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Project Management Concepts Project Management Concepts

According to the PMBOK Guide what is According to the PMBOK Guide what is aAccording to the PMBOK Guide, what is project management?

According to the PMBOK Guide, what is a program?

2009 Global Knowledge Training LLC All rights reserved. 2009 Global Knowledge Training LLC All rights reserved.


According to the PMBOK Guide what is a According to the PMBOK Guide what is aAccording to the PMBOK Guide, what is a portfolio?

According to the PMBOK Guide, what is a PMO (project management office)?


Chapter 2 Chapter 2

A group of related projects managed in a coordinated way to obtain benefits and

The application of knowledge, skills, tools and techniques to project activities to meet project requirements It is accomplished through thecoordinated way to obtain benefits and

control not available from managing them individually.

requirements. It is accomplished through the use of the five overarching Process Groups (Initiating, Planning, Executing, Monitoring and Controlling, and Closing).

Chapter 2 Chapter 2

An organizational unit to centralize and A collection of projects or programs and other work that are grouped together to facilitategcoordinate management of projects under its (the PMOs) domain.

work that are grouped together to facilitate effective management of that work to meet strategic business objectives.


What is a constraint? What is a project stakeholder?



What is a project management system? What are the stages of a product life cycle?


Chapter 2 Chapter 2

Any person or group of people who have an interest in the project are involved in the Any restriction or limitation that will affect the interest in the project, are involved in the project, or could impact or be impacted by the project.

yperformance of the project, or even affect when an activity can be scheduled.

Chapter 2 Chapter 2

Introduction Growth

A project-based set of tools and techniques, processes and procedures control systems Growth

Maturity Decline

processes and procedures, control systems and methodologies that any project manager, PMO, or organization can take advantage of.


What are common characteristics of projectWhat is the benefit of portfolio management? What are common characteristics of project life cycles?

Concepts 2009 Global Knowledge Training LLC All rights reserved.



When does the life cycle of a product or What are some examples of projectWhen does the life cycle of a product or service begin?

What are some examples of project stakeholders?

Concepts Concepts 2009 Global Knowledge Training LLC All rights reserved. 2009 Global Knowledge Training LLC All rights reserved.

The phases are sequential in nature.

Chapter 2 Chapter 2

The phases are sequential in nature. They embrace the transfer of technical

information from one phase to another as necessary.

Costs and staffing levels usually: Better alignment of projects and programs with organizational objectives with the goalg y Are low at the beginning Peak somewhere in the middle phases Drop off rapidly toward the end

with organizational objectives, with the goal being to maximize the value of the entire portfolio.

Customer or end user

Chapter 2 Chapter 2

Customer or end user Sponsor PMO (project management office) Project manager Project team

At its conception; it ends with its closure. This cycle can begin with an assessment of the product or service from a business Project team

Functional managers Operations management Senior management

I fl

pperspective (business need and benefit); continue with the hand off to operations, and end with the discontinuation or completion of the product or service.

Influencers Performing organization


What are four types of organizational What is another name for a functionalWhat are four types of organizational structures?

What is another name for a functional organization? How is it organized?




What are the organizational characteristics of In a projectized organizational structure whoWhat are the organizational characteristics of a functional structure?

In a projectized organizational structure, who does the project team report to?


Chapter 2 Chapter 2

The traditional organizational structure

It i i d d t diti l hi h

Functional (also called traditional) Matrix (weak, balanced, strong)

It is organized around a traditional hierarchy-type of work environment with clear vertical chain of command and the grouping of human resources by area of specialization.

Projectized Composite

Chapter 2 Chapter 2

Functional Organization

Project manager authority Little or none

Resource availability Little or noneOnly one boss: the project manager

Resource availability Little or none

Budget controlled by Functional manager

Role of the project manager Part-time

Project management administrative staff Part-time


What are the organizational characteristics of What are three distinct forms of matrixWhat are the organizational characteristics of a projectized structure?

What are three distinct forms of matrix structures identified by the PMI?




What are the overall characteristics of matrix What are the differences in the characteristics What are the overall characteristics of matrix structures? of the three forms of matrix organizational style?


Chapter 2 Chapter 2

P j ti d O i ti

Weak matrix

Projectized Organization

Project manager authority High to almost total

Resource availability High to almost total Balanced matrix Strong matrix Budget controlled by Project manager

Role of the project manager Full-time

Project management administrative staff Full-time

Chapter 2 Chapter 2

Characteristic

Overall Characteristics of Matrix Structures

Overall Focus Operations and projects

Weak Matrix

Balanced Matrix

Strong Matrix

Project manager authority Limited

Low to medium

Medium to high

R il bilit Li it d Low to Medium to

Authority Two bosses: functional manager & project manager

Manager Focus Project manager: control of projects

Resource availability Limited o tomediumed u to

high

Budget controlled by

Functional Manager

Mixed/shared

Projectmanager

Role of the project manager Part-time Full- time Full-time

Employee Focus Split between projects & operationsProject management administrative staff Part-time Part-time Full-time


Why is the composite organizational structure What is a chief advantage of a compositeWhy is the composite organizational structure considered somewhat of a hybrid?

What is a chief advantage of a composite structure?



Project Management Concepts

What are the four phases of the productWhat are the four phases of the product life cycle?


Chapter 2 Chapter 2

The flexibility for management to adapt the approach to managing projects in the

In this type of structure, one project may be organized in a functional manner; another project could be organized using a matrix or projectized type of structure In addition theapproach to managing projects in the

organization according to the characteristics of the project.

projectized type of structure. In addition, the composite structure could have a separate silo solely for project management working alongside resources from other silos who are also managing projects.

Chapter 2

Introduction Growth Growth Maturity Decline

Process Groups & Knowledge Areas Process Groups & Knowledge Areas

According to the PMI, what is a process? What are inputs?



What are tools and techniques? What are outputs?


