Professional Documents
Culture Documents
Develop Project Charter Create the document that officially starts the
Initiating project
M
a
n Monitoring and Monitor and Control Make sure deliverables and the way they are
a Controlling Project Work been produced are in line with PM Plan
g
e
m
e
n
t Monitoring and Perform Integrated Assess the impact of changes on the project
Controlling Change Control
S
c
o
p Understand and document the scope of the
e Planning Define Scope project in detail
M
a
S
c
o
p Understand and document the scope of the
e Planning Define Scope project in detail
M
a
n Represent the work and only the work that
a Planning Create WBS will be performed on the project in the form
g of a WBS
e
n
t
M
a
n
a
g Estimate activities Analyse each activity to estimate how long it
e Planning durations will take
m
e
n
t
a
n
a
g Estimate activities Analyse each activity to estimate how long it
e Planning durations will take
m
e
n
t
M
a
n
a
g
e
m
e It takes the estimated project expenditures
n and maps them back to dates on the
t Planning Define Budget calendar. It creates the cost performance
baseline (budget)
H
u
m
a Staffing the project with team members to
n Executing Acquire Project Team complete project activities
R
e
s
o
u
r
c
e Building a sense of team building and
Executing Develop Project Team
s improving its performance
C
o
m The process of developing an appropriate
m approach and plan for project
Plan Comunications
u Planning communications based on stakeholders
Management
n information needs and requirements, and
i available organizational assets.
c
a
t
i
o Its the execution of the communication
n Manage management Plan. This process also has to
s Excecuting Communications be flexible to handle unplanned information
requests
M
a
n
a
g
e Its the process of monitoring and controlling
m Monitoring & communications throughout the entire
Control Comunications
e Controlling project life cycle to ensure the information
n needs of the project stakeholders are met
t
P
r It carries out the plan, selects one or more
o Executing Conduct Procurements sellers and awards the procurement, usually
c in the form of a contract
u
r
e
m
e
n
t
M Buyer and seller get together to review the
a work results to ensure that the results match
n Monitoring and the contract. Its a process performed by both
Control Procurements
a Controlling (buyer and seller).. Both PM's work together
g to explore the potential effects of any
e decisions
m
e
n
t
a
g
e
m
e
n
t
S
t
a
k Stakeholders should be managed according
e to their needs and how the project scope
h Manage Stakeholders addresses those needs...It uses
o Executing Engagement communication and the issue log to help
l ensure that stakeholders are involved at the
d right level and in the right way
e
r
s
M
a
n
a
g It evaluates how the plan of engaging and
Monitoring and Control Stakeholder
e involving stakeholders lines up with the
controlling Engagement
m results.
e
n
t
Input Tools
OPA Meetings
Accepted Deliverables Analytical Techniques
PM Plan Expert Judgement
Verified deliverables
WPD
PM Plan
Requirements Traceability Matrix
Variance Analysis
Requirements Documentation
PM Plan Expert Knowledge
Project Charter
Meetings
OPA
EEF Analytical Thecniques
Schedule Management Plan Decomposition
Scope Baseline Rolling Wave Planning
Expert Knowledge
Precedence Diagramming Method
Schedule Management Plan
Graphical Evaluation & Review Technique
Activity list Dependency Determination
Activity Attributes
Milestone list
OPA Leads and Lags
EEF
Project Scope Statement
Schedule Management Plan Expert Knowledge
pM Software
Activity List Pusblished Estimating Data
Resource Calendars Alternative anlaysis
Activity Cost Estimates
Risk Register Bottom-Up estimating
Activity Attributes
Schedule Management Plan Analogous Estimating
Three-Point Estimating
Activity list
One Point Estimating
Activity Attributes Expert Knowledge
Activity Resource Requirements Parametric Estimating
Project Scope Statement Heuristic Estimating
Resource Breakdown Structure Group Decision Making Tachniques
Risk Register
Reserve Analysis
Resource Calendars
Schedule Management Plan Schedule Network Analysis
Activity list Critical Path Method (CPM)
Project Schedule Network Diagrams Critical Chain Method
Resource Calendars Resource Optimization Techniques
Activity duration estimates Modeling techniques
