Sunday Fc Pmp

Front 1

Define - PROJECT INTEGRATION
(central nervous system &
day to day)

Back 1

the collection of processes required to ensure that the various elements of the projects are properly coordinated

Front 2

What is involved in it?

Back 2

- making tradeoffs among competing objectives
- making alternatives to meet or exceed stakeholder needs and expectations.

Front 3

PMBOK - Defines integration as

Back 3

“…the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.”

Front 4

Project integration management

Back 4

-the responsible area for ensuring that the project moves forward
-project plan is fully developed
-properly implemented
-project comply with the existing operations of the initiating organization

Front 5

PMBOK - Project integration management

Back 5

-Develop Project Charter
-Develop Preliminary Scope Statement
-Develop Project Management Plan
-Direct and Manage Project execution
-Monitor and Control Project Work
-Integrated Change Control
-Close Project

Front 6

If projects need a plan - who's job is it to create it?

Back 6

-the project manager and the project team
They must
- ensure the work is being completed as it was planned,
- follow all the subsidiary project plans such as the Risk Management Plan, the Schedule Management Plan, and the Communications Plan
-the PM must work to control changes across all facets of the project.

Front 7

Project Manager duties in Integration

Back 7

- negotiate with stakeholders for a resolution to competing project objectives
- develop, coordinate, and record your project plan
- Accomplish your project plan

Front 8

Project Manager duties in Integration - what does it require

Back 8

-leadership,
-record-keeping
-political savvy
-deal with potential changes throughout your project
-requires flexibility and adaptability throughout the project execution

Front 9

NBNB HOW The project plan guides the project manager through the Execution and Control process groups.

Back 9

It does this by to communicating to the project team, stakeholders, and management how the project will be managed and controlled.

Front 10

Define for integration - Assumptions

Back 10

Assumptions are beliefs held to be true, but not proven to be true. Assumptions should be documented in the project plan

Front 11

Define for integration -Constraints

Back 11

Constraints are restrictions the project must operate within.

Front 12

Define for integration -The triple constraint of project management

Back 12

time, cost, and scope-will visit you on exam day, as will other internal and external constraints. Know how this applies to Risk in the Monitor and Control Project Work phase

Front 13

Define for integration - Historical INformation

Back 13

Historical information is a key area of the exam. Historical information is proof from other project managers of successes and failures. Historical information allows the project manager to rely on what has been proven, what has been accomplished, and what has been archived for reference

Front 14

Define for integration - Integrated Change Control

Back 14

Integrated Change Control requires evaluation of change requests to determine their worthiness for approval-or lack thereof for denial. Change requests can be written or verbal, internal or external. Change requests can stem from stakeholders or external sources such as government agencies, laws, or industry mandates.

Front 15

Earned Value Technique

Back 15

???

Front 16

PROJECT CHARTER

Back 16

The project charter is a formal document that brings the project into existence.
- a small document
- NB to getting a project started in the right direction

Front 17

What are the components of the project charter?

Back 17

-Formally authorizes the project to begin
-Names the project manager.
-Contains a brief business case showing the justif for the project.

Front 18

WHo writes the Proj Charter

Back 18

-Written by Proj Man to define the project as he or she sees it.
-but it must be distributed under the signature of the person who is authorized to create the project and funding for the project

Front 19

The Project Charter

Back 19

-Keeps others informed
-Provides an early statement of direction
-Outlines problems and opportunities
-Aids in authorization of Project
-Provides some reassurance to performing organization that they will receive some positive return

Front 20

Next steps

Back 20

- Once document presented
- PM named
- PM Assembles Team
- Begins planning processes

Front 21

NBNB

Back 21

The Project Charter does not come from the project sponsor; it comes from a manager outside of the project. On the exam the charter is from Senior Management.
In addition, the Project Charter doesn't launch the project; it names and authorizes the project manager.

Front 22

Reasons to Charter a Project :

Back 22

-Market Demand
-Business need
-Customer Request
-Technological advance
-Legal Requirement
-Social Need

Front 23

What is its format?

Back 23

-Requirements to satisfy customer, sponsor and other stakeholder needs, wants and expectations.
-Business needs, high level project description or product requirements
-Project purpose or justification
-Assigned project manager and level of authority
-Summary milestone schedule
-Stakeholder influences
-Functional organizations and their participation
-Organizational, environmental and external assumptions
-Business case and ROI
-Summary Budget

Front 24

What is PRELIMINARY PROJECT SCOPE STATEMENT

Back 24

- establishes the reason for doing the project
- provides a high-level product description
- Keep referring to this - what should and should not be included.
- provides reasons for and justification of the project deliverables

Front 25

Scope Statement should include:

Back 25

NB the boundaries
-Project and Product objectives
-Product or Service requirements and characteristics
-Product acceptance criteria
-Project boundaries
-Project requirements and deliverables
-Project constraints
-Project assumptions
-Initial Project organization
-Initial defined risks
-Schedule milestones
-Initial WBS
-Order of magnitude cost estimate
-Project configuration management requirements
-Approval requirements
- NB project QUALITY

Front 26

How is this developed

Back 26

developed from information provided by the Initiator or Sponsor
The project manag team further refines this the preliminary project scope statement into the project scope statement

Front 27

During subsequest phases -

Back 27

During subsequent phases of multi-phase projects, the Develop Preliminary Project Scope Statement process validates and refines, if required, the project scope defined for that phase.

Front 28

Developing a written scope statement

Back 28

that includes the project justification, the major deliverables, and the project objectives and boundaries

Front 29

A written scope provides

Back 29

a basis for developing, articulating and confirming a common understanding of project scope among the stakeholders

Front 30

Defining scope also identifies what is in and out

Back 30

-What users want (functions)
-How well the user requirements are met (quality)
-When and how it must be developed (constraints)
-Why (the value in the project)

Front 31

What is the project managemet plan process

Back 31

key integrative document that uses the outputs of the other planning processes to create a consistent, coherent document that is the guide to both project execution and project control

Front 32

what does the pro manager use it for

Back 32

uses it to guide project execution, to document our planning assumptions, to document planning decisions regarding some of the alternatives that we have chosen.