Chapter 3 Chapter 3

Documents or documentable items that will be A set of interrelated actions and activities acted upon; items needed for the process to proceed

performed to achieve a pre-specified product, result, or service

Chapter 3 Chapter 3

Documents or documentable items that are a result of the process. These are usually a deliverable and are tangible and measurable

Actions applied to the inputs to create outputs; examples of tools and techniques aredeliverable, and are tangible and measurable.

The outputs from one process often show up as inputs to another process, creating a smooth flow of work throughout the project.

outputs; examples of tools and techniques are measuring, planning, applying a skill, templates, software, etc.


What is the difference between tools and What are the five overarching Process GroupsWhat is the difference between tools and inputs?

What are the five overarching Process Groups in the PMBOK Guide?




Which Process Group do these processes belong to? What are the 20 processes in the Planningbelong to?

Develop Project Charter Identify Stakeholders

What are the 20 processes in the Planning Process Group?


Initiating

Chapter 3 Chapter 3

Initiating Planning Executing Monitoring and Controlling Closing

Tools are tangible items used in the performance of an activity to produce a result.

Closing

Inputs are those items required by a process in order for that process to proceed.

Develop Project

Chapter 3 Chapter 3

Determine Budgetp jManagement Plan

Collect Requirements Define Scope Create WBS Define Activities

g Plan Quality Develop Human

Resource Plan Plan Communications Plan Risk Management Define Activities

Sequence Activities Estimate Activity

Resources Estimate Activity

Initiating Process Group Plan Risk Management Identification Risks Perform Qualitative

Risk Analysis Perform Quantitative

Durations Develop Schedule Estimate Costs

Risk Analysis Plan Risk Responses Plan Procurements


What are the 8 processes in the Executing What are the 10 processes in the MonitoringWhat are the 8 processes in the Executing Process Group?

What are the 10 processes in the Monitoring and Controlling Process Group?




What are the 2 processes in the Closing

How does the PMBOK Guide describe these three major documents?

What are the 2 processes in the Closing Process Group?

Project charter Project scope statement Project management plan


Monitor and Control Project Work

Chapter 3 Chapter 3

Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule

Direct and Manage Project Execution Perform Quality Assurance Acquire Project Team Develop Project Team Control Schedule

Control Costs Perform Quality Control Report Performance

M it A d C t l Ri k

Develop Project Team Manage Project Team Distribute Information Manage Stakeholder Expectations

C d t P t Monitor And Control Risks Administer Procurements

Conduct Procurements

Chapter 3 Chapter 3

Project charter: Gives formal authorization to the project.

Project scope statement: Describes the work that needs to be accomplished and the specific deliverables that the project is Close Project or Phasethe specific deliverables that the project is to produce.

Project management plan: Describes how the project work will be performed. It is a collection of smaller component plans and

Close Project or Phase Close Procurements

co ect o o s a e co po e t p a s a ddocuments.


What are the nine project management What are the 6 processes of ProjectWhat are the nine project management Knowledge Areas?

What are the 6 processes of Project Integration Management?




Which Project Integration Management Which Project Integration Management j g gprocess occurs in the Initiating Process Group?

j g gprocess occurs in the Planning Process Group?


Chapter 3 Chapter 3

Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution

Project Integration Management Project Scope Management Project Time Management Project Cost Management

Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Project Quality Management Project Human Resource Management Project Communications Management Project Risk Managementj g Project Procurement Management

Chapter 3 Chapter 3

Develop Project Management Plan Develop Project Charter


Which Project Integration Management Which Project Integration Management j g gprocess occurs in the Executing Process Group?

j g gprocesses occurs in the Monitoring and Controlling Process Group?




Which Project Integration Management How would you describe Project Scopej g gprocess occurs in the Closing Process Group?

How would you describe Project Scope Management?


Chapter 3 Chapter 3

Monitor and Control Project Work Monitor and Control Project Work Perform Integrated Change Control

Direct and Manage Project Execution

Chapter 3 Chapter 3

Doing the work that is required, but not more g qwork than it takes to successfully complete the project

Close Project or Phase


What are the 5 processes of Project Scope Which Project Scope Management processesWhat are the 5 processes of Project Scope Management?

Which Project Scope Management processes occur in the Planning Process Group?




Which Project Scope Management processes What are the 6 processes of Project Timej p g poccur in the Monitoring and Controlling Process Group?

What are the 6 processes of Project Time Management?


Chapter 3 Chapter 3

Collect Requirements Collect Requirements Define Scope

Define Scope Create WBS

Create WBS Verify Scope Control Scope

Chapter 3 Chapter 3

Define Activities Sequence Activities Estimate Activity Resources Verify Scope Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

Verify Scope Control Scope


Which Project Time Management processes Which Project Time Management process Which Project Time Management processes occur in the Planning Process Group?

j g poccurs in the Monitoring and Controlling Process Group?




What are the 3 processes of Project Cost Which Project Cost Management processesWhat are the 3 processes of Project Cost Management?

Which Project Cost Management processes occur in the Planning Process Group?


Chapter 3 Chapter 3

Define Activities Sequence Activities

Control Schedule Estimate Activity Resources Estimate Activity Durations Develop Schedule

Chapter 3 Chapter 3

Estimate Costs Estimate Costs

Estimate Costs Determine Budget

Determine Budget Control Costs


Which Project Cost Management process What are the 3 processes in Project Qualityj g poccurs in the Monitoring and Controlling Process Group?

What are the 3 processes in Project Quality Management?




Which Project Quality Management process Which Project Quality Management processWhich Project Quality Management process occurs in the Planning Process Group?

Which Project Quality Management process occurs in the Executing Process Group?


Chapter 3 Chapter 3

Plan Quality Perform Quality Assurance Perform Quality Control

Control Costs

Chapter 3 Chapter 3

Perform Quality Assurance Plan Quality


Which Project Quality Management process What are the 4 processes in Project Humanj y g poccurs in the Monitoring and Controlling Process Group?