Activity Resource Requirements Leads and Lags
Risk Register
Project Scope Statement
Resource Breakdown Structure Schedule Compresion
Project Staff Assignments
Activity Attributes
PM Plan Performance reviews
Project schedule Resource Optimization Techniques
WPD Modeling techniques
Schedule Data Project Management Software
Leads and Lags
Scheduling tool
Project Calendar Schedule Compresion
PM Plan Expert Knowledge
Project Charter Analytical Techniques
Meetings
Analogous Estimating
Cost Management Plan
Expert Knowledge
Human Resources Plan Parametric Estimating
Scope Baseline
Bottom-Up Estimating
Communication Methods
Expert judgment
notas
Project Charter
Stakeholders analysis
Procurement Documents
Stakeholders register
Expert Judgment
PM Plan Meetings
Analytical techniques
Management Skills
OPA
Change Log
WPD
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
Scope Baseline baselines are the original plan plus all additional changes
WBS Control Account
WBS Dictionary
Accepted Deliverables
WPI Validate scope .. Buscas aceptacion formal de los entregables con
OPA updates
Activity list Work packages are deliverables-based, while activites are focuse
Activity Attributes
Milestone list
PM Docs
Activity Resource Requirements activities are estimated for resource requirements, not WP
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
us all additional changes
based, while activites are focused on the work needed to execute the WP
EEF
Intigration
PM plan
PM plan
Planning Plan scope management
Project charter
Requrement docmetation
Project charter
Planning Define scope
Scope Manage
Planning Define scope
Scope management plan
Expert Judgement
Facilation techniques
Project documents
WPID
Functional Organisation
Matrix Organisation
Projectized Organisation
Composite Organisation
Stakeholder
Project Constraint
INTIGRATION MANAGEMENT
Enterprise Environmental Factor
Business case document
Facilation Technique
Organizationational process assets
Project Charter
Perform baseline
Intigration Management
SCOPE MANAGEMENT
Product Scope
Project Scope
Scope creep
Focus group
Facilated workshop
Delphi Technique
Afinity diagram
Nominal group technique
Context diagram
Brainstroming
Benchmarking
Functional requirement
Non functional requirements
Variance analysis
TIME MANAGEMENT
Decomposition
Rollig wave planning
Lag
Lead
Bottom up estimating
Parametric Estimates
Reserve analysis
Contigency reserve
Management Reserve
Analogous estimating
Three point estimates
Heuristic
Crashing the schedule
Fast trcking
Monte Carlo analysis
Performance review
COST MANAGEMENT
Estimate Cots
Analogous estimating
Parametric Estimates
Bottom up estimating
Basis of estimate
Benfit cost ratio
Net present value
Opportunity Cost
Internal rate of return
Depreciation
Lifecycle costing
Rough order magnitude (ROM)
Cost aggregaion
Funding Limit
QUALITY MANAGEMENT
Cost benfit ratio
Benchmarking
Cost of quality
Quality checklist
Quality matrics
Control quality
Conrol chart or rule of seven
Fishbone & Ishikawa Diagram
Flowchart
Pereto Chart
Histograms
Checksheets
Scatter digram
Inspection
Run chart
Kaizen
Just in time
HUMAN RESOUCE MANAGEMENT
Orgaanization charts and position description
RACI Matrix
Halo Effect
Negotation
Virtual team
Preassignment
Acquisition
Recognition & Rule of reward
Interpersonal Skill
Ground rule
Colocation
Command
Consultation
Consensus
Coin flip
Legitimate power
Reward Power
Expert Power
Referent power
Punshment power
COMMUNICATION MANAGEMENT
Communication Managmnet
Communication model
Communication technology
Communication Method
Communication methcod
Paralingual Communication
RISK MANAGEMENT
Avoid
Mitigate
Transfer
Accept
Brainstroming
interview
Root cause identification
Swot analysis
Diagraming techniques
Perform qualitative risk
Risk data quality assessment
Decision ttress
Positive risk
PROCUREMENT MANAGEMENT
The documented scope, schedule and cost baseline in the project is know as performance measurement schedule
It means all the process work together seamlessly to make your project successful
It means the features and function of the product or service that you and your team are building
It means all of the work that needs to be done to make the product
Uncontrolled changes that causes the team to do extra work
It helps to think the right thing i.e. everything you need to keep the project focused on right work i.e. from beginning to en