Front 33

How is it a baseline for progress measurement and project control

Back 33

We use it to facilitate communication among the stakeholders and define key management reviews as to content, expense, and timing

Front 34

WHat is the structure

Back 34

-either summary level or detailed
-composed of one or more subsidiary plans
-and other components
-subsidiary plans and components is detailed to the extent required by the specific project.

Front 35

What is the Develop Project Management Plan process

Back 35

includes the actions necessary to define, integrate, and coordinate all subsidiary plans into a project management plan

Front 36

NB

Back 36

-It will vary depending on the type of project (size etc)
-

Front 37

What does theproject managemet plan process result in?

Back 37

-project management plan that is updated and revised through the Integrated Change Control process.
-defines how the project is executed, monitored and controlled, and closed.

Front 38

What are the Subsidiary plans of the proj man plan

Back 38

-Project scope management plan
-Schedule management plan
-Cost management plan
-Quality management plan
-Process improvement plan
-Staffing management plan
-Communication management plan
-Risk management plan
-Procurement management plan

Front 39

Other key components include, but are not limited to

Back 39

-Milestone list
-Resource calendar
-Schedule baseline
-Cost baseline
-Quality baseline
-Risk register

Front 40

How do you DIRECT AND MANAGE PROJECT EXECUTION

Back 40

The project manager and the project team will direct the performance of the planned project activities, and manage the various technical and organizational interfaces that exist within the project.
Defect repair, Corrective and Preventive actions are required components in the PMBOK® Guide’s definition of Direct and Manage Project Execution.

Front 41

How do they do this?

Back 41

They will document, measure, and complete the project work outlined in the project plan .

Front 42

How do you document

Back 42

Collect Project data, performance reports, project schedules, cost reports, quality reports or any other document-able item that defines the project, project phase or status.

Front 43

How do you measure

Back 43

Actions used to control, verify approve or deny any project work. It encompasses any tools used to perform “Measurable” actions.

Front 44

How do you complete the plan

Back 44

Spending projects funds and putting forth physical effort to attain project work, goals or milestones.

Front 45

It this just the project managers responsability

Back 45

although the project manager is responsible for seeing that the project plan is accomplished, the entire project team must make important contributions to the various pieces of the plan.

Front 46

Is the WBS the project plan

Back 46

The WBS is not the project plan—it is a key component of the project plan. The project plan is the group of documents that serve to guide our project to successful completion.

Front 47

What is corrective action?

Back 47

Approved corrective actions are documented, authorized directions required to bring expected future project performance into conformance with the project management plan.

Front 48

What is configeration management?

Back 48

is the term given to the identification, tracking and managing of all the assets of a project;
-It controlls the charicteristics of a product or service (also referred to as deliverables).

Front 49

What is the todo list of config management

Back 49

-The documentation of the features, characteristics, and functions of a product or service
-The applied control to restrict changes to the features, characteristics, and function of the product or service
-The process of documenting any changes to the product or service
-The ongoing auditing of products and services to ensure their conformance to documented requirements
-Establishes a method to consistently identify and request changes to established baselines
-To assess the value and effectiveness of changes
-Provides opportunities to continuously validate and improve the project by considering the impact of each change
-Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.

Front 50

Configuration management activities included in the integrated change control process are:

Back 50

-Configuration Id - Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
-Configuration Status Accounting - Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
-Configuration Verification and Auditing - Establishing that the performance and functional requirements defined in the configuration documentation have been met.

Front 51

configuration management, think paperwork

Back 51

that all change must be screened, tracked, accepted, approved, and the development process updated thereafter.

Front 52

How do you MONITOR AND CONTROL PROJECT WORK

Back 52

-uses work performance information to compare actual project performance against the project management plan

Front 53

If the primary goal of MONITOR AND CONTROL PROJECT WORK is a status report - how do you do this?

Back 53

Work and data are analyzed, tracked and reported on. These reports should show progress and provide estimated completion dates or Forecasts.

Front 54

How are new and existing risks id?d

Back 54

-All risks should be identified, documented and have a planned response.
-Assessif/when corrective or preventive actions are required and making the appropriate recommendations based on the assessment

Front 55

How do corrective actions hel?

Back 55

Corrective actions bring the project work results back into alignment with the project plan, increase project value, and attempt to ensure the project will end on time and on budget.

Front 56

WHat about changes?

Back 56

PM is ensuring approved change request become part of the WBS (work packages) and are worked into the project plan updates.

Front 57

Key areas to monitor or control are:

Back 57

-Comparing
-Assessing
-Analyzing
-Documenting
-Forecasting

Front 58

What is the purpose of INTEGRATED CHANGE CONTROL

Back 58

-coordinating changes across the entire project
-to influence factors that create change so the change is beneficial
-determine when a change has occurred
-manage actual changes when they do occur

Front 59

Changes come from stake holders - what does a PM need to do with them?

Back 59

-Evaluate change requests
-Determine whether or not the suggested changes are needed for the successful completion of the project
-Determination if Corrective or Preventive changes have occurred within the project work
-Provide approval or denial of the change
-Provide oversight of the methods for managing changes
-Providing updates concerning changes to the Project management plan and baselines. Any changes to scope, cost, time, risk, and scheduling along with any other attributes of the project plan must be revised and documented. In addition to having the project plan updated, any supporting detail used in the decision to include the change should be included in the project planning supporting detail.

Front 60

Another output of project plan execution is change requests

Back 60

EG - request to expand or contract project scope,
-or modify cost or schedule estimates.

Front 61

What is a change control system?

Back 61

A change control system consists of a formal, documented procedure for handling change, nothing more. On the exam you remember that a change control board is responsible for authorizing or denying the requested change.

Front 62

What is the close project process

Back 62

the Close Project process closes out the portion of the project scope and associated activities applicable to a given phase.

Front 63

What are the two procedures necessary to perform the closure activities

Back 63

-Administrative Closure Procedure
-Contract Closure Procedure

Front 64

What is Administrative Closure

Back 64

procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project

Front 65

How do you perform this Administrative Closure Procedure

Back 65

Do the integrated activities needed to collect project records, analyze project success or failure, gather lessons learned, and archive project information for future use by the organization.