What are the 4 processes in Project Human Resource Management?




Which Project Human Resource Which Project Human Resource jManagement process occurs in the Planning Process Group?

jManagement processes occur in the Executing Process Group?


Chapter 3 Chapter 3

Develop Human Resource Plan Acquire Project Team Acquire Project Team Develop Project Team Manage Project Team

Perform Quality Control

Chapter 3 Chapter 3

Acquire Project Team Develop Project Team

(D l i j t t i(Developing a project team occurs in every phase. If given a choice on the test, the better answer is that this process occurs throughout the life of the project.)

Develop Human Resource Plan


Which Project Human Resource Management What are the five processes in Projectj gprocess occurs in the Monitoring and Controlling Process Group?

What are the five processes in Project Communications Management?




Which Project Communications Which Project Communications Management jManagement processes occur in the Planning Process Group?

j gprocess occurs in the Executing Process Group?


Chapter 3 Chapter 3

Identify Stakeholder Team Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance

Manage Project Team

Chapter 3 Chapter 3

Identify StakeholdersDistribute Information

Identify Stakeholders Plan Communications


Which Project Communications Management What are the 6 processes of Project Riskj gprocesses occur in the Monitoring and Controlling Process Group?

What are the 6 processes of Project Risk Management?




Which Project Risk Management processes Which Project Risk Management process Which Project Risk Management processes occur in the Planning Process Group

j g poccurs in the Monitoring and Controlling Process Group?


Chapter 3 Chapter 3

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Manage Stakeholder Expectations Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Monitor And Control Risks

Manage Stakeholder Expectations Report Performance

Chapter 3 Chapter 3

Plan Risk Management Identify Risks

Monitor and Control Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses


What are the 4 processes of Which Procurement Management processWhat are the 4 processes of Project Procurement Management?

Which Procurement Management process occurs in the Planning Process Group?




Which Project Procurement Which Project Procurement Management jManagement process occurs in the Executing Process Group?

j gprocess occurs in the Monitoring and Controlling Process Group?


Chapter 3 Chapter 3

Plan Procurements Conduct Procurements

Plan Procurements Conduct Procurements Administer Procurements Close Procurements

Chapter 3 Chapter 3

Administer Procurements Conduct Procurements

Process Groups & Knowledge

Which Project Procurement jManagement process occurs in the Closing Process Group?




Close Procurements

Project Integration Management Project Integration Management

What are the Project Integration Management What are the key components of the projectj g gprocesses and in which Process Group does each process fit?

What are the key components of the project SOW?




What are the two types of project selectionWhat are the two types of project selection methods? What does project integration mean?


Chapter 4 Chapter 4

Process Process Group

Business needs for the project Product scope description

Process Process Group

Develop Project Charter Initiating

Develop Project Management Plan Planning

Direct and Manage Project Product scope description Strategic plan (how the project relates to

the strategic plan)

Direct and Manage Project Execution Executing

Monitor and Control Project Work Monitoring and Controlling

Perform Integrated Change Control Monitoring and Controlling

Close Project or Phase Closing

Chapter 4 Chapter 4

How the project fits into the organization or enterprise Benefit measurement methodsenterprise

How all the pieces or components of the project fit together

Benefit measurement methods Constrained optimization methods


What is the primary deliverable of the Develop What are three main reasons thatWhat is the primary deliverable of the Develop Project Charter process?

What are three main reasons that organizations undertake projects?




Which project document identifies why the project should be funded and how the What is the primary difference between the project should be funded and how the project meets the business needs described in the SOW?

p yNPV (net present value) and EPV (expected present value)?


Chapter 4 Chapter 4

To solve a business problem To address a business need To exploit a business opportunity

The project charter

Chapter 4 Chapter 4

EPV can take into account risk and adjusts the jprojected annual cash flow based upon the potential risks.

The business case


What are the benefit measurement methods When in doubt on project issues, change for project selection and what is the most desirable scenario for each?

p j grequests, or if you have questions, what should you refer to?




Which project management process involves doing the work outlined in the project What is the purpose of a configurationdoing the work outlined in the project management plan to achieve the project goals?

What is the purpose of a configuration management system?


Chapter 4 Chapter 4

Method ConceptMethod Concept

BCRGreater than 1; higher is better, Go with less than 1 only if project is mandated

NPVPositive; higher is better. Go with negative only if project is mandated by

The project management plang y p j y

regulation or law.

Payback period A shorter payback period is better.

Weighted scoring model The highest score is best.

IRR Higher is better.

Chapter 4 Chapter 4

To define and document how changes to the gproduct are to be submitted, tracked, reviewed, and approved or rejected

Direct and Manage Project Execution


Collecting the project (or phase) records, documenting the results, obtaining formal acceptance and transferring the completedWhen does Close Project or Phase occur? acceptance, and transferring the completed (or canceled) project or phase to the appropriate party describes which Project Integration Management process?



Project Integration Management

What is the responsibility of the changeWhat is the responsibility of the change control board?


Chapter 4 Chapter 4

When the work of the project or phase is complete

Close Project or Phasecomplete

When the work stops (before the work is complete)

Chapter 4

To review evaluation and approve (or reject)To review, evaluation, and approve (or reject) change requests


What is the definition of a statement of work? What is integrated change control?



What is initiator? What is payback period?


Chapter 4 Chapter 4

The process of reviewing change requests, approving (or rejecting) them and controlling A narrative description of the products orapproving (or rejecting) them, and controlling approved changes to the deliverables and organizational process assets

A narrative description of the products or services to be supplied by the project

Chapter 4 Chapter 4

The time it takes to recoup the investment The person (or organization) with the ability toThe time it takes to recoup the investment made in the project

The person (or organization) with the ability to authorize the project


What is the term for activities performed to What is the PMIS (project managementpbring future performance into compliance with the project management plan?

What is the PMIS (project management information system)?