How much the quality activities will cost versus how much you'll gain for doing those activities
Refereing the past projet activities
Everything you do to ensure the quality on the product. Starting from testing, writing standards, reviewing doc, meeting to
analyze the root cause, doing reqork to fix the defect
It prevebts defect from the project.It also describes how the work will be executed to met the quality reuirement
Column charts that allow stakeholders visualize the distribution of data. Histograms, are a special form of bar chart and are
used to describe the central tendency, dispersion, and shape of a statistical distribution. Unlike the control chart, the
histogram does not consider the influence of time on the variation that exists within a distribution.
It allows to collect the data on the product under test. It helps to organise the test activities needs to performed and track
whether the product passes or fail. It also know as tally sheet
It shows how two different types of data relates to each other
Conform the requirement. It is a continous process.
Tells you the trend
Means continuous improvement. Its a japanese word
Things to made available as per the requirment instead of storing it
It makes sure that everyone gets the right message at the right time
Figuring out what kind of communication your stakeholder need from the project, so that they can make good decision
How the various people associated with your project send and receive their information
How you can keep people in loop
Interactive- Where everyone exchange information with one another
Push-Push informtion out to your stakeholder by sending out emails, memos, faxes
Pull- Fetching the information from intranet
There are four type of communication i.e Formal written ii. Informal Written iii. Formal Verbal iv. Informal Vebal
Formal Written- Any time you are signing a legal document or preparing a formal document for your project
Informal written - If you drop some quick email
Formal Verbal- Presentatin on project progress
Informa verbal- Meeting
Tone and pitch of you voice
Share- Sometimes its harder to take advantage of an oppurtinity. Then you might call another company to share
Enhance- This is when you try to make the opportunity more probable
Accept- Just like accepting a negetive risk, sometimes just fall in lap
It means that you are going to pay one amount how much it costs the contrator to do the work. This type contracts are
usefull where scope is well know
Going to pay a fixed price plus some bonus based on some performance goal
Cost involved for doing the work plus an agreed amount on top of that
Cost involved +extra based on byers evaluation
Total cost+bonus
4140
140000
30000
Foundation Terms all of the PLANS of the KE are the proactive aspect of the Project
Scope Management
Scope Creep
Gold Platting
Schedule Model
Padding
Project Float
ES
Time Management
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
Cost Management
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
1
PV (or BCWS)
2
EV (or BCWP)
3
AC (ACWP)
CV
5
SV
6
CPI
7
CPI
8
SPI
9
EAC
10
ETC
11
VAC
12
13 TCPIc
Quality Management
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
Its where the project is closed and the team is released. Individuals
Adjouring tend to fear change, this stage can be difficult on everyone
Human needs are grouped into 5 basic categories. The theory states
Maslows hirearchy of needs that the need from the bottom must be satisfied before the upper
needs will surface. Needs (from Top to Bottom):
Contingency theory In stressfull times a task oriented leader will be more effective, and in calm times, a
The presence of certain factors does not make some satisfied, but
their abscence will make someone unsatisfied (similar to maslow's
Herzberg's Motivation-Hygiene theory of hirearchy of needs)-. Hygene factors must be present but
Theory they don't motivate , motivation factors motivate, but they will not
work without the hygiene factors in place
McClelland's Three Need Also called achievement theory.. Employees are motivated upon
Theory(acquired needs theory) three primary needs
Expectancy Theory people will behave based on what they expect as a result of their behavior. In other
PM is hoping the problem to go away. Conflicts are never resolved.. Its avoiding the
better prepared or to be resolved by others.