Front 66

What is the Contract Closure Procedure

Back 66

Includes all activities and interactions needed to settle and close any contract agreement established for the project, as well as define those related activities supporting the formal administrative closure of the project

Front 67

How do you perform contract closure procedure

Back 67

-product verification (all work completed correctly
-administrative closure (updating of contract records to reflect final results and archiving that information for future use)
-Have contract TnC been met

Front 68

What are the inputs of Develop Project Charter

Back 68

-Contract (where applicable)
-Project Statement of Work
-Enterprise Environmental Factors
-Organizational Process Assets

Front 69

What are the TTs of Develop Project Charter

Back 69

-Project Selection Methods
-Project Management Methodology
-Project Management Information System (PMIS)
-Expert Judgment

Front 70

What is the output of Develop Project Charter

Back 70

Project Charter
-The project overview
- Prelim roles and resp
-ID project manager
-Descript of PMs authority
-Sign off

Front 71

Inputs for prelim scope statement

Back 71

-Project Charter
-Project Statement of Work
-Enterprise Environmental Factors
-Organizational Process Assets

Front 72

What are the TTs of Develop prelim project scope state

Back 72

-Project Management Methodology
-Project Management Information System
-Expert Judgment

Front 73

OUtputs of Prelim Scope statement

Back 73

Preliminary Project Scope Statement
-Project and product object
-product or service requirements and characteristics
-boundaries
-project requirement and deliver
-Product acceptance
-project constraints
-Project assum
-Initial project organisation
-initial defined risks
-schedule milestones
-WBS
-order of magnitude cost estimate
-project config management req
-approval req
-

Front 74

Inputs to devel Project management plan

Back 74

-Preliminary Project Scope Statement
-Project Management Processes
-Enterprise Environmental Factors
-Organizational Process Assets

Front 75

TnT for develop the Proj Man Plan

Back 75

-Project Management Methodology
-Project Management Information System
-Expert Judgment

Front 76

OUtputs for Proj Man Plan

Back 76

Project Management Plan

Front 77

Input Direct and Manage Project Execution

Back 77

-Project Management Plan
-Approved Corrective Actions
-Approved Preventative Actions
-Approved Change Requests
-Approved Defect Repair
-Validated Defect Repair
-Administrative ClosureProcedure

Front 78

TNT Direct and Manage Project Execution

Back 78

-Project Management Methodology
-Project Management Information System

Front 79

Output Direct and Manage Project Execution

Back 79

-Deliverables
-Requested Changes
-Implemented Change Requests
-Implemented Corrective Actions
-Implemented Preventative Actions
-Implemented Defect Repair
-Work Performance Information

Front 80

Inputs for monitering and controk project work

Back 80

-Project Management Plan
-Work Performance Information
-Rejected Change Requests

Front 81

tnt for monitering and controk project work

Back 81

-Project Management Methodology
-Project Management Information System
-Earned Value Technique
-Expert Judgment

Front 82

outputs for monitering and controk project work

Back 82

-Recommended Corrective Actions
-Recommended Preventative Actions
-Forecasts
-Recommended Defect Repair
-Requested Changes

Front 83

Inputst to change control

Back 83

-Project Management Plan
-Requested Changes
-Work Performance Information
-Recommended Preventative Actions
-Recommended Corrective Actions
-Recommended Defect Repair
Deliverables

Front 84

TNT for change control

Back 84

-Project Management Methodology
-Project Management Information System
-Expert Judgment

Front 85

outputs for change control

Back 85

-Approved Change Requests
-Rejected Change Requests
-Project Management Plan (updates)
-Project Scope Statement (updates)
-Approved Corrective Actions
-Approved Preventative Actions
-Approved Defect Repair
-Validated Defect Repair
Deliverables

Front 86

Inputs for closure

Back 86

-Project Management Plan
-Contract Documentation
-Enterprise Environmental Factors
-Organizational Process Assets
-Work Performance Information
-Deliverables

Front 87

tnt for closure

Back 87

-Project Management Methodology
-Project Management Information System
-Expert Judgment

Front 88

outputs for closure

Back 88

-Administrative Closure Procedure
-Contract Closure Procedure
-Final product, service or result
-Organizational Process Assets (updates

Front 89

Project scope management has several purposes:

Back 89

-It defines what work is needed
-It determines what is included in the project
-It serves as a guide to determine what work is not needed
-It serves as a point of reference for what is not included in the project

Front 90

Define project scope

Back 90

'the processes to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.'

Front 91

What are the 5 main areas of project scope management

Back 91

-Scope Planning
-Scope Definition
-Create WBS
-Scope Verification
-Scope Control

Front 92

What is the difference between project scope and product scope?

Back 92

-Product Scope - Features and functions that characterize a product, service or result
-Project Scope - The work that needs to be accomplished to deliver a product, service or result with the specified features and functions

Front 93

NB Project scope -

Back 93

- is the ability to get the required work done, and only the required work, to complete the project.
- is measured against the Project Management Plan, Scope Statement, the WBS and WBS Dictionary.
-

Front 94

NB Product scope

Back 94

Product Scope is measured against the product requirements. The customer generally provides this information.

Front 95

The WBS is used as an input in 5 planning process

Back 95

-Cost estimating
-Cost budgeting
-Resource planning
-Activity definition
-Risk management planning

Front 96

The scope planning process

Back 96

process of creating a project scope management plan that documents how the project scope will be defined, verified, controlled, and how the work breakdown structure (WBS) will be created and defined

Front 97

What is the goal of scope planning process

Back 97

to create the output of the scope planning process the Project Scope Management Plan

Front 98

What is SCOPE DEFINITION

Back 98

Decomposing the major project deliverables into smaller, more manageable components completes scope Definition

Front 99

Scope definition is

Back 99

the subdivision of project deliverables into smaller (and more manageable) pieces until you have adequately identified in the work breakdown structure all the work on the project.