Who does the following description refer to?

The person, or group, providing the financial resources for the project

What is the project charter?


Chapter 4 Chapter 4

The collection of tools, techniques, and processes used to gather integrate andprocesses used to gather, integrate, and disseminate the results of all of the project management processes

Corrective actions

Chapter 4 Chapter 4

The document issued by the sponsor or initiator to formally authorize the project, commit the organization's resources and gassets, and give the project manager authority to manage the project. The initiator or sponsor can write the charter or delegate the writing of the charter to the project manager.

The project sponsor


Which important project document is described by the following statement:

A d t ll ti f d tA document, or collection of documents, created by the project manager based on input from the project team, stakeholders, management, and others, that is used to manage the project

What are enterprise environmental factors?


a age t e p oject


What are organizational process assets?


Chapter 4 Chapter 4

The policies, culture, and standards of the porganization; in other words, what the organization is like

The project management plan

Chapter 4

The organizations processes or knowledge g p gbase that describes how the organization manages projects


What are the five inputs to Develop Project What is the primary output of Close ProjectWhat are the five inputs to Develop Project Charter?

What is the primary output of Close Project or Phase?


ITTO ITTO


Is expert judgment an input tool and What are the five outputs of Direct andIs expert judgment an input, tool and technique, or output?

What are the five outputs of Direct and Manage Project Execution?


ITTO ITTO

Chapter 4 Chapter 4

Project statement of work Business case

Final product, service, or result transition Contract Enterprise environmental factors Organizational process assets

Chapter 4 Chapter 4

Deliverables Work performance information Change requests Project management plan updates Project document updates

Tool and technique


What are the three outputs of the Monitor andWhat are the three outputs of the Monitor and Control Project Work process?


ITTO ITTO


ITTO ITTO

Chapter 4

Change requests Project management plan updates Project document updates

Project Scope Management Project Scope Management

What is the lowest level that a projectWhen is a project considered successful? What is the lowest level that a project manager manages the project to?




What are three responsibilities of the projectWhen is a project complete? What are three responsibilities of the project sponsor?


Chapter 5 Chapter 5

Work package level When it meets stakeholders expectations

Chapter 5 Chapter 5

Provide financial resources for project. Formally accept the product of the project Formally accept the product of the project. Protect the project from changing priorities

or political changes.

When formal acceptance is received


The project plan is the basis on which project What can a work authorization system help top j p p jwork will be done and measured. True or false?

What can a work authorization system help to prevent?




Which type of plan should address scope What does proper scope management mean?

yp p pcreep and performing work not included in the project charter?


Chapter 5 Chapter 5

Scope creep True

Chapter 5 Chapter 5

That you are staying within the scope leg ofIn a comprehensive scope management plan That you are staying within the scope leg of the triple constraint triangle


Typically what is the product scope detailedWhat does scope creep not add to a project? Typically, what is the product scope detailed, managed, and measured against?




Chapter 5 Chapter 5

The product requirements Value


How does the PMBOK Guide Fourth EditionWhat do you call providing customers with extras not originally included in the projectHow does the PMBOK Guide, Fourth Edition

define verification?extras not originally included in the project charter or project plan in an effort to exceed their expectations?


Project Scope Management

How do you define project scope?


Chapter 5 Chapter 5

The evaluation of whether or not a product, service or system complies with a regulationScope creep service, or system complies with a regulation, requirement, specification, or imposed condition

Chapter 5

The work required to deliver the productThe work required to deliver the product, service, or result.

Project Time Management Project Time Management

What are the 6 Project Time Management What do the Project Time Managementj gprocesses and which Process Groups do they fit in?

What do the Project Time Management processes ensure?




What are two specific types of networkWhat are two specific types of network diagrams? What are three types of dependencies?


Chapter 6 Chapter 6

Process Process GroupProcess Process Group

Define Activities Planning

Sequence Activities Planning

The timely completion of a project Estimate Activity Resources Planning

Estimate Activity Durations Planning

Develop Schedule Planning

Control Schedule Monitoring and Controlling

Chapter 6 Chapter 6

Mandatory AON (activity-on-node), also called PDM (precedence diagramming method)

Discretionary External

(precedence diagramming method) AOA (activity-on-arrow), also called ADM

(arrow diagramming method)


What are the characteristics of the project What are two methods for scheduleWhat are the characteristics of the project schedule?

What are two methods for schedule compression?




What are some risks of crashing orWhat are some risks of crashing or fast-tracking a project schedule? What is the PMI definition of critical path?


Chapter 6 Chapter 6

Crashing: Adding resources to critical path activities

It is calendar based. It has resources assigned.

I i d ff t f th j t Fast tracking: Applying a lead to activities that would typically start only after precedent activities are finished

Is signed off as part of the project management plan.

It forms the basis for measuring schedule performance.

Chapter 6 Chapter 6

The longest time path through the network Increased costsg p gdiagram that determines the shortest duration in which the project can be completed

Unrealistic alternatives Communication challenges


What are three ways to graphically depict aWhat is meant by the terms lead and lag? What are three ways to graphically depict a project schedule?




What is decomposition? What is rolling wave planning?


Chapter 6 Chapter 6

Network diagram Lag: A planned delayL d Th ti b hi h t k Bar chart or Gantt chart

Milestone chart

Lead: The time by which a successor task may be accelerated to begin before the predecessor task is complete

Chapter 6 Chapter 6

A form of progressive elaboration in which planning for near-term work is completed in detail; whereas planning for work to be

A planning technique that subdivides scope and deliverables into smaller components to detail; whereas, planning for work to be

accomplished in the future is planned at a higher level and then updated with additional detail as the project progresses.

pachieve adequate detail for facilitating effective execution, management, monitoring and controlling of the work


What are four types of dependencies or What does a network diagram show and whatWhat are four types of dependencies or precedence relationships?

What does a network diagram show, and what does it not show?