Widhrawal/Avoid
Both parties give up something. This is a lose-lose situation since no party gets ever
parties in order to temporarily or partially resolve the conflict.
Compromising/Reconcile
Constructive Team Roles
Initiators
Someone who actively initiates ideas and arctivities on a project. Its proactive and p
information Seeker People seeking more knowledge and understanding related to the project
Information Givers Someone who shares information with the team.. It needs good communication and
Encouragers They mantain a positive and realistic attitude. They focus on what can be accomplis
Clarifiers Someone who works to make certain that everyone's understanding of the project is
Harmonizers They enhance the context of the project and details surrounding it
Summarizers They take details and restate them. They keep things simple enough for everyone to
Gate Keepers They enfcourage the entire team to participate.. Also they make desicions whether t
Agressors
Someone hostile and opposed to the project. He is no productive
Blockers Someone who blocks access to info and interrupts the communication.
Withdrawers They don't participate. He just sit quietly.. They don't buy into the project.
Recognition Seekers They look who
Someone at the projectteam
disrupts to seeparticipation
whats in it for
andthem. He is interested
communication in his ownopinio
by presenting selfis
Dominators rest of the team. They are opinion crushers
Devil's advocates Someone who will automatically take a contrary view. He frustrates communication
Sources of Conflict 50% of project conflicts come from 3 sources: HR, Priorities and Schedules. Conflict c
In order: Schedules, Project priorities, resources, technical conflict and admin proce
Communications Managememt
Communications Channels
Channels = n x (n-1) / 2 Where n is the number of people on the project
4 x (4-1) / 2 = 6 4 people create 6 communication channels
5 x (5-1) / 2 = 10 5 people create 10 communications channels
Official Channels of Which communications channels are official. EG: Who can officially
Communications communicate with the customer or key subcontractors
Its vocal but not verbal. Tone of Voice, volume or pitch. A high pitch
Paralingual 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
Communication blockers negative statements, Hostility, language, culture
Communication Types
Informal Written Email messages, memorandums, post its, notas
Communication Methods
Interactive A meeting where people can ask questions
Push a bulk email blast
a website where a video presentation or white paper can be
pull downloaded
Risk Management
A risk may affect 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
Procurement Management
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
Fixed Price Contracts (esta es the end.. Its very popular when the scope is thoroughly defined
una categora de alto nivel, and completly known. Price is fixed, with no provisions for cost or
abajo se describen los tipos de performance overruns. The risk is shifted to the seller. Sellers
contratos fijos) 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
Simpliest
buyer andtype of Fixed
receives Price Contracts.
an additional Its upon
fixed fee unilateral (signed by
completition ofone
the
party).
project.Its
Theused for pays
buyer simplethecommodity procurements.
seller the actual costs plusPurchase
a negotiated
Purchase Order (tambien es un orders
fee thatbecome
is fixed contracts
before thewhenworkthey are The
begins. accepted
seller (eg: equipmentfor
is reimbursed is
contrato fijo) shipped
all by the
allowable seller)
costs for performing the contract work, and receives a
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 Plus Award Fee (CPAF) - The buyer pays all costs and a base fee
plus an award amount (bonus) based on performance, similar to
CPIF, except the incentive is a potential reward, rather tnan a
potential reward or penalty. The award amount is determined in
advance. The award is sometimes judged subjectively. The seller is
reimbursed for all legitimate costs, but the majority of the fee is
Cost
earnedPlus Incentive
only based onFeethe
(CPIF) -The seller
satisfaction passes the
of certain cost
broad back to the
subjective
buyer and gets
performance an incentive
criteria definedfee forincorporated
and meeting a target (usually
into the tied
contract.