Front 100

Definition of the project scope provides the following three advantages

Back 100

-Improved accuracy of cost, time, and resource estimates
-A baseline for measuring progress and exercising control
-Clear assignment of responsibility for project tasks

Front 101

Stake Holder Analysis

Back 101

It is extremely important for the PM to identify the influence and interests of the various stakeholders and document their needs, wants, and expectations.
-Remember that although stakeholders may be both organizations and people, ultimately the PM must communicate with people

Front 102

The WBS:
Identifies all the tasks required to complete the project. - NOte

Back 102

-Serves as the project scope baseline
-Is one of the most important project management tools
-Serves as the foundation for planning, estimating, and project control
-Visualizes the entire project
-Notes that work NOT included in the WBS is NOT part of the project
-Builds team buy-in to the project
-Serves as a control mechanism to keep the project on schedule
-Allows for more accurate cost and time estimates
-Serves as deterrent to scope creep

Front 103

WBS should not be confused with

Back 103

-Organizational breakdown structure
-Bill of Materials
-Risk breakdown structure
-Resource breakdown structure

Front 104

WBS is a tool related to planning and scheduling a project

Back 104

a functional decomposition of the tasks of the project. The total work of the project is broken down into the major subtasks. It starts with the end objective required and successively subdividing it into manageable components in terms of size and complexity: program, project, system, subsystem, components, tasks, subtasks, and work elements.

Front 105

WBS Dictionary

Back 105

If a WBS is extensive and if the category content is not obvious to the project team members, it may be useful to write a WBS dictionary. The WBS dictionary describes what is in each WBS element, and it may also say what is not in an element, if that is unclear

Front 106

Benefits of using a WBS

Back 106

-Builds the project team
-Provides a framework to identify projects separately from organizations, accounting systems, funding sources, and so on
-Clarifies responsibilities
-Focuses attention on project objectives
-Forces detailed planning and documentation
-Identifies specific work packages for estimating and assigning work

Front 107

In the WBS what are the smallest tasks called and what do they do?

Back 107

These smallest tasks, called Work Packages, must be identified as manageable units that can be planned, budgeted, scheduled, and controlled. The WBS indicates the relationship of the organizational structure to the project objectives and tasks, and so provides a firm basis for planning and controlling the project

Front 108

NB re WBS

Back 108

You should know all the benefits and uses of the WBS. Most importantly, you should know that a work breakdown structure is a decomposition of the project work that has to be done. Know the benefits and be familiar with the fact that the WBS contributes to customer communication

Front 109

SCOPE VERIFICATION

Back 109

Scope verification is the process of formalizing acceptance of the project scope by the stakeholders. It requires reviewing work products and results to ensure that all were completed correctly and satisfactorily. Scope verification occurs at the end of each project phase, and as part of the project closeout process. Scope verification is concerned with stakeholder Acceptance of the work. Work is sometime denied and must be Re-Worked .

Front 110

nb re scope verification

Back 110

Scope verification happens at the end of each project phase-or as major deliverables are created. Scope verification is ensuring that the deliverables the project creates are in alignment with the project scope.

Front 111

Whats the difference between scope verification and QC

Back 111

QC is concerned with the correctness of the work. Scope verification and quality control happen in tandem as the quality of the work contributes to scope verification. Poor quality will typically result in scope verification failure

Front 112

What is the use of scope verification is project gets cancelled

Back 112

Should a project get cancelled before it has completed the scope, scope verification is measured against the deliverables to the point of the project cancellation. In other words, scope verification measures the accuracy of the work up to the cancellation, not the work that was to be completed after project termination

Front 113

What is the best tool in SCOPE CONTROL

Back 113

Integrated Change Control System . Because changes are likely to happen within any project, there must be order to process, document, and manage the changes.

Front 114

What should the system in scope control aim to include

Back 114

-Cataloging the documented requests and paperwork
-Tracking the requests through the system
-Determining the required approval levels for varying changes
-Supporting the integrated change control policies of the project
-In instances when the project is performed through a contractual relationship, the scope change control system must map to the requirements of the contract

Front 115

Uncontrolled change is referred to as Scope Creep - When can this occur

Back 115

This can occur when the scope of a project is not properly defined, documented, and controlled.

Front 116

What causes scope creep

Back 116

-Poor change control
-Lack of proper identification of what products and features are required to bring about the achievement of project objectives in the first place.
-Weak project manager or executive sponsor

Front 117

Scope control covers issues similar to change control, but it focuses solely on scope changes. What are these changes the result of?

Back 117

-An external event
-An error or omission when the scope was initially designed
-A value-added change

Front 118

NB re scope changes

Back 118

Scope changes may lead to and require changes to cost, time, quality, or other project objectives.

Front 119

Scope Planning Input

Back 119

-Enterprise env factors
-Organizational Process Assets
-Project Charter
-Preliminary Project Scope Statement
-Project Management Plan

Front 120

Scope Planning TNT

Back 120

-Expert Judgment
-Templates, Forms, Standards

Front 121

Scope Planning Outputs

Back 121

Project Scope Management Plan

Front 122

Scope Definition INput

Back 122

Organizational Process Assets
Project Charter
Preliminary Project Scope Statement
Project Scope Management Plan
Approved Change Requests

Front 123

Scope Definition TnT

Back 123

Product Analysis
Alternatives Identification
Expert Judgment
Stakeholder Analysis

Front 124

Scope Definition Outputs

Back 124

Project Scope Statement
Requested Changes
Project Scope Management Plan (updates

Front 125

Create WBS Inputs

Back 125

Organizational Process Assets
Project Scope Statement
Project Scope Management Plan
Approved Change Requests

Front 126

Create WBS TnT

Back 126

Work Breakdown Structure Templates
Decomposition

Front 127

Create WBS OUtputs

Back 127

Project Scope Statement (updates)
Work Breakdown Structure
WBS Dictionary
Scope Baseline
Project Scope Management Plan (updates)
Requested Changes

Front 128

Scope Verification Inputs

Back 128

Project Scope Statement
WBS Dictionary
Project Scope Management Plan
Deliverables

Front 129

Scope Verification TnT

Back 129

Inspection

Front 130

Scope Verification Outputs

Back 130

Accepted Deliverables
Requested Changes
Recommended Corrective Actions

Front 131

Scope Control inputs

Back 131

Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Scope Management Plan
Performance Reports
Approved Change Requests
Work Performance Information

Front 132

Scope Control TnT

Back 132

Change Control System
Variance Analysis
Re-planning
Configuration Management System

Front 133

Scope Control Outputs

Back 133

Project Scope Statement (updates)
Work Breakdown Structure (updates)
WBS Dictionary (updates)
Scope Baseline (updates)
Requested Changes
Recommended Corrective Actions
Organizational Process Assets (updates)
Project Management Plan (updates)

Front 134

PMBOK defines Project Time Management into six phases

Back 134

Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

Front 135

Activity Definition

Back 135

IDsthe deliverables at the lowest level in the work breakdown structure (WBS), which is called the work package.