What are the typical activities of varianceWhat is the purpose of a resource calendar? What are the typical activities of variance analysis?


Chapter 6 Chapter 6

It shows the projects scheduled activities and the logical relationships among those activities. It might or might not show the duration for each activity

Finish-to-start Finish-to-finishduration for each activity.

It does not show the start and finish dates of the project, nor the resources needed for the activities.

Finish-to-finish Start-to-start Start-to-finish

act t es

Chapter 6 Chapter 6

Look at the baseline and the actual differences. To show when, and for how long, resources

Determine the cause of the differences. Determine whether corrective action is

necessary.

g(such as equipment, people, and materials) are potentially available

Project Time Management

Which activities have no slack or float?




Chapter 6

Typically, the activities on the critical path have no float or slack; therefore, the project p jmanager needs to watch these activities more closely than others that have float or scheduling flexibility.


What are the three inputs for the Define Decomposition, rolling wave planning, What are the three inputs for the Define Activities process?

p g p gtemplates, and expert judgment are tools and techniques for which process?


ITTO ITTO


Expert judgment, alternatives analysis, published estimating data, bottom-up Activity duration estimates and project p g pestimating, and project management software are tools and techniques for which Project Time Management process?

y p jdocument updates are the outputs for which Project Time Management process?


ITTO ITTO

Chapter 6 Chapter 6

Scope baselineDefine Activities Enterprise environmental factors

Operational process assets

Chapter 6 Chapter 6

Estimate Activity Durations Estimate Activity Resources


What are the three outputs of the DefineThe project schedule, the schedule baseline, schedule data and project document updatesWhat are the three outputs of the Define

Activities process?schedule data, and project document updates are outputs of which Project Time Management process?


ITTO ITTO


What are the five tools and techniques for the What are the eight tools and techniques forWhat are the five tools and techniques for the Estimate Activity Durations process?

What are the eight tools and techniques for the Control Schedule process?


ITTO ITTO

Chapter 6 Chapter 6

Activity listDevelop Schedule Activity attributes

Milestone list

Chapter 6 Chapter 6

Performance reviews Variance analysis Project management software Resource leveling

Expert judgment Analogous estimating

Resource leveling What-if scenario analysis Adjusting leads and lags Schedule compression

S h d li t l

Parametric estimating Three-point estimates Reserve analysis

Scheduling tool


What is the formula for the three pointWhat is the formula for the three-point estimate, PERT? How is free float calculated?

2009 Global Knowledge Training LLC All rights reserved. 2009 Global Knowledge Training LLC All rights reserved.Formulas Formulas


Chapter 6 Chapter 6

LS ES C = (C + 4C + C ) LS ES LF EF

CE = (CO + 4CM + CP)6


What is meant by the terms work effort andWhat is reserve analysis? What is meant by the terms work effort and duration?



What is resource leveling and give an exampleWhat are contingency reserves? What is resource leveling and give an example of a resource leveling heuristic?


Chapter 6 Chapter 6

Work effort: The total number of labor units required to complete an activity, typically stated in person hours person days

Looking at the contingency reserve to determine how much has been used and how stated in person hours, person days,

person weeks, etc. Duration: The number of work periods that

it will take to complete an activity

much remains in order to estimate whether there are enough reserves to last until the end of the project

Chapter 6 Chapter 6

Resource leveling: Smoothing out the work of project resources to avoid over-allocating a resource

Heuristics examples: Buffers built into time schedules (or cost p Work can be leveled only between

resources of the same type or same skill level.

Critical path activities have priority in l li iti l th ti iti

(estimates), by the project manager, to handle known unknowns (risks)

leveling over noncritical path activities.

Project Cost Management Project Cost Management

What is the Estimate Costs process? What is the Determine Budget process?




What are the 3 processes of Project Cost What are the seven parameters normallyWhat are the 3 processes of Project Cost Management?

What are the seven parameters normally established by the cost management plan?


Chapter 7 Chapter 7

Aggregating the estimated cost of individual An approximation of the monetary resourcesgg g gactivities or work packages to establish an authorized cost baseline

An approximation of the monetary resources needed to complete project activities

Chapter 7 Chapter 7

Level of accuracy Units of measure Organizational procedure links Estimate Costs Control thresholds Rules of performance measurement Reporting formats Process descriptions

Determine Budget Control Costs

p


What is analogous estimating? What is parametric estimating?




What is the three point estimateWhat is bottom-up estimating? What is the three-point estimate named PERT?


Chapter 7 Chapter 7

A top-to bottom method of estimating, using a statistical relationship between historical data

Gross top-down method of estimating. It uses values of parameters (such as scope, cost, budget, and duration) or measures of scale statistical relationship between historical data

and other parameters to calculate an estimated cost for activities

g )(such as size, weight, and complexity) from a previous similar or successfully executed project as the basis for estimating the same parameters for a current project.

Chapter 7 Chapter 7

An estimating process that uses three estimates to define the range for an activitys

A method of estimating project cost by estimating each component of the work. The estimates to define the range for an activity s

cost, then weights the most likely by a factor of four.

g pwork is broken down to the smallest specific detail. The detail cost is then rolled up to higher levels.


What are the three PERT estimates? What is AC (actual cost)?




What are the three earned value data points? What are the four EVM status measures?


Chapter 7 Chapter 7

The actual cost incurred and recorded in accomplishing the work AC has no upper

Most likely (CM)accomplishing the work. AC has no upper limit; it is whatever is spent to accomplish the work.

Optimistic (CO) Pessimistic (CP)

Chapter 7 Chapter 7

SV (schedule variance) CV (cost variance)

PV (planned value) CV (cost variance) SPI (schedule performance index) CPI (cost performance index)

EV (earned value) AC (actual cost)


What are four of the different ways toWhat are four of the different ways to determine EV? What does the scope baseline consist of?




What are the four constraints that might affect What are the seven resources for which costWhat are the four constraints that might affect your cost estimates?