back to keeping costoflow
The determination fee or meeting
is based objectives
solely on the in the contract). The
subjective
seller gests a percentage
determination of the savings
of seller performance byortheshares
buyer,costs
and overrruns.
is generallyIn
CPIF contracts,
not subject if the final costs are less or greater than the original
to appeals.
estimated costs, then both the buyer and seller share costs from the
departures based upon a prenegotiated cost-sharing formula, for
example, an 80/20 split over/under target costs based on the actual
performance
The seller charges
of thefor
seller.
time plus the cost of any materials needed to
complete the work. The seller pays per-hour or per-item basis. Used
when the level of effort cannot be defined, it can be created quickly
because the statement of work is not very detailed. The total cost of
the work is not known. These contracts have terms and conditions
Time and Materials Contracts specifically to negotiate quickly and begin work sooner. These
contracts are best suited for small dollar amounts and short amount
of time. There is a profit for the seller in every hour or unit billed,
the seller has no incentive to control costs, this means a great deal
C of oversight from the buyer. It often involves an incomplete scope
Type of Contract Who Bears the Risk
4 values Definition
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
Respect views are encouraged and valued.
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 affecting the project finish date. If activity
is on the CP then it has 0 float..
how long an activity can be delayed without affecting 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
Two outcomes are not dependant upon each other. The probability of an event ocurring
does not affect the probability of another event occuring. EG The probability of rollin g a
6 on a dice is statistically independent of rolling 5 in the next roll. Statistical
independence refers to two events not being linked
One choice excludes the other. EG: Painting a house yellow or white are exclusively
events. Flipping a coin cannot result in both head and tails. Two events cannot happen at
the same time. By definition, two events that are mutually exclusive cannot happen on
the same trial.
Statistical calculation to measure how a set of data is organized. It is used to set control
limits to determine if a process is in control.
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)
Are set at three standard deviations above and below the mean. As long as the results
fall within the control limits, the process is in control. The limits represent the quality
specifications of the cuestomer
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 differences. We fix it by conflict resolution
Our team is functional, knows how to work each others. This is were we are effective
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.
of their behavior. In other words, people will work in relation to the expected reward of the work
on since no party gets everything. Searching for solutions that bring some degree of satisfaction to all
nflict.
uctive Team Roles
ductive
mmunication.
into the project.
nterested
ation in his ownopinions
by presenting selfish goals
forcefully and without considering others. He will talk more than the
es and Schedules. Conflict comes often between the PM and Functional Managers
al conflict 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
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
Motivate
Project Management Information System. An information system consisting of the tools and techniques used to gather,
integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the
project from initiating through closing, and can include both manual and automated systems. EG: (e.g., an automated
tool suite, such as a scheduling software tool, a configuration management system, an information collection and
distribution 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
ake someone unsatisfied
ocumented, and they will get to everyone in the same form. Comlex
the same info. People from different cultures/countries you want
ame page
to communication.