Front 136

What is Decomposition

Back 136

Decomposition is the process of subdividing the project work packages into smaller, more manageable components called schedule activities

Front 137

Who performs Activity Definition

Back 137

the Project Team performs Activity Definition.

Front 138

What is the primary input to activity definition

Back 138

The primary input to Activity Definition is the WBS

Front 139

How can you calc the duration for activities

Back 139

-Expert Judgment
-Analogous estimation of historical data to provide the needed estimate.
-Parametric Estimating model to predict the amount of time for the activities.
-Three Point Estimates (Optimistic, Most likely and Pessimistic)
-Reserve Analysis
-Intentionally incorporating addition time as contingency

Front 140

What is Activity Resource Estimating

Back 140

This is the process of estimating how many resources a project team should use to perform project activities

Front 141

What do you need to know before estimating activity durations

Back 141

the PM must have a good idea of the quantity and type of resources that will be assigned to each activity.

Front 142

What nb issues should you consider in estimating resources

Back 142

-How difficult will it be to complete specific activities on this project?
-What is the organization’s history in doing similar activities?
-Are the required resources available?

Front 143

What is Bottom-Up Estimating

Back 143

This is process by which the major deliverables of the project are broken down into smaller tasks until each task can be easily assigned a time value.

Front 144

What is decomposition

Back 144

The process of determining the smaller tasks of a project is known as decomposition .

Front 145

Bottom Up estimating -

Back 145

-Involve Significant Level of Detail
-Used When Definitive, Detailed Estimates of Effort and Cost are required
-Involves Generating Individual Estimates for Small Units of Work Products
-Summarizing Units of Work to Generate Overall Effort (WBS)
-Used to Determine Project Schedules and Delivery Time Frames

Front 146

ACTIVITY DURATION ESTIMATING

Back 146

Duration includes the actual amount of time worked on an activity plus the elapsed time.

Front 147

Define effort

Back 147

Effort is the number of workdays or work hours required to complete a task

Front 148

Does effort = duration

Back 148

no no no no no

Front 149

What is duration estimating?

Back 149

Duration estimating is assessing the number of work periods (hours, days, weeks,) likely to be needed to complete each activity.

Front 150

What do Duration estimates always include

Back 150

some indication of the range of possible results,

Front 151

Activity Duration Estimating

Back 151

-Perform reality checks on schedules.
-Allow for contingencies.
-Don’t plan for everyone to work at 100 percent capacity all the time.
-Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues.
-Goals are to know the status of the schedule, influence factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur.
-Tools and techniques include:
-Progress reports.
-A schedule change control system.
-Project management software, including schedule comparison charts, such as the tracking Gantt chart.
-Variance analyses, such as analyzing float or slack.
-Performance management, such as earned value

Front 152

Analogous Estimates

Back 152

Analogous estimating means that you use the actual time frame from a pervious, similar project as the basis for estimating the time frame for the current project.
-not for precise estimations

Front 153

Parametric Estimating

Back 153

involves using variables from the project description in a mathematical formula to develop an estimate.

Front 154

Parametric Estimating FORMULA

Back 154

The formula is simple: the number of units multiplied by the amount of time each unit takes to create equals the total amount of effort needed for development.

Front 155

What is Three Points estimating

AKA

PERT ( Program Evaluation and Review Technique )

Back 155

-Optimistic time estimate: an estimate of the minimum time an activity will require.
-Most likely time estimate: an estimate of the normal time an activity will require.
-Pessimistic time estimate: an estimate of the maximum time an activity will require.

Front 156

How do you calculate PERT

Back 156

ask the resource for their best, most likely and worst estimates. Add the Pessimistic estimate to four times the most likely, then add the optimistic and divide by six. This gives you your estimate, which is a slightly more balanced view of how long the task or activity is likely to take. The calculation is (P + 4M +O / 6).

Front 157

Precedence Diagramming Method (PDM)OR Activity-on-Node (AON).

Back 157

-activities go in boxes called nodes
-boxes are joined by arrows which show relationship and the dependencies

Front 158

PDM includes four types of dependencies or precedence relationships:

Back 158

Finish-to-Start
Finish-to-Finish
Start-to-Start
Start-to-Finish

Front 159

Arrow Diagramming Method

Back 159

The arrow diagramming method (ADM) is similar to the PDM, except that all dependencies Activities and durations are generally depicted on the arrows. For this reason, the ADM diagram is also called the Arrow-on-Arrow (AOA) diagram.

Front 160

ADM uses finish-to-start dependencies

Back 160

and can require the use of “dummy” relationships called dummy activities, which are shown as dashed lines, to define all logical relationships correctly. Since dummy activities are not actual schedule activities (they have no work content), they are given a zero value duration for schedule network analysis purposes

Front 161

Mandatory dependencies

Back 161

often involve physical or technological limitations of the work; for example, a prototype must be built before it can be tested

Front 162

Discretionary dependencies

Back 162

Also referred to as preferred logic, preferential logic or soft logic and are based on knowledge of best practices within a particular application area.

Front 163

External dependencies

Back 163

any input that is needed from another project or source outside the project team.

Front 164

Free Float -

Back 164

The amount of time an activity can be delayed without delaying the next scheduled activity's start date

Front 165

Total Float

Back 165

The amount of time an activity can be delayed without delaying the project's finish date

Front 166

Lead

Back 166

allows an acceleration of the successor activity.

Front 167

LAG

Back 167

directs a delay in the successor activity

Front 168

Float and Slack mean the same thing.

Back 168

nb

Front 169

CRITICAL PATH

Back 169

The critical path is the longest path to completion in the network diagram. Activities on the critical path have no Slack or Float.

