, whereas residual risk is the risk which remains even after you have treated or resp
ponse to another risk. In other words, the secondary risk is a consequence of dealing with the original risk.
team to work out solutions to critical project issues; however, he should use this approach judiciously becau
o expect when processes are followed. By using PCB a project can predict at a gross level, the efort required
the incfluence of variables on results,e tc etc.. El mensaje aqu es la palabra statistical
ould do scope validation to determine the extent of completion of the project
nge requests.
and monitored by a functional manager
project planning to see if the desired completion date can be met, but also during integrated change control
ay from the problem, usually because they're frustrated or disgusted. If you see a team member doing this, i
nts. (including documents! Like PMPlan)
and is responsible for the project management and leadership activities such as initiating, planning, executing, m
ect manager. The entire project team is not responsible for Initiating, Controlling and Closing, although they will b
he scope of your project is a value-adding change. Value-adding changes are caused by factors that cannot b
possible results from available resources
s learned are a must, the minimum expectation is that customer accept the product.
pon the project - its length and complexity - we may be able to plan as much as a few weeks or even a few m
very far out in our planning. A detailed, well-defined WBS is created for that period of clarity, and only miles
packages in greater detail. Progressive Elaboration refers to the fact that as the weeks and months pass we h
dgeting-related policies
y policy,
sets the organizations intended direction
abilidades
ments are created by the project manager for his or her use during the project, and do not require outside ap
ct * Timeframe (P*I*T). These three elements determine each risk's Risk Priority Number (RPN) by multiplyin
m in deciding how to allocate resources for mitigation, especially when there are a large number of identified
uously improves its ability to deliver high-quality products and services to customers
st level in the organization
rd improving performance at every level.
ces for the project. Therefore, he is the one who needs to provide clarity to the team about the project mana
tas el 20% del 80/20 y se lo multiplicas por que van a compartir los ahorros .20 para el seller..
project's options during communication management (teams working in diferent geographical locations). H
have treated or responded to the risk.
th the original risk.
ach judiciously because it can be an inefficient use of time. Furthermore, in many situations, meetings actual
l, the efort required at various stages, defect densities, overall quality, and productivity. Most of the organiz
rated change control to look at the schedule impact of changes to time, cost, scope, and risk.
member doing this, it's a warning sign that something's wrong.
lanning, executing, monitoring, controlling, and closing the various project phases. This group can also be referre
g, although they will be involved in these processes to varying degrees. Only the project management team (whic
al differences is the way to win the trust of people from divergent cultures.
equal to NPV of the next best available option (in case of various options)
ns or organizations who will approve and manage the project`s product or service, or result.
factors that cannot be considered when the original scope is defined, but if implemented into the project sc
a few weeks or even a few months in
od of clarity, and only milestones are
situations, meetings actually delay the decision making process due to internal conflicts.
uctivity. Most of the organizations set up organization level baselines called process capability baselines. If b
pe, and risk.
his group can also be referred to as the core, executive, or leadership team. For smaller projects, the project man
ect management team (which is a subset of the project team) is responsible for these activities.
emented into the project scope, will improve the project or make it more cost efective. In a software game d
ain event or risk in the project which needs to be addressed through risk management
ss capability baselines. If baselines are regularly established, trends in the process capability can easily be o
ller projects, the project management responsibilities can
e activities.
ctive. In a software game development project, a value-adding change could be new technology that enable
ss capability can easily be obtaineda key reason for having a PCB.
new technology that enables players to play against other competitors online. This situation would require a
s situation would require a change request due to a value-adding change.
Initaton Planning
1.1 Devlop Project 1.2 Devlop project management
charter plan
Integraion
10.1 Identify
Stakeholder 10.2 Plan stakeholder management
stakeholder
Execution Monitoring & Controling
1.3 Direct & manage the
1.4 Monitor and control the project work
project work
Proect Management
Program Management
Portofolio Management
PMO
Stakeholder
Functional Organisation
Projectized Organisation
Matrix Organisation
Project Expediator
Project Co-ordinator
Project Lifecycle
A project is a temporary endaover which creat a unquie prroduct, service, result.
Ii. It has definate start & end date
ii. The end is reached when the end result has been achieved or the prject is terminated
iv. Project work is diferent from the operational work
It is the application of knowledge, skill, T&T to project activities to meet the project requirement. T
performed by intigrating of the 47 PM process, which are logically grouped in to five caatogories
ii. Managing of projects reqquired the following steps-
a. Identifying the requirement b. Managing stakeholder c. Balancing project constraint
i. It is the application of knowledge, skill, T&T to project activities to meet the program requiremen
ii. A program is a group of related projects, sub program and program activities managed in a cord
way to obtain benefits
Portofolio refers to project, program, subproject and operation mnaged as a group to achive startge
objective
ii. Portofolio may not be interdependent. Eg. Various division of a company or organisation
A PMO is a specifc type of body, or department within the organisation. The promary role of PMO a
i. It provides polics, methodology, tool & templetes for mamaging the projects- Supportative
ii. It Provides support and training in the organisation, how to manage the projects- Controling
iii. It provides project manager for ongoing projects in the organisation- Directive
Other role of PMO are,
i. Managing interdependenices between the project
ii. Selecting, deploying and managing the shared resources
iii.Terminating the project
iv. Organisazing the lesson learned
This organisation is grouped by with area of specialization within diferent function areas like mark
engineering & Accounting etc. Each employe report to the functional manager
The organisations resources monstly work on projects and they report to project manager
This is a blen of functional and projectized organisation
He cant personaly make or enforce any decission
However project co-ordinator have some authority to make some decission
A project life cycle is a series of phases starting from intitation to closure. Phases are generally seq
and their name and numbers are determined by the management.
The life cycle provide the basic framework for managing the phases
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