Professional Documents
Culture Documents
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 1
4.2 Develop Project Management Plan
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 2
4.3 Direct and Manage Project Work
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 3
4.4 Manage Project Knowledge
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 4
4.5 Monitor and Control Project Work
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 5
4.6 Perform Integrated Change Control
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 6
4.7 Close Project or Phase
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, Figure
4-12, Page 100.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 7
5.1 Plan Scope Management
@2017|http://izenbridge.com/|CONFIDENTIAL 8
5.2 Collect Requirements
Project Management Institute, A Guide to the Project Management Body of Knowledge, PMBOK(® Guide) – Fifth Edition, Project Management Institute, Inc.,
2013, Figure 5-4, Page 111.
@2017|http://izenbridge.com/|CONFIDENTIAL 9
5.3 Define Scope
@2017|http://izenbridge.com/|CONFIDENTIAL 10
5.4 Create WBS
@2017|http://izenbridge.com/|CONFIDENTIAL 11
5.5 Validate Scope
@2017|http://izenbridge.com/|CONFIDENTIAL 12
5.6 Control Scope
@2017|http://izenbridge.com/|CONFIDENTIAL 13
6.1 Plan Schedule Management
@2017|http://izenbridge.com/|CONFIDENTIAL 14
6.2 Define Activities
@2017|http://izenbridge.com/|CONFIDENTIAL 15
6.3 Sequence Activities
@2017|http://izenbridge.com/|CONFIDENTIAL 16
6.4 Estimate Activity Durations
@2017|http://izenbridge.com/|CONFIDENTIAL 17
6.4 Estimate Activity Durations
@2017|http://izenbridge.com/|CONFIDENTIAL 18
6.4 Estimate Activity Durations
@2017|http://izenbridge.com/|CONFIDENTIAL 19
7.1 Plan Cost Management
@2017|http://izenbridge.com/|CONFIDENTIAL 20
7.2 Estimate Costs
@2017|http://izenbridge.com/|CONFIDENTIAL 21
Project Funding Requirements
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7.3 Determine Budget
@2017|http://izenbridge.com/|CONFIDENTIAL 23
7.3 Determine Budget
@2017|http://izenbridge.com/|CONFIDENTIAL 24
7.4 Control Costs
@2017|http://izenbridge.com/|CONFIDENTIAL 25
Interpretation of EVM
Schedule
Performance
Measures
SV>0 & SVI>1.0 SV=0 & SVI=1.0 SV<0 & SVI<1.0
Ahead Of Schedule
CV >0 & On Schedule Under Behind Schedule
Under Budget
CPI > 1.0 Budget Under Budget
Ahead Of Schedule
CV = 0 & Behind Schedule On
Cost On Budget On Schedule On
CPI = 1.0 Budget
Budget
Ahead Of Schedule
CV < 0 & On Schedule Over Behind Schedule
Over Budget
CPI < 1.0 Budget Over Budget
@2017|http://izenbridge.com/|CONFIDENTIAL 26
Project Management Institute, Practice Standard for Earned Value Management , Second Edition , Project Management Institute, Inc. 2011,
Figure 9-2, Page 63.
@2017|http://izenbridge.com/|CONFIDENTIAL 27
Cost of Quality :
@2017|http://izenbridge.com/|CONFIDENTIAL
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8.1 Plan Quality Management
@2017|http://izenbridge.com/|CONFIDENTIAL 29
8.2 Manage Quality
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute,
Inc., 2013, Figure 8-8, Page 243.
@2017|http://izenbridge.com/|CONFIDENTIAL 30
8.3 Control Quality
@2017|http://izenbridge.com/|CONFIDENTIAL 31
Keywords
• Prevention & Inspection
• Accuracy : Within Quality Management systems , an assessment of correctness.
• Precision : Within Quality Management systems , a measure of exactness.
• Common causes of variance are the usual quantifiable and historical variations in a system that are natural. Though a problem, they are
an inherent part of a process.
• Special Cause of Variance, refers to unexpected glitches that affect a process. The term Special Cause of Variance was coined by W
Edwards Deming and is also known as an ‘Assignable Cause'. These are variations that were not observed previously and are unusual,
non-quantifiable variations.
• They usually relate to some defect in the system or method. However, this failure can be corrected by making changes in a certain
method, component or process.
@2017|http://izenbridge.com/|CONFIDENTIAL 32
Organizational Theories
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 33
Herzberg's Hygiene Theory
Motivator
Freedom to take
decision
Interesting work
Hygiene
Salary
Working
Condition
Having their hygiene factors met does not motivate people , but the absence
of it demotivates and reduces performance.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 34
9.1 Plan Resource Management
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 35
9.2 Estimate Activity Resources
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 36
9.3 Acquire Resources
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-7,
Page 267.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 37
Team Building Stages
Team Leadership
Characteristic
Stages
•Members are
uncomfortable with each
•Set Direction
Other Forming •Establish Ground
•Not Expressing their ideas
Rules
•Management brought them
•Build Trust
together
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-9,
Page 273.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 39
9.5 Manage Team
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 40
Sources of Conflict
Technical Human
Personality Cost Procedure Priorities Schedules
Opinions Resources
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 41
Conflict Resolution Methods
Methods When to apply?