Front 170

NOTE - IF IT IS NOT CRITICAL - IT WILL NOT AFFECT THE END TIME

Back 170

Critical path refers to the sequence of activities that must be completed on schedule for the entire project to be completed on schedule

Front 171

How to calc critical path

Back 171

There is a manual method for calculating the critical path by looking at the earliest start and end dates for every activity starting at the beginning of a project. This is followed by starting at the end of the project and going backward, looking at the latest possible start and end dates for each activity that will allow the project to still complete on time. The difference between the earliest day an activity can start and the latest day it can start (and still finish on schedule) is the activity float. Once you have done this for all activities, look for the sequence of activities from start to end that have zero float. This is the critical path. NB SOFTWARE DOES THIS

Front 172

What is free float

Back 172

Free float is a term that is applied to individual activities. It refers to the amount of float in an activity before it delays the next activity.

Front 173

What is total float

Back 173

Total float refers to the total amount of float between all activities on all paths. If you have a lot of total float, then you usually have many more options as to how you allocate resources to achieve your due dates, and you have more flexibility if your project gets behind schedule.

Front 174

The Critical Path May Change

Back 174

There are many sequences of activities on a project to get from the beginning to the end. There may, in fact, be multiple critical paths, if they all have no float and all lead to the same end date. Usually if there are multiple critical paths, they overlap for many of their activities

Front 175

Formula

Back 175

The Forward Pass - EF = ES + Activity Duration

The Backward Pass - LS = LF - Activity Duration

Front 176

nb

Back 176

there can be more than one critical path in a project and it is possible for the critical path to change.

Front 177

nb

Back 177

Remember there is NO FLOAT in the Critical Path.

Front 178

PERT/CPM: Differences

Back 178

Both tools lead to the same end: a critical path and critical activities with slack time equal to zero. The differences between these tools come from how they treat the activity time. PERT treats activity time as a random variable whereas CPM requires a single deterministic time value for each activity. Another difference is that PERT focuses exclusively on the time variable whereas CPM includes the analysis of the Time/Cost Trade-off.

Front 179

What is CRITICAL CHAIN METHOD

Back 179

The critical chain is the sequence of both precedence and resource dependent terminal elements that prevents a project from being completed in a shorter time, given finite resources.

Front 180

The main features that distinguish the critical chain from the critical path are:

Back 180

-The use of (often implicit) resource dependencies. Implicit means that they are not included in the project network but have to be identified by looking at the resource requirements.
-Lack of search for an optimum solution.

Front 181

Schedule Compression

Back 181

-Crashing adds resources to project activities and usually increases cost.
-Fast Tracking allows activities to happen in tandem and usually increases risk.

Front 182

Approach to Crashing a Schedule

Back 182

-Compute the critical path.
-Establish an objective total duration.
-Identify the crash time and crash cost for each activity on the critical path.
-Prioritize the activities on the critical path that can be shortened at minimum cost.
-Shorten the highest priority activity by one time period and compare total duration with objective.
-Verify critical path.
Continue activity reduction (Steps 4 and 5) until crash time is reached.
-Select next priority activity and continue reduction (Steps 4-6).

Front 183

Fast-tracking

Back 183

Fast tracking involves analyzing the critical path to see which activities could be done in parallel (as opposed to sequential execution). It also involves more aggressive use of such PDM activity relationships as start to start so that subsequent activities can begin before the prior activity has been completed. This “overlapping” also reduces the project schedule. It is similar to crashing in that it usually requires more resources to make it happen

Front 184

Networks (PERT, CPM, PDM) Diagram

Back 184

Box to box to box
-Representation of how project activities and events are related
-Identifies critical path, project duration, and activity sequences

Front 185

Barchart (Gantt Chart)

Back 185

Blocking off times
-Weak planning tool but effective progress reporting tool
-No logical relationships between or among activities

Front 186

Milestone Chart

Back 186

-Shows significant events on the project
-Good for communicating status with customers and upper management
-milestones have zero duration. Milestone charts are good for the high-level perspective. They show significant events.

Front 187

SCHEDULE CONTROL

Back 187

time control or project control is about the schedule baseline and any changes that might occur. The schedule baseline is the original, approved project schedule and becomes the standard used to measure schedule performance.

Front 188

Schedule control is concerned with:

Back 188

-Determining the current status of the project schedule
-Influencing the factors that create schedule changes
-Determining that the project schedule has changed
-Managing the actual changes as they occur
-Schedule control is a portion of the Integrated Change Control process

Front 189

Heuristic Scheduling (Rule of Thumb)

Back 189

Heuristics are rules of thumb or guidelines that have been learned through experience and "trial and error." An example of a heuristic is the PERT process, which has modified some statistical approaches to create a simpler but useful scheduling process; for example, the PERT formula for standard deviation is a heuristic (simple to use but yields good results).

Front 190

Activity Definition - Input

Back 190

Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Management Plan

Front 191

Activity Definition TnT

Back 191

Decomposition
Templates
Rolling Wave Planning
Expert Judgment
Planning Component

Front 192

Activity Definition - OUtputs

Back 192

Activity List
Activity Attributes
Milestone List
Requested Changes

Front 193

Activity Sequencing Inputs

Back 193

Project Scope Statement
Activity List
Activity Attributes
Milestone List
Approved Change Requests

Front 194

Activity Sequencing TnT

Back 194

Precedence Diagramming Method (PDM)
Arrow Diagramming Method (ADM)
Schedule Network Templates
Dependency Determination
Applying Leads and Lags

Front 195

Activity Sequencing Outputs

Back 195

Project Schedule Network Diagrams
Activity List (updates)
Activity Attributes (updates)
Requested Changes

Front 196

Activity Resource Estimating Inputs

Back 196

Enterprise Environmental Factors
Organizational Process Assets
Activity List
Activity Attributes
Resource Availability
Project Management Plan

Front 197

Activity Resource Estimating TnT

Back 197

Expert Judgment
Alternatives Analysis
Published Estimating Data
Project Management Software
Bottom-up Estimating

Front 198

Activity Resource Estimating OUtputs

Back 198

Activity Resource Requirements
Activity Attributes (updates)
Resource Breakdown Structure
Resource Calendars (updates)
Requested Changes

Front 199

Activity Duration Estimation Inputs

Back 199

Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Activity List
Activity Attributes
Activity Resource Requirements
Resource Calendars
Project Management Plan