What are the seven resources for which cost estimates should be developed on a project?


Chapter 7 Chapter 7

Scope statement Fixed formula rule Weighted milestones

WBS WBS dictionary

Weighted milestones Apportioned effort Percent complete

Chapter 7 Chapter 7

Labor Materials Equipment

Limited budget Required delivery dates

Services Facilities Inflation allowance Contingency

Required delivery dates Availability of skilled resources Organizational policies

g y


In the Initiation phase what is the costLater in the Planning phase, what is the cost

In the Initiation phase, what is the cost estimate called? What is its range?

estimate called? What is its range?




What is the usual method of showing the cost What are the two main categories of cost inWhat is the usual method of showing the cost baseline and expenditures?

What are the two main categories of cost in cost of quality?


Chapter 7 Chapter 7

Definitive estimate ROM (rough order of magnitude)Definitive estimate Range = +/ 10%

ROM (rough order of magnitude) Range = +/ 50%

Chapter 7 Chapter 7

Conformance and nonconformance An S-curve


What are the six inputs to the Estimate Costs What are the three outputs of the EstimateWhat are the six inputs to the Estimate Costs process?

What are the three outputs of the Estimate Costs process?


ITTO ITTO


What are the seven inputs to the Determine What are the five tools and techniques for theWhat are the seven inputs to the Determine Budget process?

What are the five tools and techniques for the Determine Budget process?


ITTO ITTO

Chapter 7 Chapter 7

Activity cost estimates

Scope baseline Project schedule Human resource plan

Basis of estimates Project document updates

Human resource plan Risk register Enterprise environmental factors Organizational process assets

Chapter 7 Chapter 7

Cost aggregation Reserve analysis

Activity cost estimates Basis of estimates Scope baseline

Expert judgment Historical relationships Funding limit reconciliation

Project schedule Resource calendars Contracts Organizational process assetsg p


What are the three outputs of the Determine What are the four inputs to the Control CostsWhat are the three outputs of the Determine Budget process?

What are the four inputs to the Control Costs process?


ITTO ITTO


What are the six outputs of the Control Costs What are the six tools and techniques for theWhat are the six outputs of the Control Costs process?

What are the six tools and techniques for the Control Costs process?


ITTO ITTO

Chapter 7 Chapter 7

Project management plan Project funding requirements

Cost performance baseline Project funding requirements Work performance information Organizational process assets

Project funding requirements Project document updates

Chapter 7 Chapter 7

Earned value management Forecasting To-complete performance index (TCPI)

Work performance measurements Budget forecasts Operational process assets updates To-complete performance index (TCPI)

Performance reviews Variance analysis Project management software

Operational process assets updates Change requests Project management plan updates Project document updates


What are the nine tools and techniques for What is the function of the reserve analysisWhat are the nine tools and techniques for Estimate Costs?

What is the function of the reserve analysis tool in Estimate Costs?


ITTO ITTO


ITTO ITTO

Chapter 7 Chapter 7

To establish the contingency reserve, which is an allowance for unplanned, not initially identified but potentially required

Expert judgment Analogous estimating Parametric estimating Bottom-up estimating

initially identified, but potentially required changes (known unknowns)

To make sure that adequate reserves remain as the project progresses

Three-point estimates Reserve analysis Cost of quality Project management estimating softwarej g g Vendor bid analysis


What is the total planned value for a projectWhat is PV (planned value)? What is the total planned value for a project also known as?



What is EV (earned value)? What does the term EAC mean?


Chapter 7 Chapter 7

The authorized budget assigned to the work to The BAC (budget at completion)

g gbe accomplished for an activity or WBS component

Chapter 7 Chapter 7

The value of the work performed. It is the Estimate at completion

pauthorized value of the work that has been completed


What does the term ETC mean? What does forecasting mean?



Chapter 7 Chapter 7

Developing an estimate of the cost of the project at completion based upon project Estimate to complete from this point toproject, at completion, based upon project performance. This is called EAC (estimate at completion).

Estimate to complete from this point to the end


What are the formulas for SV (schedule What are the formulas for SPI (schedule What are the formulas for SV (schedule variance) and CV (cost variance)?

(performance index) and CPI (cost performance index)?



On the perfect project (executed on schedule What is the most accurate EAC formula that works in every project case and must be usedp p j (and on budget), what will be true relative to EVM at completion?

works in every project case and must be used when the original estimates are fundamentally flawed?


Chapter 7 Chapter 7

SPI = EV PV SV = EV PV

CPI = EV AC CV = EV AC

Chapter 7 Chapter 7

EAC = AC + a new bottom-up ETC PV = EV = AC = BAC


What is the EAC forecast for a project that is What is the general form of the EAC formula?

p jexpected to accomplish the ETC work at the current CPI rate?



What is the EAC forecast for a project that has experienced a one time anomaly but the What is the EAC forecast for ETC workexperienced a one-time anomaly, but the remaining work is expected to go as originally planned?

What is the EAC forecast for ETC work considering both SPI and CPI factors?


Chapter 7 Chapter 7

EAC = BACEAC = BAC______ Cumulative CPI EAC = AC + ETC

Chapter 7 Chapter 7

EAC = AC + _________BAC EV___________ EAC = AC + (BAC EV)Cumulative CPI x Cumulative SPI EAC = AC + (BAC EV)CPI


What is the TCPI (to-complete performance What is the TCPI (to-complete performance index) formula when the original BAC is no( p pindex) formula when the BAC is still achievable?

index) formula when the original BAC is no longer achievable and the project is rebaselined to the new EAC?



What is the standard deviation () formula forWhat is the PERT formula for the mean cost? What is the standard deviation () formula for the PERT equation?