s a formal report, and when to communicate face to face versus by e-
mance data includes information about the completion status of
roject 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. Its key that the PM unde
the forms of power to influence and manage the team
Reward Power
Expert Power
Legitimate
Referent
Punishment /Penalty
Liability = Responsabilidad
AKA formal power. Its the power that the It would indicate a
manager has because of his position. This type of projectizied
power comes from being formally in charge of structure
the project. He has the backing of the org EG: "
You need to listen to me because I'm in charge"
anagement plan;
ve actionAn intentional activity that ensures the future performance of the project
least for the exam/generally incorrect one. Power derived by my position in the company
A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary
nature
Projectof projects indicates
management that a project
is the application of has a definiteskills,
knowledge, beginning and techniques
tools, and end to project activities to meet the
project requirements
Program management is the application of knowledge, skills, tools, and techniques to a program in order to
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 toprojects individually
organizational
strategies
Portfolio management aligns with organizational strategies by selecting the right programs or projects, prioritizing
the work, and providing the needed resources
Program management
and implements plans harmonizes
to achieve a its projects
specific andthat
scope program components
is driven and controls
by the objectives interdependencies
of the in order
program or portfolio it is to real
subjected to and, ultimately, to organizational strategies
OPM provides
A project an strategic
management framework
office (PMO) isthat guides Portfolio,
a management program
structure that and project management
standardizes to deliver
the project-related organizational s
governance
processes and facilitates the sharing of resources, methodologies, tools, and techniques
Management by Objective is a systematic and organized approach that allows management to focus on achievable goals
Creation of a cogent lessons learned documentation is an important part of the closure process and it should not be byp
Rolling wave planning is the process of planning for a project in waves (phases) as the project progresses and things beco
Rolling Wave Planning We can see more clearly what is in close proximity, but looking further ahead our vision becomes
advance with a fair amount of clarity. Rolling Wave Planning is a multi-step, intermittent process like waves - because we
highlighted for the rest of the project.
Progressive Elaboration is what happens in rolling wave planning process. Progressive Elaboration means that over time
provide that missing, more elaborated detail for the work packages as they now appear on the horizon.
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 other documents describing
should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also m
notebook or register, which could be physical or electronic.
Project Documents - Documentation resulting from the project's activities, for example, project management plan, scope
calendars, risk registers, change management documentation, planned risk response actions, and risk impact.
As a part of project closure activity, the first thing a project manager should do is review all prior information from the pr
all 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. Project scope: The work that ne
deliver a product, service, or result with the specified features and functions. Completion of project scope is measured a
, Project Scope Statement and its associated Work Breakdown Structure (WBS ) , WBS dictionary and scope baseline. Com
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 not include padding Then,
can look to cut quality, decrease risk, cut scope, or use cheaper resources (and at the same time closely monitor the imp
schedule).
OPA: It is important to first read and understand your organizational policies on doing business in a foreign land. Many or
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 range.
The upper and lower control limits are above and below the mean, but are within the specification limits
Quality attributes are the measurements that determine if the product is acceptable. They are based on the characteristi
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 constraining than the specificatio
Your quality specifications should exceed your customer's need. Otherwise you probably would not do the work.
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, a bar chart shows onl
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 in the future. If so, the c
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 addition to the project manag
A corner office is a "perk" whereas health benefits are a fringe benefit.
Projects often need their own reward systems to affect performance. Project managers should create such a system for e
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. The progress report summ
Probabilistic analysis of the project occurs in Perform Quantitative Risk Analysis, and risk triggers are identified in Plan Ris
The only other factor to help determine risk reserves that would come after risk response strategies is the analysis of sec
Determining the risk rating of the project is done during Perform Qualitative Risk Analysis (high, medium, low; los rates e
A workaround is a response to a previously unidentified risk. Management reserves are set aside for such risks.
reserve is designed to cover specific risk events previously identified and measured in the risk management process.