Risk Register
Activity Cost Estimates

Front 200

Activity Duration Estimation
TNT

Back 200

Expert Judgment
Analogous Estimating
Parametric Estimating
Three Point Estimates
Reserve Analysis

Front 201

Activity Duration Estimation
Outputs

Back 201

Activity Duration Estimates
Activity Attributes (updates)

Front 202

Schedule Development Inputs

Back 202

Organizational Process Assets
Project Scope Statement
Activity List
Activity Attributes
Project Schedule Network Diagrams
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Management Plan

Risk Register

Front 203

Schedule Development TnT

Back 203

Schedule Network Analysis
Critical Path Method
Schedule Compression
What-if Scenario Analysis
Resource Leveling
Critical Chain Method
Project Management Software
Applying Calendars
Adjusting Leads and Lags
Schedule Model

Front 204

Schedule Development OUtputs

Back 204

Project Schedule
Schedule Model Data
Schedule Baseline
Resource Requirements (updates)
Activity Attributes (updates)
Project Calendar (updates)
Requested Changes
Project Management Plan (updates)

Schedule Management Plan

Front 205

Schedule Control
Inputs

Back 205

Schedule Management Plan
Schedule Baseline
Performance Reports
Approved Change Requests

Front 206

Schedule Control
TnT

Back 206

Progress Reporting
Schedule Change Control System
Performance Measurement
Project Management Software
Variance Analysis
Schedule Compression Bar Charts

Front 207

Schedule Control
Outputs

Back 207

Schedule Model Data (updates)
Schedule Baseline (updates)
Performance Measurements
Requested Changes
Recommended Corrective Actions
Organizational Process Assets (updates)
Activity List (updates)
Activity Attributes (updates)
Project Management Plan (updates)

Front 208

What is a Project Cost? The project cost categ are

Back 208

Labor costs
Material costs
Travel costs
Supplies
Hardware costs
Software costs
Special categories (inflation, cost reserve, and so on)

Front 209

What are the kinds of costs

Back 209

Direct costs - These are costs that attributed directly to the project and cannot be shared with operations or other projects.
Variable costs - Costs that vary depending on the conditions within the project.
Fixed costs - Costs that remain the same throughout the project.
Indirect costs -These costs can be shared across multiple projects that use the same resources—such as training room or piece of equipment.

Front 210

What is Project Cost Management?

Back 210

Estimating schedule activity costs involves developing an approximation of the costs of the resources needed to complete each schedule activity. In approximating costs, the estimator considers the possible causes of variation of the cost estimates, including risks.

Front 211

How is a project completed within the approved budget

Back 211

Project Cost Management includes the processes involved in planning, estimating, budgeting, and controlling costs so that the project can be completed within the approved budget.

Front 212

Cost Estimating

Back 212

Developing an approximation of the costs of the resources needed to complete project activities

Front 213

Cost Budgeting

Back 213

Aggregating the estimated costs of individual activities or work packages to establish a cost baseline.

Front 214

Cost control

Back 214

Influencing the factors that create cost variances and controlling changes to the project budget.

Front 215

NB

Back 215

Project Cost Management is primarily concerned with the Cost of Resources needed to complete schedule activities. However, Project Cost Management should also consider the effect of project decisions on the cost of using, maintaining, and supporting the product, service, or result of the project.

Front 216

the cost management plan can establish:

Back 216

Precision Level
Units of Measure
Organizational procedures links
Control thresholds
Earned Value rules
Reporting Formats
Process descriptions

Front 217

Precision Level

Back 217

Schedule activity cost estimates will adhere to a rounding of the data to a prescribed precision (e.g., $100, $1,000), based on the scope of the activities and magnitude of the project, and may include an amount for contingencies.

Front 218

Units of Measure

Back 218

Each unit used in measurements is defined, such as staff hours, staff days, week, lump sum, etc., for each of the resources.

Front 219

Organizational procedures links

Back 219

The WBS component used for the project cost accounting is called a control account (CA). Each control account is assigned a code or account number that is linked directly to the performing organization’s accounting system. If cost estimates for planning packages are included in the control account, then the method for budgeting planning packages is included.

Front 220

Control thresholds

Back 220

Variance thresholds for costs or other indicators (e.g., person-days, volume of product) at designated time points over the duration of the project can be defined to indicate the agreed amount of variation allowed

Front 221

Earned Value rules

Back 221

-Earned value management computation formulas for determining the estimate to complete are defined
-Earned value credit criteria (e.g., 0-100, 0-50-100, etc.) are established, and
-Define the WBS level at which earned value technique analysis will be performed.

Front 222

Reporting Formats

Back 222

The formats for the various cost reports are defined.

Front 223

Process descriptions

Back 223

Descriptions of each of the three cost management processes are documented.

Front 224

COST ESTIMATING APPROACHES Analogous estimating

Back 224

Uses similar historical information to predict the cost of the current project. Such estimates are usually performed early in a project and rely on knowledge of the actual cost outcomes from similar projects.

Front 225

COST ESTIMATING APPROACHES
Parametric modeling

Back 225

Uses a parameter, such as cost per metric ton, to predict project costs and relies on knowledge of mathematical relationships between two or more characteristics of a project.

Front 226

Bottom-up estimating

Back 226

Starts from zero and adds the expenses from bottom-up. Bottom-up cost estimating involves doing detailed cost estimates for project work packages and then aggregating the results up through the cost accounts and higher levels of the WBS in order to arrive at an overall project cost estimate.

Front 227

Top dowb estimating

Back 227

Uses a similar project as a cost baseline and factors in current project conditions to predict costs.

Front 228

Rough Order of Magnitude (ROM) estimates

Back 228

are approximations without detailed data, often done early in a project when you need a “ballpark guesstimate.” Used in top-down estimates. The range of variance for the estimate can be –50 percent to +100 percent. ROM estimating happens during the initiation phase of a project.