Chapter 7 Chapter 7

TCPI = BAC EV TCPI = BAC EVTCPI = _BAC EV_EAC AC

TCPI = _BAC EV_BAC AC

Chapter 7 Chapter 7

= (CP CO) Mean cost = CO + 4 CM + CP = (CP CO)6

Mean cost = CO + 4 CM + CP6

Project Quality Management Project Quality Management

What are the 3 processes of Project Quality Which three type of cost are considered to beWhat are the 3 processes of Project Quality Management?

Which three type of cost are considered to be part of the cost of quality?




What is the Rule of 7 or the 7 Run Rule? What is the Trend of 7 Rule?


Chapter 8 Chapter 8

Prevention costs Plan Quality Appraisal costs Failure costs

Perform Quality Assurance Perform Quality Control

Chapter 8 Chapter 8

A process is out of control whenever 7 dataA process is out of control whenever 7 data A process is out of control whenever 7 data points in a row are above or below the mean.

ppoints follow a trend up or down across the mean.


What is the 2 out of 3 Rule? What is the Rule of 1?




What are Ishikawas seven basic qualityWhat are the objectives of a quality audit? What are Ishikawas seven basic quality control tools?


Chapter 8 Chapter 8

A process is out of control whenever a single A process is out of control whenever 2 out of p gdata point falls outside the specification limits (upper or lower).

p3 data points fall between the 2 and 3 standard deviation limits.

Chapter 8 Chapter 8

Cause and effect diagrams Control charts Flowcharts

Identify good or best practices. Identify gaps and shortcomings. Share good practices within the

organization or industry Histograms Pareto charts Run charts Scatter diagrams

organization or industry. Proactively improve processes to raise

team productivity. Highlight contributions identified through

the audit in the lessons learned repositoryg the audit in the lessons learned repository.


What is the difference between validation andWhat is the difference between validation and verification? What is the Deming Cycle?




According to Deming who has responsibility What is Philip Crosbys quality theory andAccording to Deming, who has responsibility for the cost of quality?

What is Philip Crosbys quality theory and what is his main point?


Chapter 8 Chapter 8

The PDCA (Plan-Do-Check-Act) cycle; it

Validation is the assurance that a product, service, or system meets the needs of the customer and other identified stakeholders. ( ) y

focuses on the iterative nature of continuous improvement

Verification is the evaluation of whether or not a product, service, or system complies with a regulation, requirement, specification, or imposed condition.

Chapter 8 Chapter 8

The Zero Defects theoryM i i t It i b tt t t d f t f

Deming suggests that 85 percent of the cost Main point: It is better to prevent defects from occurring at all, thereby saving the cost of nonconformance.

g gg pof quality is managements responsibility and under managements control.


What is the focus of Jurans quality theories? What are the five levels of maturity in CMMI?



Project Quality Management

What is the purpose of the processWhat is the purpose of the process improvement plan?


Chapter 8 Chapter 8

Initial Managed Juran added the human dimension to quality

by creating a focus on customer satisfaction Defined Quantitatively managed Optimizing

by creating a focus on customer satisfaction, ensuring that requirements are met and the product is fit for use.

Chapter 8

Indicates how processes will be identified and panalyzed toward enhancing the value of the process.


What is attribute sampling? What is variable sampling?



What is precision? What is tolerance?


Chapter 8 Chapter 8

The determination of the degree of conformity The determination of whether or not a sample g y(along a continuous scale) to a general characteristic

pconforms to a specific measurement or characteristic

Chapter 8 Chapter 8

Repeatability of a measure within a tightA range of acceptable results or performance Repeatability of a measure within a tight grouping (predictability)

Project Quality Management

What is accuracy?



The closeness of a measured value to the

Chapter 8

The closeness of a measured value to the true value

Project Human Resource Management Project Human Resource Management

What are the 4 processes of Project Human What are the enterprise environmental factors What are the 4 processes of Project Human Resource Management?

pthat can influence the Develop Human Resource Plan process?




What are some of the organizational process Which type of chart is frequently used tog passets that can influence the Develop Human Resource Plan process?

Which type of chart is frequently used to outline project roles and responsibilities?


Chapter 9 Chapter 9

Organization, culture, and structure Existing human resources

Develop Human Resource Plan Acquire Project Team Existing human resources

Personnel administration policies Marketplace conditions

Acquire Project Team Develop Project Team Manage Project Team

Chapter 9 Chapter 9

Organizational standard processes and policies and standardized role descriptions

Templates for organizational charts and RAM (responsibility assignment matrix).

p gposition descriptions

Historical information about the organizational structures that have worked in previous projects


When determining project roles andWhat information does the RAM show? When determining project roles and responsibilities, what do you need to define?




What are some additional formats of a RAM Where does informal and formal networkingthat you can use to document team member roles and responsibilities?

Where does informal and formal networking take place?


Chapter 9 Chapter 9

Role Authority Who is responsible to do the work (but not Authority Responsibility Competency or qualification

Who is responsible to do the work (but not when the work should be completed)

Chapter 9 Chapter 9

Within an organization industry or professional

Hierarchical-type charts Matrix-based charts

Within an organization, industry, or professional environment Text-oriented formats

Other sections of the project management plan


What types of activities are involved in What type of theory is used to describe the What types of activities are involved in networking?

yp ymanner in which individual resources, teams, and entire organizational units behave?




What kind of information does the human What are some components of the humanWhat kind of information does the human resource plan provide to the project manager?

What are some components of the human resource plan?


Chapter 9 Chapter 9

Meetings correspondence and informalOrganizational theory Meetings, correspondence, and informal conversations

Chapter 9 Chapter 9

Roles and responsibilitiesGuidance on how human resources should be defined and brought on to the project,

Project organization charts Staffing management plan

g p jalong with how the resources should be managed, controlled, and eventually released from the project


The PMBOK Guide notes that special consideration should be given to the process What else does the staffing management plan consideration should be given to the process of releasing resources once their project work is complete. Why?

g g pshows besides when and how team members will be released?