The sentence "such payments are EXPECTED in the other country" does not mean such payment is legal. Meaning it is sti
Terms and conditions should reflect the findings of a risk analysis. This means the project manager has been assigned an
The requirement to provide PMP-certified project managers is a screening system. A system to minimize personal prejudi
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 of the project manageme
RPN To calculate the Risk Priority number (RPN) for the risks, probability, impact, and timeframe are used. The formula fo
impact, and timeframe. The timeframe allows the project to readily assess prioritization. Prioritizing the risks relative to o
Total quality management (TQM) consists of organization-wide efforts to install and make permanent a climate in which
Kaizen. A popular Japanese technique which advocates continuous small improvements involving everyone from top ma
TQM means organized Kaizen activities involving everyone in a company managers and workers in a totally systemic a
A project sponsor is the one who designates the project manager in the project charter and also authorizes a project man
PTA solo aplica para Fixed Prices Contracts.. Cuando hable de CR tienes que calcular el price que le pagas al seller pero sin
A communication constraint is usually derived from specific legislation or regulation, organizational policies, or a project
Secondary risks are those which are caused by the treatment or response to the risk, whereas residual risk is the risk whi
A secondary risk can be defined as a risk created by the response to another risk. In other words, the secondary risk is a c
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 critical project issues; howeve
A Process Capability Baseline (PCB) specifies what results to expect when processes are followed. By using PCB a project
design of experiments is a statistical approach to determine the incfluence of variables on results,e tc etc.. El mensaje aq
In the event of project termination, the project manager should do scope validation to determine the extent of completio
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 manager
A schedule compression technique is useful not only during project planning to see if the desired completion date can be
Withdrawal happens when someone gives up and walks away from the problem, usually because they're frustrated or di
a defect is any deliverable that does not meet its requirements. (including documents! Like PMPlan)
The project management team is a subset of the project team and is responsible for the project mana
leadership team. For smaller projects, the project management responsibilities can be shared by the e
degrees. Only the project management team (which is a subset of the project team) is responsible for
The project manager should try to manage information, so that only appropriate and relevant informat
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 understo
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-adding change. Value-adding
ities to meet the
in order to
ojects individually
rganizational
jects, prioritizing
ndencies in order
or portfolio it is to realize specified benefits
deliver
ated organizational strategy
governance
cus on achievable goals and to attain the best possible results from available resources
and it should not be bypassed. Although lessons learned are a must, the minimum expectation is that customer accept the product.
gresses and things become more clearer.
ead our vision becomes less clear. Depending upon the project - its length and complexity - we may be able to plan as much as a few w
ike waves - because we cannot provide the details very far out in our planning. A detailed, well-defined WBS is created for that period o
n means that over time we elaborate the work packages in greater detail. Progressive Elaboration refers to the fact that as the weeks an
orizon.
OPA
Project calendars,
Lessons learned.
Historical duration information,
scheduling methodology
Financial Control Procedures
Financial DB's
Existing policies regarding Cost Estimating and budgeting
Cost budgeting tools
Existing formal and informal cost budgeting-related policies
The performing organizations quality policy,
as endorsed by senior management, sets the organizations intended direction
on implementing its quality
management approach;
Escalation procedures for handling issues within the team and within the performing organization.
Risk categories
Risk definitios
Authority levels for decision making
Risk statement formats or templates
Process measurement database used to collect and make available measurement data on
processes and products;
Issue and defect management database(s) containing historical issue and defect status, control
information, issue and defect resolution, and action item results.
Hiring procedures
Bonus Structures
Corporate Apparel
Configuration management knowledge base containing the versions and baselines of all official
organization standards, policies, procedures, and any project documents.
Existing formal and informal schedule control-related policies, procedures, and guidelines
Schedule control tools
Monitoring and reporting methods to be used
a foreign land. Many organizations also have in house departments that provide cultural training and language support
sed on the characteristics of the product for which they were designed.
ing than the specification limits. Control limits are how you measure your process quality.
ot do the work.
in the future. If so, the cost may be covered by the performing organization. Funding for
he progress report summarizes project status, and would be the most helpful for a quick review.
are identified in Plan Risk Responses
f the project management plan. Most project documents are created by the project manager for his or her use during the project, and
are used. The formula for risk is Probability * Impact * Timeframe (P*I*T). These three elements determine each risk's Risk Priority Num
ng the risks relative to one another assists the team in deciding how to allocate resources for mitigation, especially when there are a la
nent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers
g everyone from top management to the lowest level in the organization
in a totally systemic and integrated effort toward improving performance at every level.
authorizes a project manager to use project resources for the project. Therefore, he is the one who needs to provide clarity to the team
e pagas al seller pero sin usar el PTA por eso ustas el 20% del 80/20 y se lo multiplicas por que van a compartir los ahorros .20 para el
al policies, or a project constraint which limits the project's options during communication management (teams working in different ge
idual risk is the risk which remains even after you have treated or responded to the risk.