Front 229

Budget estimate

Back 229

This estimate is somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be –10 percent to +25 percent. Budget estimates are made during early planning processes. Budget estimates are based on slightly better data and are often used to establish initial funding and to gain project approval. The range of accuracy is -10 to +25%

Front 230

Definitive estimates

Back 230

This estimate type is one of the most accurate. It is used late in the planning processes and is associated with bottom-up estimating. The range of variance for the estimate can be –5 percent to +10 percent. Definitive estimating h appens during late planning process. Definitive estimates are prepared from well-defined, detailed data. A bottom-up estimate would be an example of a definitive estimate, which is the most accurate (with a range of -5 to +10%).

Front 231

Supporting detail for the activity cost estimates should include:

Back 231

-Description of the schedule activity’s project scope of work
-Documentation of the basis for the estimate (i.e., how it was developed)
-Documentation of any assumptions made
-Documentation of any constraints
-Indication of the range of possible estimates (e.g., $10,000 (-10% / +15%) to show that the item is expected to cost between $9,000 and $11,500).

Front 232

COST BUDGETING

Back 232

Cost budgeting involves aggregating the estimated costs of individual schedule activities or work packages to establish a total cost baseline for measuring project performance. The project scope statement provides the summary budget. However, schedule activity or work package cost estimates are prepared prior to the detailed budget requests and work authorization.

Front 233

Cost baseline

Back 233

A project’s cost baseline shows what the PM expects to spend on the project. It’s usually depicted as an S-curve. The idea of the cost baseline allows the project manager and the host organizations management to predict when the project will be spending money and over what time period.

Front 234

Project cost control includes:

Back 234

· Influencing the factors that create changes to the cost baseline

Front 235

These factors in cost control are

Back 235

-Ensuring requested changes are agreed upon
-Managing the actual changes when and as they occur
-Assuring that potential cost overruns do not exceed the authorized funding periodically and in total for the project
-Monitoring cost performance to detect and understand variances from the cost baseline
-Recording all appropriate changes accurately against the cost baseline
-Preventing incorrect, inappropriate, or unapproved changes from being included in the reported cost or resource usage
-Informing appropriate stakeholders of approved changes
-Acting to bring expected cost overruns within acceptable limits.

Front 236

What is earned value management

Back 236

Earned value management is a project management technique for estimating how a project is doing in terms of its budget and schedule. It compares the work finished so far with the estimates made in the beginning of the project. This gives a measure of how far the project is from completion.

Front 237

Cost Performance Index

Back 237

CPI is a value that demonstrates how the project costs are performing. CPI is a value that reveals how much money the project is losing. CPI is a value that shows how the project costs are performing to plan. It relates the work you have accomplished to the amount you have spent to accomplish it

Front 238

CPI formula

Back 238

= EV / AC

Front 239

Schedule Performance Index

Back 239

SPI is the ratio of work accomplished versus work planned, for a specified time period. The SPI is an efficiency rating for work accomplishment, comparing work accomplished to what should have been accomplished.

Front 240

Learn and do brain dump prior to exam...

Back 240

Earned Value
EV = BAC * %Comp

Cost Variance
CV = EV - AC

Schedule Variance
SV = EV - PV

Cost Performance Index
CPI = EV / AC

Schedule Performance Index
SPI = EV / PV

Estimate at completion
EAC = AC / %Comp

Estimate to completion
ETC = EAC – AC

Variance at completion
VAC = BAC – EAC

Cumulative CPI
CPIc = EVc / ACc

Front 241

Forecasting

Back 241

Estimating or predicting potential project costs. These figures are based on information and knowledge available at the time the forecast is made.

Front 242

Cost Performance Reports

Back 242

These reports focus on project cost performance, project scope, and planned performance versus actual performance. The reports may vary according to stakeholder needs

Front 243

Estimate at Completion (EAC)

Back 243

The Estimate at Completion is created using the actual costs of labor and materials to date plus the latest revised estimate for all remaining work. A varied amount of information is used to prepare the EAC, including completed and remaining work scope, schedule variances

Front 244

Estimate to Completion

Back 244

The expected cost needed to complete all the remaining work for a schedule activity, work breakdown structure component, or the project

Front 245

Variance

Back 245

Variances that cross a given threshold may require the project manager to create a variance report to explain the variance, why it has happened, and what corrective action has been applied to prevent the variance from recurring.

Front 246

Cost variance (CV)

Back 246

The cost variance at the end of the project will be the difference between the budget at completion (BAC) and the actual amount spent. Formula: CV= EV – AC

Front 247

Schedule variance (SV)

Back 247

Schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Formula: SV = EV – PV

Front 248

Cost Management: Cost Estimating Input

Back 248

Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Project Management Plan

Schedule Management Plan
Staffing Management Plan
Risk Register

Front 249

Cost Management: Cost Estimating TnT

Back 249

Analogous Estimating
Determine Resource Cost Rates
Bottom Up Estimating
Parametric Estimating
Project Management Software
Vendor Bid Analysis
Reserve Analysis
Cost of Quality

Front 250

Cost Management: Cost Estimating Outputs

Back 250

Activity Cost Estimates
Activity Cost Estimate Supporting Detail
Requested Changes
Cost Management Plan (updates

Front 251

Cost Management: Cost Budgeting Input

Back 251

Project Scope Statement
Work Breakdown Structure
WBS Dictionary
Activity Cost Estimates
Activity Cost Estimate Supporting Detail
Project Schedule
Resource Calendars
Contract
Cost Management Plan

Front 252

Cost Management: Cost Budgeting Tnt

Back 252

Cost Aggregation
Reserve Analysis
Parametric Estimating
Funding Limit Reconciliation

Front 253

Cost Management: Cost Budgeting Output

Back 253

Cost Baseline
Project Funding Requirements
Cost Management Plan (updates)
Requested Changes

Front 254

Cost Management: Cost Control Input

Back 254

Cost Baseline
Project Funding Requirements
Performance Reports
Work Performance Information
Approved Change Requests
Project Management Plan

Front 255

Cost Management: Cost Control
TNT

Back 255

Cost Change Control System
Performance Measurement Analysis
Forecasting
Project Performance Reviews
Project Management Software
Variance Management

Front 256

Cost Management: Cost Control
Output

Back 256

Cost Estimates (updates)
Cost Baseline (updates)
Performance Measurements
Forecasted Completion
Requested Changes
Recommended Corrective Actions
Organizational Process Assets (updates)
Project Management Plan (updates)