According to the PMBOK Guide, the staffing management plan helps project managers

The Acquire Project Team process involves getting the human resources assigned to themanagement plan helps project managers

deal with planning related to which type of resource-related issues?

getting the human resources assigned to the project. What is the project managers responsibility in this process?


Chapter 9 Chapter 9

Training needs recognition and rewards andTo lower costs by better defining when and how team members will be released as wellTraining needs, recognition and rewards, and

regulation or contract compliancehow team members will be released, as well as to help with team member uncertainty about their future after the project

Chapter 9 Chapter 9

Identify the appropriate personnel Document the skills or knowledge needed Negotiate with functional managers and

Staff acquisition Timetable Staff release plang g

other project managers for the desired resources

Assign the project staff Create a team directory

Training needs Recognition and rewards Compliance Safety y


What are the HR responsibilities of the project On which factors is the legitimate or formalWhat are the HR responsibilities of the project manager?

On which factors is the legitimate or formal authority of the project manager based?




What is the belief on which the project What is the belief on which the project What is the belief on which the project managers reward authority is based?

p jmanagers penalty or punishment authority is based?


Chapter 9

Create role and responsibility assignments

Chapter 9

Position or formal authority in the

Create role and responsibility assignments. Develop a staffing management plan. Publish an organization chart. Create job descriptions. Identify and fulfill training needs.Position, or formal authority, in the

organization

y g Negotiate for team resources. Create a team directory. Identify and provide team-building activities. Provide input to project staff performance

appraisalsappraisals. Manage meetings.

Chapter 9 Chapter 9

That the project manager can inflictThat the project manager can inflict unpleasant consequences That the project manager can issue rewards


Which factor enables the project managers Which factors contribute to the projectWhich factor enables the project manager s expert authority to influence stakeholders?

Which factors contribute to the project managers referent authority?




In which Process Group is team buildingIn which Process Group is team building typically shown? What are the stages of team development?


Chapter 9 Chapter 9

The project managers personality The project manager refers to the support

and authority of someone higher in the organization The project managers knowledge or organization

The team members have a lot of respect for the project manager, and willingly go along with decisions made by the project manager.

p j g gexpertise in both project management and technical areas

a age

Chapter 9 Chapter 9

Forming Storming Norming Performing Deforming

Executing


What is the purpose of a war room? What is Maslows Hierarchy of Needs Theory?




According to Maslows Hierarchy of Needs, According to Herzbergs Hygiene Theory, g ywhat is true about a persons level in the hierarchy?

g g yg ywhat are the two factors that contribute to motivation?


Maslow defined five basic human needs

Chapter 9 Chapter 9

Maslow defined five basic human needs, which he arranged in a pyramid. He stated that lower level needs must be fulfilled before a person can move up to the next level. Once needs are satisfied at a particular level, those Serves as a common meeting room wherepneeds no longer motivate the individual, and the person progresses to the next step. According to Maslow, the five levels of need are basic physical needs, safety and security needs social needs self esteem needs self

Serves as a common meeting room where team members can exchange information

needs, social needs, self-esteem needs, self-actualization needs.

Chapter 9 Chapter 9

It is constantly changing moving up andHygiene factors and motivating factors It is constantly changing, moving up and down, depending on external circumstances.


What does Herzbergs Hygiene Theory sayWhat does Herzberg s Hygiene Theory say about the hygiene factors? What is the Expectancy Theory of motivation?




According to the Achievement Theory whichAccording to the Achievement Theory, which three needs motivate people? What is McGregors Theory X?


Chapter 9 Chapter 9

People are motivated if they expect to see a positive outcome. They will be motivated and remain productive as long as the reward meets their expectations they believe the

It states that if the hygiene factors are met, people are neutral, but not motivated. Poor meets their expectations, they believe the

reward is strongly tied to their behavior, and they are capable of doing the work requested. This theory states that people will live up (or down) to what you expect of them.

p phygiene factors are demotivating, but improving hygiene factors typically will not increase motivation.

Chapter 9 Chapter 9

Theory X assumes people are generally lazy and will avoid work unless threatened. They require constant supervision have norequire constant supervision, have no ambition, and require direct control to work effectively. Theory X managers believe people are motivated by punishment or money.

Achievement, power, and affiliation


What is McGregors Theory Y? What is Ouchis Theory Z?




What is meant by a situational continuum in What are the four elements of the SituationalWhat is meant by a situational continuum in leadership theory?

What are the four elements of the Situational Continuum model?


Chapter 9 Chapter 9

Ouchis Theory Z is based on the Japanese style of participative management, which gives workers a large amount of freedom and

Theory Y assumes that people want to achieve, are creative, will work on their own, and will do a good job given the rightgives workers a large amount of freedom and

trust, and assumes that workers are motivated by opportunity, advancement, and a sense of commitment.

and will do a good job given the right motivation. Theory Y managers believe in participative management, providing support, and showing concern for their teams.

Chapter 9 Chapter 9

Tell or direct: The project manager tells the team or a subordinate what to do.

Sell or coach: The project manager guides or leads through creative questioning That project managers adapt their leadership or leads through creative questioning.

Participate: The project manager works with the team or subordinate to lead them.

Delegate: The project manager delegates work or issues to the team or subordinate.

p j g p pstyle based on the job maturity of the team members

work or issues to the team or subordinate.


What is involved in the Manage Project Team Why is the Manage Project Team processWhat is involved in the Manage Project Team process?

Why is the Manage Project Team process more complex in a matrix organization?




In a matrix organizational structure, whose gresponsibility is it to manage the dual reporting relationship effectively?

What is the new view of conflict?


Chapter 9 Chapter 9

Because the team members loyalties and Tracking team members performance Dealing with conflictBecause the team members loyalties and

accountabilities are split Dealing with conflict Handling changes and issues by both the

project manager and the team

Chapter 9 Chapter 9

Conflict is necessary, can be beneficial, allows the team to grow and come up with g pmo

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