Withdraw / Avoid You want to take some time to collect facts and
build your case/ Don’t care as long as it gets
done.
Collaborate/Problem Solve/Confront Stakes are high, and both party trust each other,
collaborate to find best option for project
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 42
9.6 Control Resources
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 43
Few Terms w.r.t. Project Team
• Halo effect :
• Beware of the
halo effect! E.g. Production Assistant to Supervisor
• That’s when you put someone in
a position they can’t handle, just because
they’re good at another job.
• Multicriteria decision analysis :
means looking at a bunch of factors when
deciding on who should be part of your
project team. Sometimes teams will use
tools that help them weigh factors like cost,
skills, knowledge, and availability when
deciding on project team needs.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 44
Expected Output - Communications Management Plan
• Stakeholder communication requirements
• Information to be communicated, including format, content, and level
• The person responsible for communicating the information
• The person or group who will receive the information
• Methods or technologies used to convey the information, such emails, press releases
• Frequency of the communication, such as weekly
• Escalation process
• Resources allocated for communication activities
• Process of Updating Communication Management plan
• Glossary of Communication Terminology
• Flow Charts, Workflows of the information flow
• Constraints derived
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 45
10.1 Plan Communication Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, Figure 10-2, Page 289.
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 46
10.2 Manage Communications
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 47
10.3 Monitor Communications
@2017| iZenBridge|http://izenbridge.com/|CONFIDENTIAL 48
11.1 Plan Risk Management
@2017|http://izenbridge.com/|CONFIDENTIAL 49
11.2 Identify Risk
@2017|http://izenbridge.com/|CONFIDENTIAL 50
11.3 Perform Qualitative Risk Analysis
@2017|http://izenbridge.com/|CONFIDENTIAL 51
Comparison Of Qualitative and Quantitative Approaches
Project Management Institute, Practice Standard for Project Risk Management , Project Management Institute, Inc., 2009, Figure 7-1 Page 38.
@2017|http://izenbridge.com/|CONFIDENTIAL 52
11.4 Perform Quantitative Risk Analysis
@2017|http://izenbridge.com/|CONFIDENTIAL 53
Risk Analysis Modeling Techniques
• Sensitivity analysis
• Sensitivity Analysis: Sensitivity analysis is used to analyze project and determine how sensitive it
is to risk. In other words, It is analyzed whether the occurrence of a particular negative risk event
would ruin the project, or merely be an inconvenience
Tornado Diagrams:
Tornado diagrams, named for the funnel shape of their bars, are one way to analyze project sensitivity
to cost or other factors. It shows how sensitive each analyzed are of the project is to risk. It ranks the
bars from greatest to list on the project so that the chart takes on a tornado like shape.
@2017|http://izenbridge.com/|CONFIDENTIAL 54
11.5 Plan Risk Responses
@2017|http://izenbridge.com/|CONFIDENTIAL 55
11.6 Implement Risk Responses :
@2017|http://izenbridge.com/|CONFIDENTIAL 56
11.7 Monitor Risks
@2017|http://izenbridge.com/|CONFIDENTIAL 57
Project Risk Management Process Flow :
Eliminate Risks
List Critical
Risks
Reduce
Add Additional Update
Plan for Identify Probability / Impact
Risks Project Plan
Risks Risks of the Risks
to the Watch-List
Keep
Noncritical Identify Develop
Risks Accept Risks Residual Contingency
on the Watch-List Risks Plans
@2017|http://izenbridge.com/|CONFIDENTIAL 58
Types of Fixed Price Contracts :
1. Firm Fixed Price (FFP) :
• Commonly used
• The fee is fixed for the Product or Service
• No Incentives
• Change increases the costs to the buyer
@2017|http://izenbridge.com/|CONFIDENTIAL
12.1 Plan Procurement Management :
61
@2017|http://izenbridge.com/|CONFIDENTIAL
12.2 Conduct Procurements
62
@2017|http://izenbridge.com/|CONFIDENTIAL
Control Procurements – Project Procurement Team Composition
Accepting / Approve /
Rejecting Performance Raise Change Payment
Reject Change
deliverable Report Request
Request
63
@2017|http://izenbridge.com/|CONFIDENTIAL
12.3 Control Procurements :
@2017|http://izenbridge.com/|CONFIDENTIAL 64
Salience Model
A. Core
Power
B. Dependent
C. Dominant
D. Dangerous
F E. Discretionary
F. Latent
G. Demanding
D C
A
G E
B
Urgency Legitimacy
65
@2017|http://izenbridge.com/|CONFIDENTIAL
13.1 Identify Stakeholders
66
@2017|http://izenbridge.com/|CONFIDENTIAL
13. 2 Plan Stakeholder Engagement :
67
@2017|http://izenbridge.com/|CONFIDENTIAL
13.3 Manage Stakeholder Engagement
68
@2017|http://izenbridge.com/|CONFIDENTIAL
13.4 Monitor Stakeholder Engagement
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@2017|http://izenbridge.com/|CONFIDENTIAL