the secondary risk is a consequence of dealing with the original risk.
l project issues; however, he should use this approach judiciously because it can be an inefficient use of time. Furthermore, in many sit
By using PCB a project can predict at a gross level, the effort required at various stages, defect densities, overall quality, and productivi
,e tc etc.. El mensaje aqu es la palabra statistical
the extent of completion of the project
completion date can be met, but also during integrated change control to look at the schedule impact of changes to time, cost, scope,
they're frustrated or disgusted. If you see a team member doing this, it's a warning sign that something's wrong.
for the project management and leadership activities such as initiating, planning, executing, monitoring, controllin
n be shared by the entire team or administered solely by the project manager. The entire project team is not resp
m) is responsible for these activities.
ng change. Value-adding changes are caused by factors that cannot be considered when the original scope is defined, but if implemente
ustomer accept the product.
s to the fact that as the weeks and months pass we have planned to
ntrol
fficial
anguage support
ontracts are risk mitigation tools!
her use during the project, and do not require outside approval for changes.
mine each risk's Risk Priority Number (RPN) by multiplying attribute ratings for probability,
n, especially when there are a large number of identified risks.
s and services to customers
ds to provide clarity to the team about the project manager in case there is confusion.
ompartir los ahorros .20 para el seller..
nt (teams working in different geographical locations). However, (the availability of a key person) is an uncertain event or risk in the pro
f time. Furthermore, in many situations, meetings actually delay the decision making process due to internal conflicts.
s, overall quality, and productivity. Most of the organizations set up organization level baselines called process capability baselines. If b
of changes to time, cost, scope, and risk.
uting, monitoring, controlling, and closing the various project phases. This group can also be referred to as the cor
re project team is not responsible for Initiating, Controlling and Closing, although they will be involved in these pro
ions who will approve and manage the project`s product or service, or result.
ope is defined, but if implemented into the project scope, will improve the project or make it more cost effective. In a software game de
ncertain event or risk in the project which needs to be addressed through risk management
ernal conflicts.
process capability baselines. If baselines are regularly established, trends in the process capability can easily be obtaineda key reason
so be referred to as the core, executive, or
will be involved in these processes to varying
effective. In a software game development project, a value-adding change could be new technology that enables players to play agains
asily be obtaineda key reason for having a PCB.
at enables players to play against other competitors online. This situation would require a change request due to a value-adding chang
est 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 Execution
1.3 Direct & manage the 1.4 Monitor and control the project 1.6 Close the project
project work work
EAC=AC+ETC Estimate at Complete (EAC) using a new estimate. This is done by Ch. 7 - Project Cost Management
performing organization.
EAC=AC+BAC-EV Estimate at Complete (EAC) using remaining budget. Most commonly used Ch. 7 - Project Cost Management
when seeing atypical variances.
EAC=AC+((BAC-EV)/CPI) Estimate at Complete (EAC) using CPI. Most commonly used when seeing Ch. 7 - Project Cost Management
typical variances.
Total=n(n-1)/2 This is the formula for total number of communication channels within a Ch. 10 - Project Communicatations
project team. N = number of stakeholders. Management
Expected Monetary Analysis (EMV) is a statistical output that calculates
EMV=probability*possible outcome the average outcome when the future includes scenarios that may or may Ch. 11 - Project Risk Management
not happen (ex. EMV = 90% * 20,000).
Present Value=future value/(1+R)n
EV=Actual % complete*BAC Earned Value (EV) calculation
PV=Planned % complete*BAC Planned Value (PV) calculation
Expetected duration (Optimistic time+ 4xmost likely duration+Pessimistic time)/6 Ch-6 time management
ES of 1st activity 1 Z
EF of 1st Activity ES+duration-1